Objective [1]
Discuss the layers and functions of organizational culture. The three layers
of organizational culture are observable artifacts, espoused values, and basic
underlying assumptions. Each layer varies in terms of outward visibility and
resistance to change. Four functions of organizational culture are organizational
identity, collective commitment, social system stability, and sense-making device.
Objective [2]
Discuss the three general types of organizational culture and their associated
normative beliefs. The three general types of organizational culture are
constructive, passive–defensive, and aggressive–defensive. Each type
is grounded in different normative beliefs. Normative beliefs represent an individual’s
thoughts and beliefs about how members of a particular group or organization
are expected to approach their work and interact with others. A constructive
culture is associated with the beliefs of achievement, self-actualizing, humanistic-encouraging,
and affiliative. Passive–defensive organizations tend to endorse the beliefs
of approval, conventional, dependent, and avoidance. Aggressive–defensive
cultures tend to endorse the beliefs of oppositional, power, competitive, and
perfectionistic. Objective [3]
Summarize the methods used by organizations to embed their cultures. Embedding
a culture amounts to teaching employees about the organization’s preferred
values, beliefs, expectations, and behaviors. This is accomplished by using
one or more of the following 11 mechanisms: (a) formal statements of organizational
philosophy, mission, vision, values, and materials used for recruiting, selection,
and socialization; (b) the design of physical space, work environments, and
buildings; (c) slogans, language, acronyms, and sayings; (d) deliberate role
modeling, training programs, teaching, and coaching by managers and supervisors;
(e) explicit rewards, status symbols, and promotion criteria; (f) stories, legends,
and myths about key people and events; (g) the organizational activities, processes,
or outcomes that leaders pay attention to, measure, and control; (h) leader
reactions to critical incidents and organizational crises; (i) the workflow
and organizational structure; (j) organizational systems and procedures; and
(k) organizational goals and associated criteria used for recruitment, selection,
development, promotion, layoffs, and retirement of people. Objective [4]
Describe the three phases in Feldman’s model of organizational socialization.
The three phases of Feldman’s model are anticipatory socialization,
encounter, and change and acquisition. Anticipatory socialization begins before
an individual actually joins the organization. The encounter phase begins when
the employment contract has been signed. Phase 3 involves the period in which
employees master important tasks and resolve any role conflicts. Objective [5]
Discuss the various socialization tactics used to socialize employees. There
are six key socialization tactics. They are collective versus individual, formal
versus informal, sequential versus random, fixed versus variable, serial versus
disjunctive, and investiture versus divestiture (see Table 2–2). Each tactic
provides organizations with two opposing options for socializing employees. Objective [6]
Explain the four types of development networks derived from a developmental
network model of mentoring. The four development networks are receptive,
traditional, entrepreneurial, and opportunistic. A receptive network is composed
of a few weak ties from one social system. A traditional network contains a
few strong ties between an employee and developers that all come from one social
system. An entrepreneurial network is made up of strong ties among developers
from several social systems, and an opportunistic network is associated with
having weak ties with multiple developers from different social systems. |
