Ch.8 Social Influence, Socialization, and Culture

43 views9 pages
user avatar
Published on 2 May 2011
School
UTSC
Department
Management (MGH)
Course
MGHB02H3
Page:
of 9
MGTB29 Chapter 8 Social Influence, Socialization, and
Culture
Social Influence in Organizations p.262
- people act differently in groups than independent operators
Information Dependence and Effect Dependence
Information Dependence: reliance on others for info about how to think, feel, act
- indivs motivated to compare t,f,a to acquire info about adequacy
- effects of social info exert as much or more influence as objective reality
- indivs dependent on effects of behaviour as determined by rewards and
punishment provided by others
Effective Dependence: reliance on others due to their capacity to provide rewards
and punishment
2 complementary processes:
1.Group has vested interest how indiv members think and act b/c can affect
goal attainment
2.Member desires approval of group
Social Influence in Action p.262-264
- consequences of info and effect dependence is members conform to group social
norms
Motives for Social Conformity
Compliance: conformity to social norm promoted by desire to acquire rewards or
receive punishment
- involves effect dependence
- adjusts behaviour to norm but does not subscribe to beliefs, values, attitudes that
underlie norm
www.notesolution.com
Identification: conformity to social norm prompted by perceptions that those who
promote norm are attractive or similar to oneself
- supporters of norm attractive
- elements of effect but info dependence especially important, motivated to rely on
them for info about how to think and act
- imitation process which established members serve as models for behaviour
Internalization: conformity to social norm prompted by true acceptance of beliefs,
values, and attitudes that underlie the norm
- see as right, not b/c rewards or punishment or pleasing others
- conformity due to internal forces
The Subtle Power of Compliance
- doubting group member motivated to conform only in compliance mode (does not
support but avoid trouble or obtain rewards)
- compliant indiv necessarily doing something contrary to way they think or feel
- such situation highly dissonant and around certain tension for indiv
2 ways to reduce dissonance:
1.Cease conformity might require person to adopt scapegoat or isolated role,
which are unpleasant prospects; likely when great variance with ones values
and moral standards
2.Gradually accept beliefs, values, attitudes that support norm in question;
likely when required behaviour not so discrepant with ones value system
- identify and internalize values and beliefs
- simple compliance set stage for more complete identification and involvement with
organizational norms and roles; called organizational socialization
Organizational Socialization
Socialization: process by which ppl learn the norms and roles that are necessary
to function in a group or organization
www.notesolution.com
- new members must acquire knowledge, change attitudes, perform new behaviours
- socialization is primary means by which organizations communicate organizations
culture and values to new members; referred in HR as “onboarding
- socialization method influence immediate/proximal socialization outcomes
(learning, task mastery, social integration, role conflict, role ambiguity, person-job
and person-organization fit)
- proximal outcomes lead to more distal/longer-term outcomes (job satisfaction,
organizational commitment, organizational identification, organizational
citizenship behaviour, job performance, stress, turnover)
Newcomers need to:
Acquire knowledge and skills to perform job duties
Learn appropriate behaviours and expectations of role
Learn norms and values of work group
Learn about organization such as history, traditions, language, politics,
mission, culture
Person-job fit: match b/w employees knowledge, skills, abilities and requirements
of job
Person-organization fit: match b/w employee personal values and organization
values
Stages of Socialization
1.Anticipatory Socialization - before becoming member of organization; formal
=> skill and attitude acquisition (college/uni); informal => summer jobs or
portrayal from movies & tv shows; recruitment events where discuss
organization with potential hires; not all is accurate and useful for new
member
2.Encounter encounters day-day reality of life; formal aspects like orientation,
informal getting to know style and personality of boss + coworkers;
organization looking for acceptable degree of conformity and gradual
acquisition of appropriate role behaviour
www.notesolution.com

Document Summary

Mgtb29 chapter 8 social influence, socialization, and. People act differently in groups than independent operators. Information dependence: reliance on others for info about how to think, feel, act. Indivs motivated to compare t,f,a to acquire info about adequacy. Effects of social info exert as much or more influence as objective reality. Indivs dependent on effects of behaviour as determined by rewards and punishment provided by others. Effective dependence: reliance on others due to their capacity to provide rewards and punishment. 2 complementary processes: group has vested interest how indiv members think and act b/c can affect goal attainment, member desires approval of group. Consequences of info and effect dependence is members conform to group social norms. Compliance: conformity to social norm promoted by desire to acquire rewards or receive punishment. Adjusts behaviour to norm but does not subscribe to beliefs, values, attitudes that underlie norm www. notesolution. com.