This document discusses organizational culture, socialization, and mentoring. It defines organizational culture as shared implicit assumptions that determine how a group perceives and reacts. There are three levels of culture - artifacts, espoused values, and basic assumptions. Socialization is the process of learning organizational values and norms. It occurs in three phases - anticipatory, encounter, and change. Mentoring provides career and psychosocial support to help individuals succeed in an organization and learn its culture.
Value Proposition for Inclusive LeadershipFreddie Alves
A presentation describing the value proposition for inclusive leadership and a description of the approach that leaders can take to managing diversity for performance improvement.
Theories & Approaches to Leadership: An OverviewKimberly White
A brief overview of leadership, including pre-1970 leadership theories and a handful of contemporary approaches to leadership. Theorists include Bass & Burns, Greenleaf, Astin & Astin, Heifetz, Maxwell, Sinek, and Collins.
Deck focuses on the values of a strengths-based approach to leadership, ways to assess individual strengths, and using strengths to achieve desired business outcomes.
Getting your team to do what you want them to do can be an uphill battle at times. Lack of resources means high stress and frustration for this managing people.
Persuasive Leadership is about putting the Leader back in control, focussing on Mindset, Mission and Momentum to achieve results!
Value Proposition for Inclusive LeadershipFreddie Alves
A presentation describing the value proposition for inclusive leadership and a description of the approach that leaders can take to managing diversity for performance improvement.
Theories & Approaches to Leadership: An OverviewKimberly White
A brief overview of leadership, including pre-1970 leadership theories and a handful of contemporary approaches to leadership. Theorists include Bass & Burns, Greenleaf, Astin & Astin, Heifetz, Maxwell, Sinek, and Collins.
Deck focuses on the values of a strengths-based approach to leadership, ways to assess individual strengths, and using strengths to achieve desired business outcomes.
Getting your team to do what you want them to do can be an uphill battle at times. Lack of resources means high stress and frustration for this managing people.
Persuasive Leadership is about putting the Leader back in control, focussing on Mindset, Mission and Momentum to achieve results!
Organizational Culture, Socialization, and Mentoringsachin546624
Organizational Culture, Socialization, and Mentoring. Organizational culture is “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.”
The work of HR part two the flow ofinformation and work.docxchristalgrieg
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
The importance of culture to your company
Culture is a key advantage when it comes to attracting talent and outperforming the competition. ... The culture of an organization is also one of the top indicators of employee satisfaction and one of the main reasons that almost two-thirds (65%) of employees stay in their job.
The Star Model™The Star Model™ framework for organization .docxalisondakintxt
The Star Model™
The Star Model™ framework for organization design is the foundation on which a
company bases its design choices. The framework consists of a series of design policies
that are controllable by management and can influence employee behavior.
The policies are the tools with which management must become skilled in order
to shape the decisions and behaviors of their organizations effectively.
POLICIES STRATEGIES
They are general statements
that guide organizational
decision-making.
They are specific plans made
to achieve specific goals.
They don´t require action plan. They require action plan.
They are standing plans made
for repetitive activities.
They are single use plan made
for non- repetitive activities.
They are guidelines to
managerial action and decision
making.
They guide commitment of
organizational resources in a
specific direction.
They are made for smooth
conduct of the organization as
a whole.
The are made for achieve a
specific objective.
Strategies and Policies:
Both strategies and policies help to make decisions to achieve
organisational goals.
Clear strategies and policies provide right direction and guidance to organizational goals and plans.
The Star Model™
Strategy.
Strategy is the company’s formula for winning. The company’s strategy specifies:
goals and objectives, values, missions, and the basic direction of the company.
The strategy specifically delineates the products or services to be provided, the
markets to be served, and the value to be offered to the customer. It also specifies
sources of competitive advantage.
Area Description
Specialization.
It refers to the type and numbers of job specialties used in
performing the work.
Shape.
It refers to the number of people constituting the
departments (that is, the span of control) at each level of the
structure.
Distribution of power.
In its vertical dimension, refers to the classic issues of
centralization or decentralization. In its lateral dimension, it
refers to the movement of power to the department dealing
directly with the issues critical to its mission.
Departmentalization.
Is the basis for forming departments at each level of the
structure. The standard dimensions include functions,
products, workflow processes, markets, customers, geography.
The Star Model™
Structure.
The structure of the organization determines the placement of power and authority
in the organization. Structure policies fall into four areas:
The Star Model™
Processes.
-Information and decision processes cut across the organization’s structure.
-Management processes are both vertical and horizontal.
Horizontal Processes.Vertical Processes.
VP allocate the scarce resources of
funds and talent. Vertical processes
are usually business planning and
budgeting processes.
HP are designed around the workflow,
such as new product development or the
entry and fulfillment of a customer
order.
The Star Model™
Rewards.
Th.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
Organizational culture: 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.
Four important characteristics of organizational culture are: (1) it is a shared concept; (2) it is learned over time; (3) it influences our behavior at work; and (4) it impacts outcomes at multiple levels.
Figure 14.2 provides a conceptual framework for understanding the drivers and effects of organizational culture.
Five elements drive organizational culture: (1) the founder’s values; (2) the industry and business environment; (3) the national culture; (4) the organization’s vision and strategies; and (5) the behavior of leaders.
Organizational culture influences the type of organizational structure adopted by a company and a host of internal processes implemented in pursuit of organizational goals.
Organizational structure and internal processes then affect a variety of group and social processes, which impact employees’ work attitudes and behaviors and a variety of organizational outcomes.
Organizational culture operates on three levels: (1) observable artifacts; (2) espoused values; and (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:
Artifacts are physical manifestations of an organization’s culture.
Artifacts are the most visible level of culture and include such things as acronyms, manner of dress, awards, myths and stories told about the organization, published lists of values, observable rituals and ceremonies, special parking spaces, decorations, and so on.
Artifacts are easier to change than the less visible aspects of organizational culture.
Level 2: Espoused Values:
It is important to distinguish between values that are espoused versus those that are enacted.
Espoused values are the explicitly stated values and norms that are preferred by an organization.
Espoused values are generally established by the founder of a new or small company and by the top management team in a larger organization.
Because espoused values represent aspirations that are explicitly communicated to employees, managers hope that those values will directly influence employee behavior, but this does not always happen.
Enacted values: the values and norms that actually are exhibited or converted into employee behavior.
Enacted values 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.
Level 3: Basic Underlying Assumptions:
Basic underlying assumptions are organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior.
These basic underlying assumptions represent deep-seated beliefs that employees have about their company and thus constitute the core of organizational culture.
These basic underlying assumptions are highly resistant to change.
More companies have basic underlying assumptions about sustainability.
Sustainability: a company’s ability to make a profit without sacrificing the resources of its people, the community, and the planet.
Figure 14.3 identifies the four functions of organizational culture:
Establishes organizational identity.
Encourages collective commitment.
Ensures social system stability, which reflects the extent to which the work environment is perceived as positive and reinforcing, and the extent to which conflict and change are effectively managed.
Acts as sense-making device, helping members make sense of their surroundings by helping employees understand why the organization does what it does and how it intends to accomplish its long-term goals.
As profiled in the chapter, Southwest Airlines is an example of a firm that has successfully achieved these four functions.
The correct answer is E, basic underlying assumptions.
Competing values framework (CVF): provides a practical way for managers to understand, measure, and change organizational culture.
The CVF indicates that organizations vary along two fundamental dimensions or axes:
The first dimension is the extent to which an organization focuses its attention and efforts on internal dynamics and employees or outward toward its external environment and its customers and shareholders.
The second dimension is the organization’s preference for flexibility and discretion or control and stability.
Combining these two axes creates four types of organizational cultures that are based on different core values and different sets of criteria for assessing organizational effectiveness: clan, adhocracy, hierarchy, and market.
Figure 14.4 shows the strategic direction associated with each cultural type along with the means and goals it pursues.
Organizations can possess characteristics associated with each culture type, but they tend to have one type of culture that is more dominant than the others.
Clan culture: a culture that has an internal focus and values flexibility rather than stability and control.
Clan cultures resemble family-type organizations in which effectiveness is achieved by encouraging collaboration, trust, and support among employees.
Clan cultures are very “employee-focused” and strive to instill cohesion through consensus and job satisfaction and commitment through employee involvement.
Clan organizations devote considerable resources to hiring and developing their employees, and they view customers as partners.
Adhocracy culture: a culture that has an external focus and values flexibility.
Adhocracy cultures foster the creation of new products and services by being adaptable, creative, and fast to respond to changes in the marketplace.
Adhocracy cultures do not rely on centralized power and authority relationships, and they encourage employees to take risks, think outside the box, and experiment with new ways of getting things done.
Adhocracy-type cultures are decreasing in the United States as many companies are becoming risk averse, even though “reasonable” risk taking is needed to create new businesses, products, and ultimately jobs.
Market culture: a culture that has a strong external focus and values stability and control.
Market cultures are driven by competition and a strong desire to deliver results and accomplish goals.
Customers and profits take precedence over employee development and satisfaction.
The major goal of managers with this type of culture is to drive toward productivity, profits, and customer satisfaction.
Hierarchy culture: a culture that has an internal focus and values stability and control over flexibility.
Hierarchy cultures are characterized by reliable internal processes, extensive measurement, and the implementation of a variety of control mechanisms.
Effectiveness in a company with this type of culture is likely to be assessed with measures of efficiency, timeliness, quality, safety, and reliability of producing and delivering products and services.
Many organizations don’t have a single homogeneous culture, but rather develop subcultures.
Organizational subcultures are distinctive clusters of ideologies, cultural forms, and other practices that identifiable groups of people in an organization exhibit.
Subcultures tend to form along functional/occupational groups; geographical areas; products, markets, or technology; divisions or departments; levels of management; or work roles.
While subcultures develop naturally, you don't want highly different subcultures to develop because they can lead groups to focus on different goals, customers, or values, which lowers unit and organizational performance.
The correct answer is A, hierarchy.
Leaders are the architects and developers of organizational culture—it is not determined by fate.
Changing culture starts with targeting one of the three levels of organizational culture—observable artifacts, espoused values, and basic underlying assumptions.
The current culture probably closely aligns with the organization’s vision and strategic plan.
Vision: a long-term goal that describes what an organization wants to become.
Strategic plan: outlines an organization’s long-term goals and the actions necessary to achieve those goals.
It is important to use a structured approach when implementing culture change.
OB experts have proposed 12 mechanisms or levers for changing organizational culture.
These levers can be pushed to create a preferred type of culture, or they can be pulled to reduce a particular culture type.
Changing culture amounts to pushing and pulling these levers to create a culture profile that is best suited to help an organization achieve its goals.
These mechanisms or levers include:
Formal statements of organizational philosophy, mission, vision, values, and materials used for recruiting, selection, and socialization.
The design of physical space, work environments, and buildings.
Slogans, language, acronyms, and sayings.
Deliberate role modeling, training programs, teaching, and coaching by others.
Explicit rewards, status symbols, and promotion criteria.
Stories, legends, and myths about key people and events.
The organizational activities, processes, or outcomes that leaders pay attention to, measure, and control.
Leader reactions to critical incidents and organizational crises.
The rites and rituals used to celebrate important events or achievements.
The workflow and organizational structure.
Organizational systems and procedures.
Organizational goals and the associated criteria used throughout the employee cycle.
See slide 14 notes.
See slide 14 notes.
See slide 14 notes.
See slide 14 notes.
The correct answer is B, have leaders keep information about negative events from employees.
Organizational socialization: process by which individuals acquire the knowledge, skills, attitudes, and behaviors required to assume a work role.
Organizational socialization is a key mechanism used by organizations to embed their organizational cultures.
Organizational socialization turns outsiders into fully functioning insiders by promoting and reinforcing the organization’s core values and beliefs.
Figure 14.7 shows a three-phase model of organizational socialization.
Each phase has its associated perceptual and social processes.
The model specifies behavioral and affective outcomes that can be used to judge how well an individual has been socialized.
Anticipatory socialization: occurs before an individual actually joins an organization.
It is represented by the information people have learned about different careers, occupations, professions, and organizations.
The information for anticipatory socialization comes from many sources, including the organization’s current employees, the Internet, and social media.
Unrealistic expectations about the nature of the work, pay, and promotions are often formulated during Phase 1.
Because employees with unrealistic expectations are more likely to quit their jobs in the future, organizations may want to use realistic job previews.
Realistic job preview (RJP): presents recruits a realistic idea of what lies ahead by presenting both positive and negative aspects of the job.
Encounter phase: employees come to learn what the organization is really like.
This second phase begins when the employment contract has been signed.
This is a time for reconciling unmet expectations and making sense of a new work environment.
Organizations use a combination of orientation and training programs to socialize employees during the encounter phase, including onboarding.
Onboarding: programs to help employees integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics and by clarifying work-role expectations and responsibilities.
Change and acquisition phase: requires employees to master important tasks and roles and to adjust to work group values and norms.
Employees should be clear about their roles and be effectively integrated within the work unit.
Employees should have a clear understanding regarding the use of social media and expectations regarding surfing, texting during meetings, and sending personal messages on company equipment.
Table 14.2 in the text describes tactics used by organizations to help employees through this adjustment process.
Managers should avoid a haphazard, sink-or-swim approach to organizational socialization because formalized socialization tactics positively affect new hires.
Managers should consider how they might best set expectations regarding ethical behavior during all three phases of the socialization process.
Although there are different stages of socialization, they are not identical in order, length, or content for all people or jobs.
Managers should pay attention to the socialization of diverse employees.
Career functions of mentoring include sponsorship, exposure and visibility, coaching, protection, and challenging assignments.
Psychosocial functions of mentoring include role modeling, acceptance and confirmation, counseling, and friendship.
Mentoring: process of forming and maintaining intensive and lasting developmental relationships between a variety of developers and a junior person.
Mentoring contributes to creating a sense of oneness by promoting the acceptance of the organization’s core values throughout the organization.
The networking aspect of mentoring promotes positive interpersonal relationships.
The four phases of mentoring are initiation, cultivation, separation, and redefinition.
The initiation phase lasts 6 to 12 months and starts during the encounter phase of socialization.
The cultivation phases spans 2 to 5 years and entails the protégé/protégée receiving a host of career and psychosocial guidance.
In the separation phase, you detach from your mentor and become more autonomous.
During the redefinition phases, you and your mentor start interacting as peers.
Social capital: the productive potential resulting from relationships, goodwill, trust, and cooperative effort.
Social capital helps you when you are developing trusting relationships with others, and trusting relationships lead to more job and business opportunities, faster advancement, greater capacity to innovate, and more status and authority.
The correct answer is D, employees may not accept a position after learning about the negative aspects of the job.
