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Chapter 8

MGHB02H3 Chapter Notes - Chapter 8: Conflict Resolution, Organizational Culture, Onboarding


Department
Management (MGH)
Course Code
MGHB02H3
Professor
Julie Mc Carthy
Chapter
8

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Social Influence, Socialization and Culture
Social Influence in Organizations
Groups exert influence over the attitudes and behaviour of their individual members. We fre-
quently depend on others for information about the adequacy and appropriateness of our behav-
iour, thoughts and feelings.
Information Dependency: Reliance on others for information about how to think, feel and act
Effect Dependence: Reliance on others due to their capacity to provide rewards and punishments
Involves complementary processes:
1. The group frequently has a vested interest in how individual members think and act be-
cause such matters can affect the goal attainment of the group
2. The members frequently desire the approval of the group
Social Influence in Action
The consequence of information and effect dependence is the tendency for group members to con-
form to the social norms that have been established by the group.
Motives for Social Conformity:
Compliance - Occurs because a member wishes to acquire rewards from the group and avoid
punishment
Identification - Some individuals conform because they find other supporters of the norm attrac-
tive. Identification is revealed by an imitation process in which established members serve as
models for the behaviour of others (e.g., a newly promoted executive might attempt to dress and
talk like her successful, admired boss)
Internalization - Individuals have truly and wholly accepted the belief, value and attitudes that
underlie the norm. Conformity occurs because it is seen as right, not because it achieves rewards,
avoids punishment or pleases others
A compliant individual is necessarily doing something that is contrary to the way he or she thinks
or feels.
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Organizational Socialization
Socialization: Process by which people learn the attitudes, knowledge, and behaviours that are
necessary to function in a group or organization
An important objective of organizational socialization is for newcomers to achieve a good fit.
There are two kinds of fit that are important for socialization:
1. Newcomers must acquire the knowledge and skills necessary to perform their work tasks
and roles
Person-job Fit: The match between an employee’s knowledge, skills and abilities with the
requirements of a job
2. Newcomers must also learn the values and beliefs that are important to the group and or-
ganization
Person-organization Fit: The match between an employee’s personal values and the val-
ues of an organization
Organizational Identification: The extent to which an individual defines him or herself in terms of
the organization and what it is perceived to represent
Stages of Socialization
1. Anticipatory Socialization - a large amount of socialization occurs before a person becomes a
member of a particular organization
2. Encounters - new recruit, armed with some expectations about organizational life, encounters
the day-to-day reality of this life
Formal aspects: orientation programs or rotation through various parts of the organization
Informal aspects: getting to know the style and personality of one’s boss and co-workers
3. Role Management - individuals attention shifts to fine tuning and actively managing his or her
role in the organization
Unrealistic Expectations:
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