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2400 chp 8

information dependedence

dependence on others for information on how to feel. think, and act

effect dependence

dependence on others due to their capacity to provide rewards or punishments

Social information processing theory

information from others is used to interpret events and make expectations about acceptable attitudes and behaviour

Three motives for social conformity

compliance: conform to social norms due to the desire to obtain rewards or avoid punishment

identification: conform to social norms due to the perception that those who enforce norms are similar to you


internalization: conform to social norms due to acceptance of beliefs and value

socialization and stages

process of learning attitudes and behaviours that are important for group functions

1. Anticipatory socialization: a lot of socialization occurs before being a member

2. encounter: the reality of day-to-day life as a member

3. role management: fine-tuning and managing new roles in the organization

uncertainty reduction theory

motivated to reduce uncertainty so the workplace becomes predictable

three job fits

person-job fit: match between employee skills and abilities and requirements of a job

person-organization fit: match between personal and organizational values


person-group fit: match between employee values and work group values

organizational identification

extent to which employees define themselves in terms of the organization and what it is perceived to represent

reality shock

reality of job does not meet expectations

psychological contract and psychological contract breach

beliefs held by employees regarding obligations and promises between them and the organization

breach - employee perception that the organization failed to fulfil promises in psychological contract

socialization resources theory

provide newcomers with resources throughout organizational socialization processes to ease adjustment

Realistic orientation programs for entry stress (ROPES)

programs designed to help newcomers with coping techniques to manage workplace stressors

socialization tactics

institutionalized socialization: formal and structured programs

individualized socialization: lack of structure and encourages hires to question the status quo

career mentoring functions

sponsorship - nominate newcomer for advantages
exposure and visibility - provide opportunities to work with key people and see other organizational parts

coaching and feedback - suggestions for work

developmental assignments - provide challenging work to develop skills crucial to career

psychological functions of mentoring

role modelling - attitudes and values to imitate
provide acceptance and confirmation - provide encouragement and support for self-confidence

counselling - discuss concerns

formal mentoring programs

org sponsored programs where seasoned employees are recruited as mentors

developmental networks

group of people wh have interest in new hires and want to develop them

proactive socialization

when newcomers play a role in socialization using specific socialization behaviours

feedback seeking: requesting feedback on performance

information seeking: request information about the job, group, and organization

how to diagnose a culture

symbols
rituals

stories

organizational culture, subcultures, and strong cultures

shared beliefs and values that exist in the organization

subculture: smaller cultures developed by differences in training, occupation or goals


strong cultures: intense values and beliefs


strong culture assets:

- coordination

- conflict resolution

- financial success


liabilities of strong cultures:

- resistance to change

- culture clash (mergers)

- pathological behaviour

socialization process (7)

1. selecting employees
2. debasement - provoke humility (humbleness)

3. training

4. reward and promotion - reward those who demonstrate org values

5. exposure to core culture - core beliefs, values, and assumptions are asserted to provide guidance

6. exposure to organizational folklore - reinforce nature of org culture

7. role models - serve as examples for imitation

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