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Abstract An integrated model is presented of three relatively distinct views of organizational socialization: the development of work skills and abilities; the acquisition of a set of appropriate role behaviors; and the adjustment to the work group's norms and values. A theoretical rationale is developed to explain the contingencies on which progress through the different socialization processes depend. Three attitudinal variables (general satisfaction, internal work motivation, job development) and three behavioral variables (carrying out role assignments dependably, remaining with the organization, innovation/spontaneous cooperation) are suggested as criteria for measuring progress in socialization. Journal Information The Academy of Management Review, now in its 26th year, is the most cited of management references. AMR ranks as one of the most influential business journals, publishing academically rigorous, conceptual papers that advance the science and practice of management. AMR is a theory development journal for management and organization scholars around the world. AMR publishes novel, insightful and carefully crafted conceptual articles that challenge conventional wisdom concerning all aspects of organizations and their role in society. The journal is open to a variety of perspectives, including those that seek to improve the effectiveness of, as well as those critical of, management and organizations. Each manuscript published in AMR must provide new theoretical insights that can advance our understanding of management and organizations. Most articles include a review of relevant literature as well. AMR is published four times a year with a circulation of 15,000. Publisher Information The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging. Rights & Usage This item is part of a JSTOR Collection. MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question.
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indicators)? A)Assumptions B)Beliefs C)Shared values D)Artifacts E)Stories
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10 5) E)are all of these.
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10 9) B)evidence that the meeting has employees who hold countercultural values. C)a ritual that probably symbolizes the organization's dominant culture. D)evidence that the company has an adaptive culture. E)a form of blind subservience to senior management.
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A)It is a powerful form of social control that influences employee decisions and behaviour. B)It assists the sense-making process. C)It is the social glue that bonds employees together and makes them feel part of the organization. D)It does all of these things. E)It has no effect on employees.
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13 2) D)Companies with a strong organizational culture are more likely to have employees with higher ethical standards of behaviour. E)When companies have a weak organizational culture, employees are more likely to rely on their ethical values to make decisions.
13 3) clashes is to: A)conduct a bicultural audit. B)replace the chief executives in both organizations before merger negotiations begin. C)significantly increase the strength of the culture in both organizations. D)significantly reduce the strength of the culture in both organizations. E)conduct a bicultural audit and significantly reduce the strength of the culture in both organizations.
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13 7) D)They typically avoid direct contact with lower-level employees. E)They are instrumental in starting up the organization.
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14 7) members. B)Organizations have a natural tendency to attract, select, and retain people with values that are consistent with the organization's own culture. C)Attraction followed by selection inevitably lead to attrition in the future. D)Job applicants who later become organizational members tend to be attracted to coworkers who share their values and assumptions. E)Employees get attached to organizations that meet their reward expectations.
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16 2) E)They realize they will have to work in organizations until they retire.
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16 7) 173)A large transportation manufacturer is considering a proposal to acquire a company in a related industry. During due diligence, senior executives intend to conduct a bicultural audit. They already have good information that their own company is aggressive, risk-taking and entrepreneurial. Assuming that these executives will personally analyze the other firm's culture, what should these senior executives examine? Your answer should also briefly describe the bicultural audit process. 174)A friend is thinking about applying for a technical or managerial job opportunity at a large computer network firm. However, past experience has made your friend aware that it is important to ensure that the company's dominant values are aligned with his or her own. Identify three (3) different types of artifacts that your friend should consider when deciphering the culture of the computer network firm. Your friend is a job applicant, so your answer should relate to the experience of being recruited into an organization. 175)Senior executives in your organization want to strengthen teamwork as part of the company's culture. They have asked you to identify ways to communicate and reinforce this cultural value using artifacts as the primary means of communication. Describe three different types of artifacts that might be altered so they communicate this corporate value. 176)Comment on the accuracy of the following statement and explain your answer. "Organizations with strong corporate cultures are more effective than organizations with weak corporate cultures." 177)The president of Advanced Systems Corp. wants the company to have a strong organizational culture around a specific set of values. As a vice-president, you are concerned that the president may be trying to strengthen the culture too much thereby creating a corporate cult. Describe three potential problems with having an organizational culture that is too strong. 178)The president of CJD Consulting would like to change his organization's culture to reflect new realities in the external environment. He has heard positive things about adaptive cultures and would like to know more about them. Explain to the president what adaptable cultures are by describing the four characteristics of this type of culture. 179)Identify four (4) conditions or events that potentially weaken an organization's dominant culture. 180)Using attraction-selection-attrition (ASA) theory, explain how organizations tend to maintain and perpetuate their cultures. 181)Many organizations like to think that they integrate organizational cultures when merging or acquiring other companies. What does this mean and under what conditions is this strategy most likely to succeed? 182)Acme Corp. is planning to acquire Beta Corp., which operates in a different industry. Acme's culture is entrepreneurial and fast paced, whereas Beta employees value slow, deliberate decision making by consensus. Which merger strategy would you recommend to minimize culture shock when Acme acquires Beta? Explain your answer. 183)Some recently-graduated engineering students mentioned that they are disillusioned with their first full-time jobs following graduation. These students claim that this disillusionment mainly occurs because organizations aren't honest with job applicants. Use your knowledge of the pre-employment stages of organizational socialization to explain whether or not their allegations are true. 184)A recent meeting of human resources staff and sales managers was held to discuss new recruiting literature and other activities for job applicants. Human resources people suggested that some of the recruiting literature was overly positive and ignored some of the less desirable conditions of work, such as long work hours and extensive travel. They point out that exit interviews (meetings with employees who are about to leave the company) reveal that employees experience stress during these adjustments and are wary about company promises. The sales management team responded that they need the positive recruitment process because there aren't enough qualified applicants in the area and these brochures ensure that enough people apply for the job. Moreover, they doubt that new employees blame the company for failing to mention the negative conditions of work -- they should have thought about asking these questions as applicants. Use your knowledge of realistic job previews to comment on the information presented in this meeting. What are the 4 types of organizational structures quizlet?This includes Simple Structure, Functional Structure, Divisional Structure and Matrix Structure.
What is the encounter phase of organizational socialization?The encounter phase, the second phase of organizational socialization process, begins when the employment contract has been signed. During this phase employees come to learn what the organization is really like.
What are the three levels of organizational culture quizlet?Organizational culture consists of three levels: assumptions, artifacts, and values.
Which of the following is the first phase of organizational socialization process change and acquisition encounter integration on boarding anticipatory socialization?Anticipatory socialization: It is the first socialization phase and it refers to the information acquisition period that happens before the employee joins the company (1976).
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