Social Influence, Socialization, & Organizational Culture Flashcards

(45 cards)

1
Q

Information Dependence

A

Reliance on others for info on how to think, feel, act
Gives others the opportunity to influence our thoughts, feelings, and actions via the signals they send us

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2
Q

Social Information Processing Theory

A

Use info from others to interpret events and develop expectations about appropriate and acceptable attitudes and behaviours
Look to others for info and cues about how to behave
Effects of social info can be strong (exert as much or more influence as objective reality)

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3
Q

Effect Dependence

A

Reliance on others due to their capacity to provide rewards and punishment
Group frequently has vested interest in how individual members think and act, because it can affect the goal attainment of a group
Members desire approval of the group

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4
Q

Compliance

A

Conformity to social norm prompted by desire to acquire rewards or avoid punishment (effect dependence)
Adjust behaviour to the norm
Do not subscribe to the beliefs, values, attitudes that underlie the norm

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5
Q

Identification

A

Conformity to norm prompted by perceptions that those who promote the norm are attractive or similar to oneself
Imitation process: established members serve as models for the behaviour of others
Information dependence especially important (if someone is similar to you, you are motivated to rely on that person for info about how to think/act)

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6
Q

Internalization

A

Conformity to a social norm prompted by true acceptance of the beliefs, values, and attitudes that underlie the norm
Conformity occurring because it is seen as right
Conformity due to internal forces

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7
Q

Socialization

A

Process by which people learn attitudes, knowledge, and behaviours necessary to function in a group
Members acquire info/knowledge, change attitudes, perform new behaviours

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8
Q

Socialization Domains

A

Tasks: acquire knowledge and skills required to perform job duties/tasks
Roles: learn appropriate behaviours and expectations
Work group: learn norms and values
Organization: about the organization (culture, history, traditions, language, politics, mission)

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9
Q

Uncertainty Reduction Theory

A

Newcomers are motivated to reduce their uncertainty so that the work environment becomes predictable and understandable
Socialization process reduces uncertainty and facilitates adjustment

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10
Q

Person-Job Fit

A

Match between an employee’s knowledge, skills, and abilities and the requirements of a job

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11
Q

Person-Organization Fit

A

Match between an employee’s personal values and the values of an organization

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12
Q

Person-Group Fit

A

Match or compatibility between an employee’s values and beliefs and the values and beliefs of the work group

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13
Q

Organizational Identification

A

Reflects an individual’s learning and acceptance of an organization’s culture

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14
Q

Anticipatory Socialization

A

Socialization before becoming a member of organization
Formal process of skill and attitude acquisition
Informal (acquired through summer jobs or watching organizational life on TV)

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15
Q

Encounter

A

Newcomer encounters day to day life with organization
Formal aspects: Orientation programs, rotation through parts of the organization
Informal aspects: getting to know/understand style and personality of boss and coworkers
Organization: look for acceptable degree of conformity
Employee: meet personal needs/expectations

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16
Q

Role Management

A

Fine tuning and actively managing new role
Form connections outside immediate work group
Balancing role with non work and family roles

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17
Q

Stages of Socialization

A

Anticipatory
Encounter
Role management

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18
Q

Reality Shock

A

When reality of new job and organization is inconsistent with and does need meet one’s expectations

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19
Q

Psychological Contract

A

Beliefs held by employees regarding reciprocal obligations and promises between them and their organization
E.g. expect to receive bonuses for hard work and loyalty

20
Q

Psychological Contract Breach

A

Common
When employees perceive that their organization has failed to fulfill one or more of its promises or obligations in the psychological contract
Negative effect on work attitudes and behaviour

21
Q

Socialization Resources Theory

A

Providing newcomers with resources will facilitate their adjustment and successful socialization
Resources: information, feedback, orientation, supervisor support, recognition, socialization agents, training, challenging assignments, developing relationships with organizational members

22
Q

Realistic Job Previews

A

Balanced, realistic picture of the positive and negative aspects of the job to applicants
Provide corrective action to expectations at anticipatory socialization stage
Obtain views of experienced employees and HR staff about positives and negatives

23
Q

Employee Orientation Programs

A

Designed to introduce new employees to their job, the people, and the organization
Health and safety, terms and conditions, info about the organization

24
Q

Mentor

A

Experienced/senior person who provides junior with guidance and special attention

25
Career Functions of Mentoring
Sponsorship: nominate newcomer for transfers and promotions Exposure and visibility: provide opportunities for newcomer to work with key people and see other parts of the organization Coaching and feedback: suggest work strategies and identify strengths and weaknesses in newcomer’s performance Developmental assignments: provide challenging work assignments that help newcomer develop key skills and knowledge crucial to career progress
26
Psychological Functions of Mentoring
Role modeling: set of attitudes, values, and behaviours for newcomer to imitate Providing acceptance and confirmation: encouragement and support and helps newcomer gain self confidence Counselling: opportunity to discuss personal concerns and anxieties concerning career prospects, work family conflicts, etc
27
Formal Mentoring Programs
Seasoned employees recruited as mentors and matched with newcomers as part of organization sponsored program Increasing in popularity
28
Developmental Networks
Groups of people who take active interest in a protege’s career and take actions toward advancing it by providing developmental assistance Multiple developers from inside and outside of the organization People from different levels of organizations
29
Proactive Socialization
Newcomers play an active role in their socialization through proactive behaviours
30
Feedback Seeking
Request feedback about work and job performance
31
Information Seeking
Seek information about work tasks, roles, work group, and organization
32
Organizational Culture
Set of shared beliefs, values, and assumptions that exist in an organization “Our way of life” or “how we do things around here” Relatively stable and persistent Determine the norms that develop the patterns of behaviour that emerge from the norms
33
Culture
Shared meaning system that carries symbolic representations such as norms, values, symbols, and behavioural scripts that are shared by individuals within a given ecology
34
Subcultures
Smaller cultures that develop within a larger organizational culture and are based on differences in training, occupation, or department goals
35
Levels of Organizational Culture
High visibility: artifacts and physical characteristics Beliefs and values Low visibility: basic assumptions
36
Attraction-Selection-Attrition
Potential employees will be attracted to organizations whose cultures match their own personality Organizations will select candidates based on whether their personalities fit the culture, further weeding out potential misfits Those people who still don’t fit will either be unhappy or ineffective when working in the organization and may finally quit
37
Strong Culture
Beliefs, values, and assumptions that make up culture are intense and pervasive Supported by majority of members High consensus concerning what the organization is about
38
Pros of Strong Culture
Ease of coordination Ease of conflict resolution Contribute to financial success
39
Cons of Strong Culture
Resistance to change Culture clash during growth and mergers Pathology
40
Weak Culture
Beliefs, values, and assumption are loosely shared Fragmented Low impact on members
41
Contributors to Culture
Founder's philosophy Selection criteria Top management & Socialization Organizational Culture
42
Founder's Role
Cultures reflect values of organization founder
43
Symbols
Consciously using symbols to reinforce cultural values E.g. all employees have to walk through HR to get to lockers demonstrates importance of HR and facilitates communication
44
Rituals
Rites, rituals, and ceremonies convey essence of a culture
45
Stories
Communicate culture through the use of stories Folklore of organizations is common aspect of culture