Expert answer:Socialization and Mentoring Power Point Presentati

Answer & Explanation:Socialization and Mentoring Power Point PresentationThis assignment builds socialization skills and establishes the importance of mentoring to aid in career advancement.The team has been invited to present at a conference before top executives of Fortune 500 companies. The topic the team is presenting on is “How Can Socialization and Mentoring Be Used For Career Advancement?”Create a 13- to 15-slide Microsoft® PowerPoint® presentation in which you address the following as they relate to the topic:How can socialization and mentoring be used to advance a career?How can socialization and mentoring help minimize resistance to change using the contingency approach?How can socialization and mentoring help people embrace these changes as a part of career advancement?Include Feldman’s three-phase model of socialization and the six socialization tactics as part of the discussion.Cite a minimum of 3 peer-reviewed sources other than your textbook.Format the references according to APA guidelines and include as a reference slide at the end of the presentation.Requirements:Please, complete the assignment using your own words in APA format.  No plagiarism, please.If you are not using your own words or if you are quoting any information or definitions, please, make sure to cite the information by using proper APA format citations and also make sure to include the source of the information as a reference in APA format on the references page.Please, read and use the attached word document labeled “eBook Text Chapters..” in order to understand the necessary information in order for you to be able to complete the assignment accurately and completely.If the assignment requires the use of information from the attached word document labeled “eBook Text Chapters..” in order to complete the assignment accurately and completely, please do not forget to include the eBook as a reference and to use citations from the eBook, if applicable.  The information that is needed to cite the eBook is included in the word document.Please, read and use any other attachments listed in order for you to be able to complete the assignment accurately and completely.Attachments:eBook Text Chapters 14 & 16.docx
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Organizatio
nal
Behavior
ORGANIZATIONAL BEHAVIOR: A PRACTICAL, PROBLEM-SOLVING APPROACH
Published by McGraw-Hill Education, 2 Penn Plaza, New York, NY 10121. Copyright © 2016
by McGraw-Hill Education. All rights reserved. Printed in the United States of America. No part
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All credits appearing on page or at the end of the book are considered to be an extension of the copyright
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Library of Congress Cataloging-in-Publication Data
Kinicki, Angelo.
Organizational behavior : a practical, problem-solving approach / Angelo Kinicki,
Arizona State University, Mel Fugate, Southern Methodist University. — First edition.
pages cm
ISBN 978-1-259-18841-1 (alk. paper)—ISBN 1-259-18841-8 (alk. paper)
1. Organizational behavior. I. Fugate, Mel. II. Title.
HD58.7.K52638 2016
658—dc23
2014041010
The Internet addresses listed in the text were accurate at the time of publication. The inclusion of a
website does not indicate an endorsement by the authors or McGraw-Hill Education, and McGraw-Hill
Education does not guarantee the accuracy of the information presented at these sites.
14
MAJOR TOPICS I’LL LEARN AND QUESTIONS I
SHOULD BE ABLE TO ANSWER
14.1 THE FOUNDATION OF ORGANIZATIONAL
CULTURE: UNDERSTANDING ITS
DRIVERS AND FUNCTIONS
MAJOR QUESTION: What is culture and why is it
important to understand its layers and functions?
14.2 THE IMPACT OF ORGANIZATIONAL
CULTURE TYPES ON OUTCOMES
MAJOR QUESTION: To what extent are the diff erent
types of organizational culture related to important
outcomes?
14.3 THE PROCESS OF CULTURE CHANGE
MAJOR QUESTION: What are the mechanisms I can
use to implement culture change?
14.4 THE ORGANIZATIONAL SOCIALIZATION
PROCESS
MAJOR QUESTION: How can the practical lessons of
socialization research be integrated within the three
phases of socialization?
14.5 EMBEDDING ORGANIZATIONAL CULTURE
THROUGH MENTORING
MAJOR QUESTION: What are the four developmental
networks and how can I use them to advance my
career?
ORGANIZATIONAL
CULTURE, SOCIALIZATION,
AND MENTORING
How Can I Use These
Concepts for Competitive
Advantage?
INTEGRATIVE FRAMEWORK FOR
UNDERSTANDING AND APPLYING OB
This chapter focuses on organizational culture and
the socialization and mentoring that allow new
members to become part of the culture of the
organization. The Integrative Framework shows how
culture functions as both an environmental input and
an organizational process.
PERSON FACTORS
ENVIRONMENTAL
CHARACTERISTICS
Culture (national and
organizational)
INDIVIDUAL LEVEL
GROUP/TEAM LEVEL
ORGANIZATIONAL LEVEL
Culture, socialization,
and mentoring
INDIVIDUAL LEVEL
GROUP/TEAM LEVEL
ORGANIZATIONAL LEVEL
Reproduction prohibited without permission of the authors.
© 2014 Angelo Kinicki and Mel Fugate. All rights reserved.
Next, do the same for the company
or department at hand by doing
research about the company on the
Internet or talking with current
employees. This information will now
enable you to prepare a set of
diagnostic questions to ask during
the interview process. These
questions need to focus on
determining your level of fit. For
example, if you value recognition for
hard work, then ask a recruiter how
the company rewards performance.
If the answer does not support a
strong link between performance
and rewards, you probably will have
a low PE fit and will not be happy
working at this company.
We have created a Take-Away
Application later in this chapter to
help you practice the process of
assessing person–organization fit.
winning at
work
HOW WOULD I ASSESS PERSON–ENVIRONMENT FIT (PE)
WHEN APPLYING FOR JOBS?
“Employment site Glassdoor
provides information on salaries,
organizational cultures, and
interview questions by using
anonymous posts from employees
and people seeking employment.
In 2012 the company obtained
285,000 questions used by hiring
managers. Here are the four most
frequently asked interview
questions: What’s your favorite
movie? What’s your favorite
website? What’s the last book you
read for fun? What makes you
uncomfortable?1
“WHY ARE COMPANIES
ASKING THESE
QUESTIONS?
“Although these questions have
nothing to do with performance,
recruiters ask them because they
are trying to assess whether or not
an applicant will “fit in” with the company’s culture. A
recent study of people hiring undergraduate and graduate
students revealed that more than 50 percent of the
evaluators considered “fit” to be the most important
criterion during the interview process.2
“WHAT DOES IT MEAN TO “FIT”?
Person–environment fit (PE) reflects “the
compatibility between an individual and a work
environment that occurs when their characteristics are
well matched.”3 Although there are many types of fit, we
are interested in what is called person–organization fit
(PO), which reflects the extent to which your
personality and values match the climate and culture in
an organization. PO fit is important because it is
associated with more positive work attitudes and task
performance and lower intentions to quit and stress. 4
“HOW CAN YOU ASSESS “FIT”?
“It will take some effort on your part. First conduct an
evaluation of your strengths, weaknesses, and values.
FOR YOU WHAT’S AHEAD IN THIS CHAPTER
This chapter begins your exploration of what is called
“macro” organizational behavior. Macro OB is
concerned with studying OB from the perspective of the
organization as a whole. We use the graphical image of
the Integrative Framework of OB on the previous page
to illustrate how organizational culture is a key input
that influences a host of processes and outcomes. We
begin by exploring the foundation of organizational
culture so that you can understand its drivers and
functions. Next we review the four key types of
organizational culture and consider their relationships
with various outcomes. This is followed by a discussion
of how managers can change organizational culture.
Finally, we discuss how socialization and mentoring are
used to embed organizational culture, and focus on how
you can use knowledge of these processes to enhance
your career success and happiness.
480 PART 3 Organizational Processes
The quote “culture eats strategy for breakfast” was attributed to management expert
Peter Drucker. But it really caught everyone’s attention when Mark Fields, CEO at
Ford Motor Company, used it in 2006. The slogan currently hangs in the company’s
“war room.” Ford’s former CEO Alan Mulally created the war room, which contains
charts, graphs, and lists of products, as a meetingplace for executives to discuss the
execution of Ford’s corporate strategies. The culture slogan serves as a reminder of
the importance of organizational culture to Ford’s success.5
What is the point of this slogan? It’s quite simple. A company can have the best
vision and strategy in the world, but it won’t be able to execute them unless the culture
is aligned with the strategy. This is a lesson that successful companies like Lincoln
Electric, Southwest Airlines, and SAS Institute have applied for years. Lincoln
Electric has the largest share of the global welding market, Southwest is the largest
airline in the United States, and SAS is the world’s largest privately held software
firm.6 All of these firms exert significant effort at creating and reinforcing the type of
culture that helps them achieve their strategic goals.
One of our primary goals in this chapter is to help you understand how managers
can use organizational culture as a competitive advantage. Let us start by considering
the foundation of organizational culture.
Defining Culture and Exploring Its Impact
Organizational culture is defined as “the set of shared, taken-for-granted implicit
assumptions that a group holds and that determines how it perceives, thinks about,
and reacts to its various environments.”7 This definition highlights four important
characteristics of organizational culture:
• Shared concept. Organizational culture consists of beliefs and values that are
shared among a group of people.
• Learned over time. It is passed on to new employees through the process of
socialization and mentoring, topics discussed later in this chapter.
• Influences our behavior at work. This is why “culture eats strategy for breakfast.”
• Impacts outcomes at multiple levels. Culture affects outcomes at the individual,
group/team, and organizational levels.
14.1 THE FOUNDATION OF ORGANIZATIONAL CULTURE:
UNDERSTANDING ITS DRIVERS AND FUNCTIONS
MAJOR QUESTION
What is culture and why is it important to understand its layers
and functions?
THE BIGGER PICTURE
Although you may have a small impact on your employer’s organizational culture, you undoubtedly
are affected by it. Culture affects outcomes at the individual, group, and organizational
level. You are going to learn what creates organizational culture and how culture in turn
affects other organizational processes. You also will understand the three levels that constitute
culture and the functions it serves for organizations.
major question
Organizational Culture, Socialization, and Mentoring CHAPTER 14 481
Figure 14.1 provides a conceptual framework for understanding the drivers and
effects of organizational culture. Five elements drive organizational culture:
• The founder’s values
• The industry and business environment
• The national culture
• The organization’s vision and strategies
• The behavior of leaders
In turn, organizational culture influences the type of organizational structure
adopted by a company and a host of internal processes (including human resource
practices, policies, and procedures) implemented in pursuit of organizational goals.
These organizational characteristics then affect a variety of group and social processes.8
This sequence ultimately affects employees’ work attitudes and behaviors and a variety
of organizational outcomes. All told, Figure 14.1 tells us that organizational culture
has a wide span of influence, ultimately impacting a host of individual, group, and
organizational outcomes.9 Once again, this is why culture eats strategy for breakfast.
The Three Levels of Organizational Culture
Organizational culture operates on three levels:
1. Observable artifacts
2. Espoused values
3. Basic underlying assumptions
Each level varies in terms of outward visibility and resistance to change, and each
level influences another level.
Level 1: Observable Artifacts At the more visible level, culture represents observable
artifacts. Artifacts consist of the physical manifestation of an organization’s
culture. Organizational examples include:
• Acronyms
• Manner of dress
• Awards
• Myths and stories told about the organization
• Published lists of values
• Observable rituals and ceremonies
• Special parking spaces
• Decorations
SOURCE: Adapted from C. Ostroff, A. J. Kinicki, and R. S. Muhammad, “Organizational Culture and Climate,” in I. B. Weiner, N. W. Schmitt, and S. Highhouse, eds.,
Handbook of
Psychology, vol. 12, 2nd ed. (Hoboken, NJ: Wiley, 2012), 643–676. Reprinted with permission of John Wiley & Sons, Inc.
FIGURE 14.1 DRIVERS AND FLOW OF ORGANIZATIONAL CULTURE
drivers & flow
Organizational
Culture
Organizational
Structure and
Internal
Processes
Group and
Social
Processes
Work Attitudes
and Behaviors Outcomes
• The founder’s
values
• The industry and
business
environment
• The national
culture
• The organization’s
vision and
strategies
• The behavior
of leaders
Drivers of
Culture
482 PART 3 Organizational Processes
Annabelle the Elephant is an
artifact of the corporate
culture at Kayak.com,
provided as a catalyst to
make sure employees do not
ignore an important but
difficult topic, the so-called
elephant in the room. Can
you think of other artifacts
that might prime people to
give honest feedback?
At Facebook, for example, the word “hack” is pasted all
around offices. The term “hack” is symbolic of “the
hacker way” of pursuing continuous improvement
and challenging the status quo.10 Kayak.com, an
online travel company, uses a two-foot-tall stuffed
elephant named Annabelle as an artifact. Annabelle
sits in a specially designed conference
room that is used to have sensitive meetings or
discussions. Paul English, cofounder and chief
technology officer, created the room and
brought in Annabelle because Kayak’s open
floor plan does not lend itself to discussing
touchy matters. The company feels that this artifact
has led to more honest and constructive communications
among employees.11 It’s important to
remember that artifacts are easier to change than
the less visible aspects of organizational culture.
Level 2: Espoused Values Values were defined in Chapter 2
as abstract ideals that guide one’s thinking and behavior across all situations.
In the context of organizational culture, it is important to distinguish
between values that are espoused versus those that are enacted.
• Espoused values represent the explicitly stated values and norms that are
preferred by an organization. They are generally established by the founder of
a new or small company and by the top management team in a larger organization.
Most companies have a short of list of espoused values. For example,
Procter and Gamble’s list of values includes integrity, leadership, ownership,
passion for winning, and trust.12 In contrast, Google and Zappos have
10 espoused values.
Because espoused values represent aspirations that are explicitly communicated
to employees, managers hope that those values will directly influence employee behavior.
Unfortunately, aspirations do not automatically produce the desired behaviors
because people do not always “walk the talk.”
EXAMPLE Energy company BP, for instance, has long claimed that it values
safety, yet the company had a refinery fire in Texas City, Texas, that killed 15 people
in 2005. In 2006, a pipeline leak in Alaska lost over 200,000 gallons of crude, and
the 2010 Deepwater Horizon spill in the Gulf lost more than 200 million gallons
according to the US government.13
• Enacted values represent the values and norms that actually are exhibited
or converted into employee behavior. They represent the values that employees
ascribe to an organization based on their observations of what occurs on a
daily basis. It is important for managers to reduce gaps between espoused and
enacted values because they can significantly influence employee attitudes and
organizational performance.
Consider that a survey from the Ethics Resource Center showed that employees
were more likely to behave ethically when management behavior set a good ethical
example and kept its promises and commitments.14 This finding was underscored by
another study of 129 mergers. Employees were more productive and post-merger
performance was higher when employees believed that the post-merger behavior
within the newly formed firm was consistent with the espoused values.15 It pays to
walk the talk when it comes to integrating companies after a merger.
EXAMPLE Juniper Networks spent considerable effort to align its espoused
values of trust, delivering excellence, pursuing bold aspirations, and making a
Organizational Culture, Socialization, and Mentoring CHAPTER 14 483
meaningful difference with employee behavior. The company started by selecting
200 employees from around the world to come up with a list of behaviors that
exemplified each of the values. These behaviors were then infused into the human
resource practices of hiring, training, evaluating, and promoting people. The
company completely revamped its process of performance appraisal.
• Old. Employees felt the old system violated the company’s values. Previously the
company evaluated all employees and then forced a distribution curve across the
entire population.
• New. The new system builds on a “conversation day.” On such days, “employees
and managers discuss areas for improvement and areas for growth, set stretch
goals, and align the goals with employees’ career aspirations. There is no rating
given or a specific measure of improvement.” An employee survey revealed that
66 percent of Juniper’s employees felt that the new system was helpful or
extremely helpful.16
Level 3: Basic Underlying Assumptions Basic underlying assumptions constitute
organizational values that have become so taken for granted over time that
they become assumptions that guide organizational behavior. They represent deepseated
beliefs that employees have about their company and thus constitute the core
of organizational culture. As you might expect, basic underlying assumptions are
highly resistant to change. Consider how Unilever CEO Paul Polman reinforces a
core belief in sustainability (see Example box).
Sustainability represents “a company’s ability to make a profit without sacrificing
the resources of its people, the community, and the planet.” 17 Sustainability
also is referred to as “being green,” and Pulitzer Prize–winning political commentator
Thomas Friedman believes that “outgreening” other nations can renew America
and even defeat al-Qaeda.18
EXAMPLE Unilever Strives to
When Paul Polman took over as
CEO of Unilever in 2009, he
told Wall Street analysts that the
company would no longer provide
earnings guidance and
quarterly profit statements. This
is unheard of! Analysts revolted
and the stock price immediately
dropped.
Promote a Sustainability Culture
WHAT WAS POLMAN
TRYING TO ACCOMPLISH?
Polman wanted to instill a deepseated
belief regarding sustainability
within all employees at
Unilever. He started this effort
by creating a “Sustainable Living
Plan.” The plan contained
goals to “double its sales even
as it cuts its environmental footprint in half and sources all its agricultural products in ways that don’t degrade the
earth
by 2020.” The company also set a goal to improve the well-being of 1 billion people by influencing them to wash
their
hands and brush their teeth and by selling foods with less salt and fat.
Polman told investors that “if you don’t buy into this, I respect you as a human being, but don’t put your money in
our company.” He believes that shareholder return should not override nobler goals. He also said, “Our purpose is
to
have a sustainable business model that is put at the service of the greater good. It’s as simple as that.”
Paul Polman, CEO at Unilever.
484 PART 3 Organizational Processes
The Four Functions of Organizational Culture
An organization’s culture fulfills four important functions (see Figure 14.2):
1. Organizational identity
2. Collective commitment
3 …
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