MCom I Semester Organizational Behavior Culture Study Material Notes
Table of Contents
MCom I Semester Organizational Behavior Culture Study Material Notes: Institutionalization a forerunner of culture A Definition Culture Descriptive term Do Organizations have Uniform Cultures Strong Versus Weak Cultures What do cultures do Liability Creating and Sustaining Culture Begins Keeping a Culture Alive Rituals Material Symbols Language Stories How Employees Learn Culture Variables shaping customer-responsive cultures :
BCom 1st year Insolvency Accounts Study Material notes In Hindi
Organizational Behavior Culture
A strong organizational culture like Wal-Mart’s gives the company direction. It also provides direction to employees. It helps them to understand the way things are done around here.” In addition, a strong culture provides stability to an organization. But, for some organizations, it can also be a major barrier to change. In this chapter, we show that every organization has a culture and, depending on its strength, it can have a significant influence on the attitudes and behaviors of organization members
Institutionalization: A Forerunner of Culture
The idea of viewing organizations as cultures–in which there is a system of shared meaning among members is a relatively recent phenomenon. Until the mid-1980s, organizations were, for the most part, thought of simply as rational means by which to coordinate and control a group of people.
They had vertical levels, departments, authority relationships, and so forth. But organizations are more. They have personalities too, just like individuals. They can be rigid or flexible, unfriendly or supportive, innovative or conservative. General Electric offices and people are different from the offices and people at General Mills. Harvard and MIT are in the same business-education-and both located in Cambridge, Massachusetts, but each has a unique feeling and character beyond its structural characteristics. The IIT’s and IIM’s are world-class institutions in India, but both have a unique culture of their own. Organizational theorists now acknowledge this by recognizing the important role that culture plays in the lives of organization members. Interestingly, though, the origin of culture as an independent variable affecting an employee’s attitudes and behavior can be traced back more than 50 years ago to the notion of institutionalization.”
When an organization becomes institutionalized, it takes on a life of its own, apart from its founders or any of its members. Ross Perot created hen an organization that becomes institutionalized, Electronic Data Systems (EDS) in the early 1960s, but he left in 1987 to it takes on a life of its own, apart from its found a new company, Perot Systems. EDS has continued to thrive despite the departure of its founder Sony, Gillette, McDonald’s, and Disney are founders or any of its members.
In addition, when an organization becomes institutionalized, it becomes valued for itself, not merely for the goods or services it produces. It acquires immortality. If its original goals are no longer relevant it doesn’t go out of business. Rather, it redelmes sell. A classic example is the March of Dimes. It was originally created to fund the battle against polio. When polio was essentially eradicated in the 1950s, the March of Dimes didn’t close down. It merely redefined its objectives as funding research for reducing birth defects and lowering infant mortality. Similarly, Mother Teresa founded Nirmal Bhavan to care for the lepers of Kolkata, even after her death the institution con tinues its good work.
institutionalization operates to produce common understandings among members about what Ppropriate and, fundamentally, meaningful behaviorSo when an organization takes on institutional Permanence, acceptable modes of behavior become largely self-evident to its members. As we’ll see uns is essentially the same thing that organizational culture does. So an understanding of what makes up an organization’s culture and how it is created sustained and learned will enhance our explain and predict the behavior of people at work.
What Is Organizational Culture?
A number of years back. I asked an executive to tell me what he thought organizational culture meant: He gave me essentially the same answer that a supreme court justice once gave in attempting to detine pornography: “I can’t define it, but I know it when I see it.” This executive’s approach to defining organizational culture isn’t acceptable for our purposes. We need a basic definition to provide a point of departure for our quest to better understand the phenomenon. In this section. We propose a specific definition and review several peripheral issues that revolve around this definition
A Definition
There seems to be wide agreement that organizational culture refers to a system of shared meaning held by members that distinguish the organization from other organizations. This system of shared meaning is, on closer examination, a set of key characteristics that the organization values. The research suggests that there are seven primary characteristics that, in aggregate, capture the essence of an organization’s culture.
1 Innovation and risk-taking. The degree to which employees are encouraged to be innovative and take risks.
2. Attention to detail. The degree to which employees are expected to exhibit precision, analysis, and attention to detail.
3. Outcome orientation. The degree to which management focuses on results or outcomes rather than on the techniques and processes used to achieve those outcomes.
4. People orientation. The degree to which management decisions take into consideration the effect of outcomes on people within the organization.
5. Team orientation. The degree to which work activities are organized around teams rather than individuals.
6. Aggressiveness. The degree to which people are aggressive and competitive rather than easygoing
7. Stability. The degree to which organizational activities emphasize maintaining the status quo in contrast to growth
Each of these characteristics exists on a continuum from low to high. Appraising the organization on these seven characteristics, then, gives a composite picture of the organization’s culture. This picture becomes the basis for feelings of shared understanding that members have about the organization, how things are done in it, and the way members are supposed to behave. Exhibit 16-1 demonstrates how these characteristics can be mixed to create highly diverse organizations.
Culture Is a Descriptive Term
Organizational culture is concerned with how employees perceive the characteristics of an organization’s culture, not with whether or not they like them. That is, it’s a descriptive term. This is important because it differentiates this concept from that of job satisfaction.
Research on organizational culture has sought to measure how employees see their organization: Does it encourage teamwork? Does it reward innovation? Does it stille initiative?
In contrast, job satisfaction seeks to measure affective responses to the work environment. It’s concerned with how employees feel about the organization’s expectations, reward practices, and the like. Although the two terms undoubtedly have overlapping characteristics, keep in mind that the term organizational culture is descriptive, while job satisfaction is evaluative.
Do Organizations Have Uniform Cultures?
Organizational culture represents a common perception held by the organization’s members. This was made explicit when we defined culture as a system of shared meaning. We should expect, therefore, that individuals with different backgrounds or at different levels in the organization will tend to describe the organization’s culture in similar terms.
Acknowledgment that organizational culture has common properties does not mean, however, that there cannot be subcultures within any given culture. Most large organizations have a dominant culture and numerous sets of subcultures.
A dominant culture expresses the core values that are shared by a majority of the organization’s members. When we talk about an organization’s culture, we are referring to its dominant culture. It is this macro view of culture that gives an organization its distinct personality. Subcultures tend to develop in large organizations to reflect common problems, situations, or experiences that members face. These subcultures are likely to be defined by department designations and geographical separation. The purchasing department, for example, can have a subculture that is uniquely shared by members of that department. It will include the core values of the dominant culture plus additional values unique to members of the purchasing department. Similarly, an office or unit of the organization that is physically separated from the organization’s main operations may take on a different personality. Again, the core values are essentially retained, but they are modified to reflect the separated unit’s distinct situation.
If organizations had no dominant culture and were composed only of numerous subcultures, the value of organizational culture as an independent variable would be significantly lessened because there would be no uniform interpretation of what represented appropriate and in a. appropriate behavior. It is the “shared meaning” aspect of culture that makes it such a potent device for guiding and shaping behavior. That’s what allows us to say, for example, that Microsoft’s culture values aggressiveness and risk-taking and then to use that information to better understand the behavior of Microsoft executives and employees. But we cannot ignore the reality that many organizations also have subcultures that can influence the behavior of members.
Strong Versus Weak Cultures It has become increasingly popular to differentiate between strong and weak cultures. The argument here is that strong cultures have a greater impact on employee behavior and are more directly related to reduced turnover.
In a strong culture, the organization’s core values are both intensely held and widely shared.” The more members who accept the core values and the greater their commitment to those values is, the stronger the culture is. Consistent with this definition, a strong culture will have a great influence on the behavior of its members because the high degree of sharedness and intensity creates an internal climate of high behavioral control. For example, Seattle-based Nordstrom has developed one of the strongest service cultures in the retailing industry. Nordstrom employees know in no uncertain terms what is expected of them, and these expectations go a long way in shaping their behavior.
One specific result of a strong culture should be lower employee turnover. A strong culture demonstrates high agreement among members about what the organization stands for. Such unanimity of purpose builds cohesiveness, loyalty, and organizational commitment. These qualities, in turn, lessen employees’ propensity to leave the organization.
Culture Versus Formalization
A strong organizational culture increases behavioral consistency. In this sense, we should recognize that a strong culture can act as a substitute for strong organizational culture that increases formalization. 13 behavioral consistency.
In the previous chapter, we discussed how formalization’s rules and regulations act to regulate employee behavior. High formalization in an organization creates predictability, orderliness, and consistency. Our point here is that a strong culture achieves the same end without the need for written documentation Therefore, we should view formalization and culture as two different roads to a common destination. The stronger an organization’s culture, the less management needs to developing formal rules and regulations to guide employee behavior. Those guides will be internalized in employees when they accept the organization’s culture.
Organizational Culture Versus National Culture
Throughout this book, we’ve argued that national differences–that is, national cultures-must be taken into account if accurate predictions are to be made about organizational behavior in different countries. But does national culture override an organization’s culture? Is an IBM facility in Germany, for example, more likely to reflect German ethnic culture or IBM’s corporate culture?
The research indicates that national culture has a greater impact on employees than does their organization’s culture, German employees at an IBM facility in Munich, therefore, will be influenced more by German culture than by IBM’s culture. This means that as influential as organizational culture is in shaping employee behavior, national culture is even more influential.
The preceding conclusion has to be qualified to reflect the selection process that goes on at the hiring stage. In A British multinational corporation, for example, is likely to be less concerned with hiring the typical Italian” for its Italian operations than in hiring an Italian who fits with the corporation’s way of doing things. We should expect, therefore, that the employee selection process will be used by multinationals to find and hire job applicants who are a good fit with their organization’s dominant culture, even if such applicants are somewhat atypical for members of their country.
Organizational Behavior Culture
What Do Cultures Do?
We’ve alluded to organizational culture’s impact on behavior. We’ve also explicitly argued that a strong culture should be associated with reduced turnover. In this section, we will more carefully review the functions that culture performs and assess whether culture can be a liability for an organization.
Culture’s Functions
Culture performs a number of functions within an organization. First, it has a boundary-defining role: that is, it creates distinctions between one organization and others. Second, it conveys a sense of identity for organization members. Third, culture facilitates the generation of commitment to something larger than one’s individual self-interest. Fourth, it enhances the stability of the social sys tem. Culture is the social glue that helps hold the organization together by providing appropriate Standards for what employees should say and do. Finally, culture serves as a sense-making o mechanism that guides and shapes the attitudes and behavior of employees. It is this last tuncuon that is of particular interest to us. 16 As the following quote makes clear, culture defines the rules of the game:
Culture by definition is elusive, intangible, implicit, and taken for granted. But every organization develops a core set of assumptions, understandings, and implicit rules that govern day-to-day behavior in the workplace…. Until newcomers learn the rules, they are not accepted as full-fledged members of the organization. Transgressions of the rules on the part of high-level executives or front-line employees result in universal disapproval and powerful penalties. Conformity to the rules becomes the primary basis for reward and upward mobility.
The role of culture in influencing employee behavior appears to be increasingly important in today’s workplace.18 As organizations have widened spans of control, flattened structures, introduced teams, reduced formalization, and empowered employees, the shared meaning provided by a strong culture ensures that everyone is pointed in the same direction.
As we show later in this chapter, who receives a job offer to join the organization, who is appraised as a high performer, and who gets the promotion are strongly influenced by the individual-organization “fit”-that is, whether the applicant or employee’s attitudes and behavior are compatible with the culture. It’s not a coincidence that employees at Disney theme parks appear to be almost universally attractive, clean, and wholesome-looking, with bright smiles. That’s the image Disney seeks. The company selects employees who will maintain that image. And once on the job, a strong culture, supported by formal rules and regulations, ensures that Disney theme park employees will act in a relatively uniform and predictable way.
Organizational Behavior Culture
Culture as a Liability
We are treating culture in a nonjudgmental manner. We haven’t said that it’s good or bad, only that it exists. Many of its functions, as outlined, are valuable for both the organization and the employees. Culture enhances organizational commitment and increases the consistency of employee behavior. These are clearly benefits to an organization. From an emplovee’s standpoint culture is valuable because it reduces ambiguity. It tells employees how things are done and what’s important. But we shouldn’t ignore the potentially dysfunctional aspects of culture, especially a strong one, on an organization’s effectiveness.
Barriers to Change Culture is a liability when the shared values are not in agreement with those that will further the organization’s effectiveness. This is most likely to occur when an organization’s environment is dynamic. When an environment is undergoing rapid change, an organization’s entrenched culture may no longer be appropriate. So the consistency of behavior is an asset to an organization when it faces a stable environment. It may, however, burden the organization and make it difficult to respond to changes in the environment. This helps to explain the challenges that executives at organizations like Mitsubishi, Eastman Kodak, Xerox, Boeing, U.S. Federal Bureau of Investigation, have had in recent years in adapting to upheavals in their environment.20 These organizations have strong cultures that worked well for them in the past. But these strong cultures become barriers to change when “business as usual” is no longer effective.
Barriers to Diversity Hiring new employees who, because of race, age, gender, disability, or other differences, are not like the majority of the organization’s members creates a paradox. Management wants new employees to accept the organization’s core cultural values. Otherwise, these employees are unlikely to fit in or be accepted. But at the same time, management wants to openly acknowledge and demonstrate support for the differences that these employees bring to the work place.
Strong cultures put considerable pressure on employees to conform. They limit the range of values and styles that are acceptable. In some instances, such as the widely publicized Texaco case (which was settled on behalf of 1,400 employees for $176 million) in which senior managers made disparaging remarks about minorities, a strong culture that condones prejudice can even undermine formal corporate diversity policies.
The company obsesses about finding right people at Bubba Gump is the job A strong culture Keeps Managers individuals who will embrace the interview. The firm calls them w Aboard at Bubba Gump Shrimp Co. chain’s strong devotion to tood and
chain’s strong devotion to food and ing interviews.” Job candidates are High turnover, even in the managerial respect for people. “We’ve tried to cre required to work the floor. They greet ranks, is fairly common in the restau- ate an atmosphere where people feel customers at tables, help run food, see rant industry. So the fact that Bubba respected by people in the company how the kitchen operates, and get a Gump Shrimp Co., a seafood restaurant chain with 14 locations, lost no general ple need to feel they can make a differ- like. This gives prospective emploveel managers during 2002 was quite a feat. ence. Then you are empowered and realistic insights into the company’s cul How did they do it? Company president that counts for a lot. There has to be ture and the job they’ll be doing. It also and chief executive, Scott Barnett, gives integrity about the company. People gives management an opportunity to credit to Bubba’s strong culture. are excited about being there. If they see how well the candidate fits in with
“We believe that people make the feel they are getting something and staff and customers. difference. Almost every decision we doing something they want to be doing Source Based on D. Berta.”QA with Scott Barnett Culture Keeps Managers Aboard at Bubba Gump Shrimp Co.Nation’s Restaurant News, July 21,2003.p. 18
Barriers to Change Culture is a liability when the shared values are not in agreement with those that will further the organization’s effectiveness. This is most likely to occur when an organization’s environment is dynamic. When an environment is undergoing rapid change, an organization’s entrenched culture may no longer be appropriate. So the consistency of behavior is an asset to an organization when it faces a stable environment. It may, however, burden the organization and make it difficult to respond to changes in the environment. This helps to explain the challenges that executives at organizations like Mitsubishi, Eastman Kodak, Xerox, Boeing, U.S. Federal Bureau of Investigation, have had in recent years in adapting to upheavals in their environment.20 These organizations have strong cultures that worked well for them in the past. But these strong cultures become barriers to change when “business as usual” is no longer effective.
Barriers to Diversity Hiring new employees who, because of race, age, gender, disability, or other differences, are not like the majority of the organization’s members creates a paradox. Management wants new employees to accept the organization’s core cultural values. Otherwise, these employees are unlikely to fit in or be accepted. But at the same time, management wants to openly acknowledge and demonstrate support for the differences that these employees bring to the work place.
Strong cultures put considerable pressure on employees to conform. They limit the range of values and styles that are acceptable. In some instances, such as the widely publicized Texaco case (which was settled on behalf of 1,400 employees for $176 million) in which senior managers made disparaging remarks about minorities, a strong culture that condones prejudice can even undermine formal corporate diversity policies.
The founders of an organization traditionally have a major impact on that organization’s early culture. They have a vision of what the organization should be. They are unconstrained by previous customs or ideologies. The small size that typically characterizes new organizations further facilitates the founders’ imposition of their vision on all organizational members.
Culture creation occurs in three ways. First, founders hire and keep only employees who think and feel the same way they do. Second, they indoctrinate and socialize these employees to their way of thinking and feeling. And finally, the founders’ own behavior acts as a role model that encourages employees to identify with them and thereby internalize their beliefs, values. and assumptions. When the organization succeeds, the founders’ vision becomes seen as a primary determinant of that success. At this point, the founders’ entire personality becomes embedded in the culture of the organization.
The culture at Hyundai, the giant Korean conglomerate, is largely a reflection of its founder Chung Ju Yung, Hyundai’s fierce, competitive style, and its disciplined, authoritarian nature are the same characteristics often used to describe Chung. Other contemporary examples of founders who have had an immeasurable impact on their organization’s culture would include Bill Gates at Microsoft, Ingvar Kamprad at IKEA, Herb Kelleher at Southwest Airlines, Fred Smith at Federal Express, Mary Kay at Mary Kay Cosmetics, and Richard Branson at the Virgin Group.
Organizational Behavior Culture
Keeping a Culture Alive
Once a culture is in place, there are practices within the organization that act to maintain it by giving employees a set of similar experiences. For example, many of the human resource practices we discuss in the next chapter reinforce the organization’s culture. The selection process, performance evaluation criteria, training and development activities, and promotion procedures ensure that those hired fit in with the culture, reward those who support it, and penalize (and even expel) those who challenge it. Three forces play a particularly important part in sustaining a culture: selection practices, the actions of top management, and socialization methods. Let’s take a closer look at each.
Selection The explicit goal of the selection process is to identify and hire individuals who have the knowledge, skills, and abilities to perform the jobs within the organization successfully. Typically more than one candidate will be identified who meets any given job’s requirements. When that Proper match, whether purposely or inadvertently, results in the people who have values essentially consistent with those of the organization, or at least good portion of those values 30 In addition the selection process provides information to app about the organization. Candidates learn about the organization and, if they perceived between their values and Cheir values and those of the organization, they can self-select themselves out of the app Selection, therefore, becomes a two-way street, allowing employer or applicant to abrogate a marriage if there appears to be a mismatch In this way, the selection process sustains an organization’s culture by selecting out those individuals who might attack or undermine its core values.
for instance, W.L. Gore & Associates, the maker of Gore-Tex fabric used in outerwear, prides itself on US democratic culture and teamwork. There are no job titles at Gore, or bosses or chains of command. All work is done in teams. In Gore’s selection process, teams of employees put job applicants rough extensive interviews to ensure that candidates who can’t deal with the level of uncertainty, flexibility, and teamwork that employees have to deal with in Gore plants are selected out.”
Organizational Behavior Culture
TOP Management The actions of top management also have a major impact on the organization’s culture. Through what they say and how they behave, senior executives establish norms that filter down through the organization as to whether risk-taking is desirable; how much freedom managers should give their employees; what is the appropriate dress: what actions will pay off in terms of pay raises, promotions, and other rewards; and the like.
For example, Robert A. Keirlin has been called “the cheapest CEO in America.” Keirlin is chairman and CEO of Fastenal Co., the largest specialty retailer of nuts and bolts in the United States, with 6,500 employees. He takes a salary of only $60,000 a year. He owns only three suits, each of which he bought used. He clips grocery coupons, drives a Toyota, and stays in low-priced motels when he travels on business. Does Keirlin need to pinch pennies? No. The market value of his stock in Fastenal is worth about $300 million. But the man prefers a modest personal life style. And he prefers the same for his company. Keirlin argues that his behavior should send a message to all his employees: We don’t waste things in this company. Keirlin sees himself as a role model for frugality, and employees at Fastenal have learned to follow his example.
Socialization No matter how good a job the organization does in recruiting and selection, new employees are not fully indoctrinated in the organization’s culture. Because they are unfamiliar with the organization’s culture, new employees are potentially likely to disturb the beliefs and customs that are in place. The organization will, therefore, want to help new employees adapt to its culture. This adaptation process is called socialization. 34
All Marines must go through boot camp, where they “prove their commitment. Of course, at the same time, the Marine trainers are indoctrinating new recruits in the “Marine way.” All new employees at Neumann Homes in Warrenville, Illinois, go through a 40-hour orientation program.35 They’re introduced to the company’s values and culture through a variety of activities-including a customer service lunch, an interactive departmental roundtable fair, and presentations made by groups of new hires to the CEO regarding the company’s core values. For new incoming employees in the upper ranks, companies often put considerably more time and effort into the socialization process. At The Limited, newly hired vice presidents and regional directors go through an intensive one-month program, called “onboarding,” designed to immerse these executives in The Limited’s culture.36 During this month they have no direct responsibilities for tasks associated with their new positions. Instead, they spend all their work time meeting with other senior leaders and mentors. working the floors of retail stores, evaluating employee and customer habits, investigating the competition, and studying The Limited’s past and current operations.
As we discuss socialization, keep in mind that the most critical socialization stage is at the time of entry into the organization. This is when the organization seeks to mold the outsider into an employee “in good standing.” Employees who fail to learn the essential or pivotal role behaviors risk being labeled “nonconformists” or “rebels,” which often leads to expulsion. But the organization will be socializing every employee, though maybe not as explicitly, throughout his or her entire career in the organization. This further contributes to sustaining the culture.
Socialization can be conceptualized as a process made up of three stages: prearrival, encounter, and metamorphosis. The first stage encompasses all the learning that occurs before a new member joins the organization. In the second stage, the new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge. In the third stage, the relatively long-lasting changes take place.
The new employee masters the skills required for his or her job, successfully performs his or her new roles, and makes adjustments to his or her work group’s values and norms. 38 This three-stage process has an impact on the new employee’s work productive ity, commitment to the organization’s objectives, and eventual decision to stay with the organization Exhibit 16-2 depicts this process.
The premarital stage explicitly recognizes that each individual arrives with a set of values, attitudes, and expectations. These cover both the work to be done and the organization. For instance, in many jobs, particularly professional work, new members will have undergone a considerable degree of prior socialization in training and in school. One major purpose of a business school, for example, is to socialize business students to the attitudes and behaviors that business firms want. If business executives believe that successful employees van believe that successful employees value the profit ethic, are loyal, will work hard, desire to achieve, they can hire individuals out of business schools who have been premolded pattern. Bur prearrival socialization poes beyond the specific job. The selection process is used amortizations to inform prospective employees about the organization as a whole, made om, us noted previously the selection process also acts to ensure the inclusion of those who will fit in, “Indeed the ability of the individual to present the appropriate face during con process determines his ability to move into the organization in the first place. This depends on the degree to which the aspiring member has correctly anticipated the expected desires of those in the organization in charge of selection.
On entry into the organization, the new member enters the encounter stave. Here the individual confronts the possible dichotomy between her expectations about her job, her coworkers, her boss, and the organization in general and reality. If expectations prove to have been more or less Encountering stage merely provides a reaffirmation of the perceptions gained earlier. However, this is often not the case. Where expectations and reality differ, the new employee must undergo socialization that will detach her from her previous assumptions and replace them with another set that the organization deems desirable. At the extreme, a new member may become totally disillusioned with the actualities of her job and resign. Proper selection should significantly reduce the probability of the latter occurrence.
Finally, the new member must work out any problems discovered during the encounter stage. This may mean going through changes-hence, we call this the metamorphosis stage. The options presented in Exhibit 16-3 are alternatives designed to bring about the desired metamorphosis. Note, for example, that the more management relies on socialization programs that are formal, collective, fixed, serial, and emphasize divestiture, the greater the likelihood that newcomers’ differences and perspectives will be stripped away and replaced by standardized and predictable behaviors. Careful selection by management of newcomers’ socialization experiences can at the extreme-create conformists who maintain traditions and customs, or inventive and creative individualists who consider no organizational practice sacred.
We can say that metamorphosis and the entry socialization process is complete when new members have become comfortable with the organization and their job. They have internalized the norms of the organization and their workgroup, and understand and accept those norms. New members feel accepted by their peers as trusted and valued individuals. They are confident that they have the competence to complete the job successfully. They understand the system not only their own tasks, but the rules, procedures, and informally accepted practices as well. Finally, they know how they will be evaluated; that is, what criteria will be used to measure and appraise their work. They know what is expected of them and what constitutes a job well done.” As Exhibit 16-2 shows, successful metamorphosis should have a positive impact on new employees’ productivity and their commitment to the organization and reduce their propensity to leave the organization.
Organizational Behavior Culture
Summary: How Cultures Form
Exhibit 16-4 summarizes how an organization’s culture is established and sustained. The original culture is derived from the founder’s philosophy. This, in turn, strongly influences the criteria used for Socialization
in hiring. The actions of the current top management set the general climate of what is acceptable behavior and what is not. How employees are to be socialized will depend both on the degree of success achieved in matching new employees’ values to those of the organization’s in the selection
