Bsntls Finals Reviewer • Avoids critiquing opponent’s competence or

power
Dysfunctional Conflict in the Airline
• Try to understand the logic/assumptions of each
• Overt conflict (openly disagreeing) is rare among
position
commercial airline crew members, but when
these clashes do occur, the consequences can be Relationship Conflict:
costly for the airline and inconvenient for • Focus on personal characteristics (not issues) as
passengers. the source conflict.
• Try to undermine each other’s worth/competence
What is Conflict?
• Invalidate ideas indirectly by attacking the
• Conflict is a process in which one party
opponent, not the idea
perceives that its interests are being opposed or
• Dysfunctional consequences;
negatively affected by another party.
▪ Triggers defense mechanism
The Meaning and Consequences of Conflict ▪ Reduces trust: emphasizes interpersonal
Conflict: A Constant Companion in Organizations differences
• Conflict is a natural part of organizational life. ▪ Reduces motivation to communicate: Escalates
• Companies constantly adapt to changing external conflict
environments.
Minimizing Relationship Conflict During Task
• Employees often disagree on priorities, norms,
Conflict
and even minor tasks.
• Conflict arises from clashing goals, divergent Emotional Intelligence
values, and various other factors. • Better at regulating emotions, less hostility
• Better at reframing other’s hostility
The Nature of Conflict
• Conflict occurs when one party perceives their Team Development
interests are threatened by another. • Better mutual understanding
• It's about perceived threats, not necessarily actual • High cohesion: motivation to minimize
ones. relationship conflict
• Conflict is based on perceptions, not intentions.
Psychological Safety Team Norms
• Intrapersonal conflict (within oneself) also exists.
• Perceived safety to constructively disagree
Negative Outcomes Positive Outcomes • Norms encourage respect, show interest, and
Lower Performance Better Decision Making
• Tests logic of
open-minded
arguments
• Questions assumptions Model of the Conflict Process
• Generates creative • Conflict begins with sources of conflict.
thinking
Higher stress, dissatisfaction, More responsive to the • These sources lead to conflict perceptions.
turnover changing environment • Emotions arise from these perceptions.
Less information sharing and Stronger team cohesion
coordination (when conflict with outside • Manifest conflict occurs through behaviors and
opponents) decisions.
More organizational politics • The process is cyclical, with emotions and
Wasted resources
Weaker team cohesion perceptions influencing behaviors, and behaviors
(togetherness) when conflict influencing perceptions and emotions.
within team
• Conflict escalation can occur through negative
The Emerging View: Task and Relationship
emotions and behaviors.
Conflict
Task Conflict:
• Focuses on the quality of ideas/arguments
• Shows respect for all participants
Structural Sources of Conflict in Organizations • Parties want to maintain harmony
• Problem- conflict unresolved; causes
Incompatible Goals
frustration/uncertainty
• occurs when the goals of one person or
department seem to interfere with another Yielding (Giving In)
person’s or department’s goals. • Issue is less important to you than the other party
• Value/logic of your position is imperfect.
Differentiation
• Partied want to maintain harmony
• arises from differences in beliefs, values, and
• Other party has much more power Problem –
preferences.
increases other’s expectations.
• Explains cross-cultural, generational, and merger
conflict. Compromising
• Sources of differentiation include childhood • Single issue conflict with opposing interests
socialization, gender, ethnicity, occupation, • Parties lack time or trust for problem-solving
personal values, and personality. • Parties want to maintain harmony
• Parties have equal power
Interdependence
• Problem – Sub-optimal solution where mutual
• Conflict increases with interdependence
gains are possible.
• Risk of conflict increases with the level of
interdependence Conflict Handling-Styles

Scares Resources Cultural Differences

• Create a competition for the resource • Conflict handling preferences vary across
cultures
Ambiguous Rules
• Example: more avoidance style in collectivist
• Create uncertainty, threatens goals
cultures
• Encourage political behaviors
Gender differences
Communication Problems
• Men use more (women less) forcing style
• Poorly stated messages escalate conflict
• Female managers use more avoiding style
• Conflict causes emotive messages
• Women use slightly more problem- solving,
• Less communication amplifies conflict
compromising, yielding
Interpersonal Conflict-Handling Styles • Reasons: motivation or expectations to protect
Problem Solving (Win-Win Orientation) relationships
• Resources are expandable if both parties
Structural Approaches to Conflict Management
collaborate.
• Emphasizes information sharing, cooperation, 1. Emphasize superordinate goals
and creativity to identify common ground. • Focus on common goals
• Problem – sharing information that may be used • Reduces goal incompatibility and may reduce
to their advantage. differentiation

Forcing (Win-Lose Orientation) 2. Reduce Differentiation

• Quick resolution is required • Create common experiences
• Your position has a stronger logical or moral • Methods: meaningful interaction, rotating staff
foundation through departments/regions, building a strong
• Problem: relationship conflicts, long- term culture
relation
3. Improve communication and understanding
Avoiding (Low-Low Concern) • Clearer awareness of and respect for one
• Conflict is emotionally charged (relationship another’s situation
conflict)
• Methods: daily interaction, Johari Window, • Maximize one's own gains at the expense of the
intergroup mirroring other party.
• Warning: Need to first reduce differentiation • Single-issue negotiations (e.g., product price,
starting salary).
4. Reduce interdependence
• Create buffers (employees who coordinate) Integrative Approach (Win-Win)
• Use Integrators • Resources can be expanded; mutual gains are
• Combine jobs into one possible.
• Find creative solutions that benefit both parties.
5. Increase resources
• Multiple-issue negotiations (e.g., price, delivery
• Weigh costs versus conflict
schedule, payment terms).
6. Clarify Rules/Procedures
Strategies for Claiming Value
• Establish Rules
Claiming Value – aiming for the best possible
• Clarify roles, responsibilities, schedules.
outcomes for yourself and your constituents
Third-Party Conflict Resolution 1. Prepare and set goals
• is any attempt by a relatively neutral person to 2. Know your “best alternative to a negotiated
help the parties resolve their differences. settlement” (BATNA)
3. Manage Time
Types of Third-Party Intervention 4. Manage first offers and concessions
1. Arbitration—Arbitrators have high control over
the final decision, but low control over the Creating Value – use problem-solving to help both
process. parties reach the best outcomes.
2. Inquisition—Inquisitors control all discussions 1. Gather information
about the conflict. Like arbitrators, inquisitors 2. Discover priorities through offers and
have high decision control because they concessions
determine how to resolve the conflict. 3. Build the relationship (Trustworthiness)
3. Mediation—Mediators have high control over
Situational Influences on Negotiations
the intervention process. Their main purpose is to • Location – easier to negotiate on your own turf
manage the process and context of interaction • Physical Setting – seating arrangements, etc.
between the disputing parties. • Audience – negotiators are more competitive, and
make fewer concessions when the audience is
Choosing the Best 3rd Party Strategy watching
• Managers prefer an inquisitional strategy, but not
usually the best approach LEADERSHIP
• Mediation potentially offers the highest • Is about influencing motivating and enabling
satisfaction with process and outcomes others to contribute toward the effectiveness and
• Use arbitration when mediation fails success of the organizations of which they are
members.
Resolving Conflict through Negotiation
What is Negotiation? SHARED LEADERSHIP
• the process whereby two or more conflicting • Is the view that leadership is broadly distributed,
parties attempt to resolve their divergent goals by rather than assigned to one person, such that
redefining the terms of their interdependence people within the team or organization lead each
other.
Distributive Versus Integrative Approaches to
Negotiation Competency Perspective of Leadership
• Leaders possess leadership competencies like
Distributive Approach (Win-Lose) skills, knowledge, aptitude, and other personal
• Limited resources, "fixed pie" to be divided. characteristics that lead to superior performance.
Leadership Competencies • Ask “How can I help you?” rather than expect
employees to serve them
1. PERSONALITY
• Is to create environments where others can do
• The leader’s high levels of extroversion and
great work- and then to get out of the way.
conscientiousness
Contingency Perspective of Leadership
2. SELF-CONCEPT
• The leader’s self-beliefs and positive self- Path-Goal Leadership
evaluation about his or her leadership skills and • States that effective leaders ensure that
ability to achieve objectives employees who perform their jobs well receive
3. DRIVE more valued rewards than those who perform
• The leader’s inner motivation to pursue goals poorly
4. INTEGRITY • Effective leaders also provide information,
• The leader’s truthfulness and tendency to support, and other resources necessary to help
translate words into deeds employees complete their tasks
5. LEADER MOTIVATION • Path-goal theory advocates servant leadership
• The leader’s need for socialized power
Transformational Perspective of Leadership
6. KNOWLEDGE OF THE BUSINESS
Creating
• The leader’s tacit and explicit knowledge of the
• A transformational leader creates new ideas,
organization, enables the leader to make intuitive
approaches, and pathways to achieve long-term
decisions
success and impact.
7. COGNITIVE & PRACTICAL
Communicating
INTELLIGENCE
• Transformational leaders use clear, transparent,
• The leader’s above-average cognitive ability to
and inspiring language to convey the vision,
process information and ability to solve real-
making sure that every member of the team
world problems by adapting to, shaping, or
understands their role in achieving it.
selecting appropriate environments
Modeling a Vision
8. EMOTIONAL INTELLIGENCE
• Transformational leaders lead by example.
• The leader’s ability to monitor his or her own
Modeling a vision means that leaders don't just
and others’ emotions; discriminate among them,
talk about the vision; they live it through their
and use the information to guide his or her
actions and behaviors.
thoughts and actions
Inspiring
Behavioral Perspective of Leadership • Inspiration is at the heart of transformational
leadership. Transformational leaders inspire their
People-oriented Leadership
followers by tapping into their emotions, values,
• Showing mutual trust and respect for
and motivations.
subordinates
• Demonstrating genuine concern for their needs Elements of Transformational Leadership
• Having a desire to look out for their welfare
Transactional Leaders
Task-oriented Leadership • Leaders set clear goals and
• Assign employees to specific tasks expectations and provide
• Clarify work duties and procedures rewards when these goals are
• Follow company rules met. This is often seen as a
• Push employees to reach performance capacity form of positive
• Challenge them to go beyond high standards reinforcement.
• Leaders actively monitor
Servant Leadership
followers' work and take corrective action when
• Is an obligation to understand employee needs
they notice deviations or mistakes.
and to facilitate work performance
• Leaders wait for issues to arise before Leadership Prototypes
intervening. They do not actively monitor or • These are preconceived beliefs about the features
guide their employees unless there is a problem. and behaviors of effective leaders.
• Transactional leaders often prioritize immediate, • These are developed through socialization
short-term tasks and outcomes over long-term processes within the family and society and they
objectives or personal development. shape our expectations and acceptance of others
• This style is effective in maintaining the status as leaders and affect our willingness to serve as
quo and ensuring that tasks are completed followers
efficiently and according to set standards.
Cross-Cultural and Gender Issues in Leadership
Transformational Leadership
Culture Influences Leadership
• Leaders have a vision that they communicate
• Shapes leaders' values and actions.
with passion and clarity, inspiring followers to
• Affects followers' expectations of leaders.
work toward common goals. They create a sense
• Non-conformity to cultural norms can lead to
of purpose and commitment.
perceived ineffectiveness
• Leaders act as role models and exhibit behaviors
that earn them respect and trust. Global Research Insights
• Leaders give personal attention to followers, • Universal Leadership Traits
mentoring and supporting them. They recognize Emphasizes vision, inspiration, performance,
individual needs and provide opportunities for integrity, decisiveness.
growth and development. • Cultural Differences in Leadership
• Leaders encourage innovation and creativity by Valued in low power distance cultures, less so in high
challenging assumptions, soliciting new ideas, power distance cultures.
and promoting problem-solving and critical
thinking. They foster an environment where Gender and Leadership
followers feel safe to take risks No Significant Differences in Leadership Styles
• Studies show that male and female leaders
Transformational Perspective of Leadership generally do not differ significantly in task-
oriented or people- oriented leadership.
Charismatic Leaders
• Real-world job requirements often demand
• Is a personal trait or relational quality that
similar behavior from both male and female
provides power over followers
leaders.
• Easily build allegiance in followers but do not
necessarily change the organization: Produce Tendency Toward Participative Leadership
dependent followers • Women are more likely to adopt a participative
leadership style compared to men.
Transformational Leaders
• Possible reasons for this include:
• Is a set of behavior that people use to lead the
▪ Socialization: Girls are often raised to be more
change process
egalitarian and less status- oriented.
• They build follower empowerment which
▪ Interpersonal Skills: Women may have better
reduces dependence on the leader.
interpersonal skills, which align with
Implicit Leadership Perspective participative leadership.
• Is a theory stating that people evaluate a leader’s ▪ Gender Stereotypes: Employees may expect
effectiveness in terms of how well that person women to be more participative, influencing
fits pre-conceived beliefs about the features and female leaders' behavior.
behaviors of effective leaders (Leadership
Prototypes) and that people tend to inflate the
influence of leaders on organizational events
Challenges and Stereotypes in Leadership ➢ Encourage employees in each unit to share
information and informally coordinate work
Strengths in Emerging Leadership Qualities
activities
• Women are often rated higher than men in areas
➢ Rely on persuasion
like coaching, teamwork, and empowering
• Temporary cross-functional teams
employees
➢ Gives employees opportunity and authority to
Negative Evaluations and Gender Stereotypes coordinate through informal communication
• Women face challenges when using a full range
2. Formal Hierarchy- assigns legitimate power to
of leadership styles, especially more directive or
individuals who then uses this power to direct
autocratic approaches.
work processes and allocate resources. Work is
• Gender stereotypes can limit women's leadership
coordinate through direct supervision.
effectiveness.
• Drawbacks
• Followers’ expectations of leadership behaviors
➢ Not as agile – especially in complex company.
may result in less favorable evaluations for
Communication through chain of command is
leaders who deviate from these norms.
slower than direct communication between
Designing Organizational Structures employees.
• Organizing is a systematic process of structing, ➢ Managers can only supervise a limited number of
integrating, coordinating task goals, and employees. As company grows, can lead to
activities to resources in order to attain costly bureaucracy.
objectives. ➢ Formal hierarchy will restrict Employees
• Organizational Design is a step-by-step autonomy over work nowadays and involvement
methodology which identifies dysfunctional in company decision. Complain of being micro-
aspects of work flow, procedures, structures and managed.
systems, realigns them to fit current goals and
3. Standardization Involves creating routine
then develops plans to implement the new
patterns of behavior or output.
changes.
Standardized process
• Organizational Structure defines how activities ➢ Quality or consistency of product can be
such as task allocation, coordination and
improved by standardizing work activities
supervision are directed toward the achievement
through job descriptions and procedures.
of organizational aims.
➢ Works best when task is routine or simple, less
Division of Labour effective in complex work.
• Subdividing work into separate jobs assigned to Standardized output
different people ➢ Work units have cleared defined goals and output
• Division of labor is limited by ability to measure.
coordinate work Standardized skills
• Potentially increases work efficiency ➢ Work activities too complex to standardize
through processes or goals
Coordinating Work Activities ➢ Ensure job incumbents have necessary
knowledge and skills. Company standardized
1. Informal Communication – Sharing
through in-house training program.
information on mutual tasks; forming common
mental models to synchronize work activities Elements of organizational structure
• Liaison role
➢ Liaison expected to communicate and share Span of control
information with coworkers in other work units • Span of control refers to the number of people
• Integrator role directly reporting to the next level above in the
➢ When coordination is required among several hierarchy.
work units.
• Wider span of control when: performing routine • Wide span of control, decentralized decision
task or low employee interdependence making and little formalization.
• Works better in rapidly changing environment as
Tall vs flat structure
they are more flexible and responsive to changes.
• As company grow, they must widen span of
• Employees must be competent
control or build a taller hierarchy.
• Most company build taller hierarchy to directly Forms of departmentalization
supervise and limit span of control Departmentalization specifies how employees and
➢ Problems of tall hierarchy their activities are grouped together.
o Receive lower quality and less timely ➢ It influences the organization in the following
information people tend to filter, simplify and way
distort information to higher ups – to present it in ▪ Establish chain of command.
a better light ▪ Focuses people around common mental models
o Higher overhead costs – more people or ways of thinking. Eg serving clients
administering the company and less provided the ▪ Encourage work units to coordinate through
service or making the product. informal communication. Common supervision
o Employees feel less empowered and engaged in and resources, they can use frequent and
work. The Lower the hierarchy, the lesser the informal interaction to get work done
power.
Simple Structure
Centralization • Minimal Hierarchy – Staff reports directly to
• Formal decision making authority is held by a owner
few people usually at the top. • Roles are fairly loosely defined for flexibility
• Informal communication for coordination
Decentralization
• Centralized Structure – owner makes most
• Decision-making authority is dispersed
decisions
throughout the organization
Functional Structure
Formalization
• Functional structure organize employees around
• The degree to which organizations standardize
specific knowledge or other resources.
behavior through rules, procedures, formal
• Typically centralized to coordinate activities
training and related mechanisms.
Benefits
• Formalization increases as firms get older, larger
• Economy of Scale
and more regulated
• Supports professional identify and career paths
• Problem with Formalization
• Easier supervision
▪ Reduces organizational flexibility
Limitations
▪ Discourages organizational learning/creativity
• More emphasis on subunit that organizational
▪ Reduces work efficiency
goals
▪ Increases job dissatisfaction and work stress
• Higher dysfunctional conflict
Mechanistic Versus Organic Structures • Poorer coordination, requires more controls

Mechanistic structure Divisional Structure

• has high degree of formalization and • an organizational structure in which employees
centralization are organized around geographic areas, outputs
• Operate better in stable environment because (products or services), or clients
they rely on efficiency and routine behaviors
Different Forms of Divisional Structure
Organic structure • Geographic Structure
• has low degree of formalization and • Product Structure
centralization • Client Structure
Divisional Structure • Support firms beehive around a “hub” or “core”
• Best form depends on environmental diversity or firm
uncertainty Benefits
Benefits • Highly flexible
• Building block structure, accommodates growth • Potentially better use of skills and technology
• Focuses om markets/products/clients • Not saddled with same resources for all products
Limitation Limitations
• Duplication, inefficient use of resources • Exposed to market forces
• Specializations are dispersed – silos knowledge • Less control over subcontractors than in-house
• Politics/conflict when two forms of equal value
Contingencies of Organizational Design
Team-Based Structure
External Environment
• Built around self-directed teams that complete an
entire piece of work Dynamic vs Stable environment
• Typically Organic Structure • Dynamic
➢ Wide span of control, many employees work ➢ High rate of change – novel situations and lack
without close supervision of patterns
➢ Decentralized with moderate or little ➢ Organic structure where employees are
formalization experienced and work better in teams
➢ Usually found within divisionalized structure • Stable
Benefits ➢ Steady conditions, regular cycle of activities,
• Responsive, flexible more predictable
• Lower Administration costs ➢ Mechanistic structure more efficient and suitable
• Quicker, more informed divisions
Limitations Complex vs Simple Environment
• Interpersonal training costs • Complex
• Slower during team development ➢ Many elements -> decentralize so decisions can
• Role ambiguity increases stress be pushed down to people and subunits who
• Problems with supervisor role changes possess the information to make informed
• Duplication of resources choices.
• Simple
Matrix Structure (Project – Based) ➢ Few elements
• Employees are temporarily assigned to a specific ➢ Less need to decentralize
project team and have a permanent functional
unit. Diverse vs Integrated Environment
Benefits • Diverse
• Uses resources and expertise effectively ➢ Wide variety of products, clients and region
• Improves communication, flexibility, innovation ➢ Use divisional structure aligned with that
• Focuses specialists on clients and products diversity.
• Support knowledge sharing within specialty ➢ Decentralization – company can adapt better and
• Solution when two divisions have equal quickly to diverse clients, government
importance regulations and other circumstances.
Limitations • Integrated
• Increases goal conflict and ambiguity ➢ Single product, client, place
• Two bosses, dilutes accountability ➢ Use functional structure or geographic division if
• More conflict, organizational politics and stress global

Network Organizational Structure Hostile vs Munificent Environments

• Alliance of firms creating a product or service • Hostile
➢ Competition and resources scarcity
➢ Use organic structure for responsiveness Organizational Culture
➢ Temporary centralization as executives feel more • The basic pattern of shared values and
in control in times of severe shortage. But may assumptions shared within the organization
lead to lower quality decisions as top • Defines what is important and unimportant
management has less information. • Company’s DNA – an invisible, yet powerful
• Munificent template that shapes employee behavior
➢ Plenty of resources and product demand
Elements of Organizational Culture
➢ Less need for organic structure
Artifacts of Organization Culture
Organization Size
• Physical Structures
• Job specialization increases due to greater
• Language
division of labor
• Rituals and Ceremonies
• More elaborate coordinating mechanisms
• Stories and Legends
required – standardization and formal hierarchy
as coordinating mechanisms Shared Values
• More decentralized – executive don’t have time • Conscious beliefs
to process all decisions – gives power to level • Evaluate what is good or bad, right or wrong
executive to make the decision
Shared Assumptions
Technology • Nonconscious, taken-for-granted beliefs
• Technology refers to mechanisms or processes an • Implicit mental models, ideal prototypes of
organization relies on to make its products or behavior
services
Content of Organizational Culture
2 contingencies:
• Variability – predictability of job duties from one The relative ordering of values
day to next. i.e Routine or variable • A few dominant values (Integrity, Openness, and
• Analyzability – how much job can be performed accountability)
using known procedures and rules. i.e can well
Problems measuring organizational culture
defined guidelines direct through work process?
• Oversimplifies diversity of possible values
Or must employees tackle unique situations?
• Ignores shared assumptions
Organizational Strategy • Adopts an “integration” perspective
• Organizational Strategy refers to the way the
An organization’s culture is blurry/unclear
organization positions itself in its environment in
• Diverse subcultures (fragmentation)
relation to its stakeholders
• Values exist within individuals, not work units
• Strategy is decision and actions applied to
achieve organization’s goal. Organizational Culture Profile
• “Structure follows strategy”
➢ Organizational leaders decide how large to
grow and which technologies to use. Leaders
define and manipulate their environment.
• Innovation strategy
➢ Organic structure preferred for employees to
share knowledge and be creative
• Low-cost strategy
➢ Mechanistic structure is preferred because it Organizational Subcultures
maximizes production and service efficiency • Dominant culture – most widely shared values
and assumptions
• Subcultures ➢ Values and assumptions are institutionalized
➢ Located throughout the organization through well- established artefacts
➢ Can enhance or oppose (countercultures) ➢ Culture is long lasting-often traced back to
firm’s dominant culture founder
• Two Functions of countercultures:
3 Functions of Organizational Culture
➢ Provide surveillance and critique, ethics
1st Benefits of culture strength depend upon:
➢ Source of emerging values
• Whether culture content fits the environment
Deciphering Organizational Culture through • Moderate, not cult-like, strength
Artifacts • An adaptive culture
• Observable symbols and signs of culture 2nd Functions of strong cultures
• Physical structures, ceremonies, language, stories • Control System – employees decisions &
• Maintain and transmit organization’s culture behavior
• Need many artefacts to accurately decipher a • Social Glue – bond people together
company’s culture • Sense making - Guiding framework.
3rd Organizational Outcomes
Artefacts: Stories and Legends
• Organizational Performance
• Social prescriptions of desired (or dysfunctional
• Employee wellbeing
behaviour)
• Provides a realistic human side to expectations New Corporation’s “Whatever it Takes’ Culture”
• Most effective stories and legends: • According to various observes and government
• Describe real people officials, Rupert Murdoch’s powerful media
• Assumed to be true empire has a “Whatever it takes’ corporate
• Known throughout the organization culture that has tacitly encouraged staff to cross
• Are prescriptive ethical and legal boundaries.

Artefacts: Ritual and Ceremonies Organizational Culture and Ethics

Rituals • Ethical values become embedded in an
• Programmed routines (how visitors are greeted) organization’s dominant culture
Ceremonies • To create a more ethical organization, leaders
• Planned activities for an audience need to work on the embedded culture that steers
employee behaviour.
Artefacts: Organizational Language
• Words used to address people, describe customer, Merging Organizational Cultures
etc. Merging Cultures: Bicultural Audit
• Leaders use phrases and special vocabulary as • Part of due diligence in merger
cultural symbols • Minimizes cultural collision by diagnosing
• Language also found in subcultures companies
• Three steps in bicultural audit:
Artefacts: Physical Structures and Symbols
➢ Identify cultural artefacts
• Building Structure – may shape and reflect ➢ Analyze data for cultural conflict or
culture
compatibility
• Office design conveys cultural meaning ➢ Identify
• Furniture, office size, wall hangings strategies
Organizational Culture Strength and action
• How widely and deeply employees hold the plans to
company’s dominant values and assumptions bridge
• Strong cultures exist when: cultures
➢ Most employees understand/embrace the
dominant values
Changing/Strengthening Organizational Culture search for information about the company. This
Actions of Founders/Leaders happens prior to the first day of employment.
• Organizational culture sometimes reflects the • Encounter: Newcomers degree of reality shock.
founder’s personality Newcomers are immediately inundated with
• Transformational leaders can reshape culture – unfamiliar signal.
organizational change practices • Role Management: to insiders. They strengthen
Aligning Artefacts their relationships with co-workers and
• Artefacts keep culture in place supervisors. They bring a balance between work
• Create memorable events, communicating life and non- work life.
stories, transferring cultures carriers • Socialization: the process by which individuals
Introducing culturally consistent rewards learn the values, expected behaviors, and social
• Rewards are powerful artefacts-reinforce knowledge necessary to assume their roles in the
culturally- consistent behaviour organization.
Attracting, Selecting, Socializing employees
• Attraction- selection-attrition theory
• Socialization practices

Attraction – Selection – Attrition Theory

• Organizations become more homogeneous
(Stronger Culture) through:
• Attraction: Applicants Self- Select and weed out
companies based on compatible values
• Selection: Applicants selected based on values
congruent with organization’s culture
• Attrition: Employees quit or are forced out Improving Organizational Socialization
when their values oppose company values. Realistic Job Preview (RJP)
• A balance of positive and negative information
Organizational Socialization Defined
about the job and work context
• The process by which individuals learn the Socialization Agents
values, expected behaviors and social knowledge
• Supervisors: Technical information, performance
necessary to assume their roles in the
feedback, job duties
organization.
• Co-workers: deal when accessible, role models,
Socialization: Learning and Adjustment tolerant and supportive
• Learning Process • Buddy System: New comer are assign to co-
• Newcomers make sense of the organization’s workers who provide information and social
physical, social and strategic/cultural support.
dynamics
• Adjustment Process
• Newcomers need to adapts to their new work
environment
• New work Roles
• New Team Norms
• Newcomers with diverse experience adjust
better

Stages of Socialization
• Pre-employment Socialization: This happens
before few days were an employee actively