Chapter 7 Socialization Processes Flashcards

1
Q

Assimilation Process

A

The “ongoing behavioral and cognitive processes by which individuals join, integrate into, and exit organizations”

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2
Q

Assimilation Process; Two parts -

A
  • The organization influences the adaptation of individuals through formal and informal processes (socialization)
  • The individual works to adapt the organization to fit his or her needs/desires (individualization)
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3
Q

Assimilation Process; Three phases of socialization - Anticipatory socialization:

A

that part that occurs before entry

Learning about work in general, about a specific occupation, and about a particular organization

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4
Q

Assimilation Process; Three phases of socialization - Encounter phase:

A
first experiences at the organization: 
Stress (“should be” versus “is”)
Adaptation to the culture; uncertainty reduction
Formal and informal
Orientation programs, mentoring
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5
Q

Assimilation Process; Three phases of socialization - Metamorphosis phase:

A

transition from outsider to insider

  • Member adapts behavior and attitude to fit in
  • Never static; always in flux
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6
Q

Assimilation Process; Content of assimilation process:

A

Role-related: skills, procedures, rules

  • Communicated formally and informally
  • Training programs

Culture-related: norms
-Rarely codified; usually communicated informally (observation, modeling, narratives)

Mentoring is valuable for all purposes and content
-Both directions

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7
Q

Assimilation Process; Employment interviews:

A

Three functions:

  • Employer: recruit and screen new employees
  • Potential employee: find out about the organization
  • Socialization tool

Structured is better
-Questions: open versus closed, specific versus abstract

Interviewees shouldn’t assume passive role

Limitations: time, resources, abilities, risks

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8
Q

Assimilation Process; Organizational exit (decruitment)

A
  • More important now than ever: fluid labor market
  • Should be involuntary, controllable, and functional
  • Poorly understood
  • Process, not an event
  • Influences both sides (E.g.: stress on those that remain)
  • Rich communication required
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9
Q

Process

A

Providing internal complaint resolution processes and grievance procedures
Training all managers on employment law
Thoroughly documenting the reasons for all terminations
Evaluating employment practices for adverse impact

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10
Q

Exit Interview

A
Be aware of risks
Useful for the organization, but not always for the exiting employee
Your words may be used against you
How valid are the data?
You do not have to participate
But, the employer may list you as a “would not rehire” when others perform a background check: “Burn bridges” issue
Is the process anonymous? Confidential? 
System issue
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11
Q

All Interviews require a strategy:

A

Planning: define the goal: specifically
Poor: “Improve the worker’s attitude”
Somewhat better: “Teach the employee how to communicate with management”
Very good: “Supply several specific techniques and resources to the employee that will teach her how to respond appropriately to a variety of organization directives”

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12
Q

All interviews require analysis of the audience

A

Both sides should consider:
Knowledge level, self-concept of the other
You must appear informed, confident, respectful, prepared, etc.
Ask others, notice EVERYTHING, before and during the interview

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13
Q

Interview; Direct versus indirect example:

A

“Do you think I’ve fairly assessed your performance over the past few months?”
“If you were a manager here, what criteria would you use to determine an employee’s performance?”
Open-ended versus closed-ended questions

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14
Q

Guidelines for Survey Interviewing

A
Dress in a similar manner to the other
If you are the interviewer:
Follow question wording exactly
Record responses accurately
Probe for responses only when necessary
Consistency issue
Training for interviewers is critical
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15
Q

Hypothetical questions: what if…?

A

Reveal beliefs, attitudes, leadership and interpersonal skills

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16
Q

Critical incident question: deals with a real event

A

“Tell me about a time you substituted your own judgment for company policy. Why, what happened?”

17
Q

Interviewing; Consider the setting

A
Physical setting
Room, desks, chairs, etc.
Presence of others
Potential disruptions
Interview time
Interview length
18
Q

Conducting the interview

A

Opening: most important time
Greeting: build rapport; connect with, don’t just talk to, the others. Be genuine, spontaneous
Scan the room for cues
Don’t make statements you may not deliver on

19
Q

Job interview tips

A
Be very prepared (know your audience)
Anticipate questions and prepare answers
Where do you see yourself in five years?
Phrase as an outcome, not a process
What are your strengths? Weaknesses?
Work your resume points into answers
Be honest about being fired/laid off
Don’t sound bitter, resentful (like you can’t handle the reality of modern organizations)
20
Q

Job interview tips #2

A

Articulate your personal and professional standards
Interview the interviewer (but be careful)
Know the realistic range of compensation for the position; know your worth, know your ability to communicate that worth; hold your ground

21
Q

Interview Summary

A
Listen to the question
Be positive
Answer the question
Be honest
Structure your answer
Don’t rush your answers
Consider starting with why they might want to know
22
Q

Decision-Making Processes

A

“Half of the decisions made in organizations fail because of the poor use of decision-making tactics by managers and problems with communication”
Two approaches;
Rational approaches
Nonrational approaches

23
Q

Problem-Solving Process

A
Logical, consistent approach
Six basic steps:
Assess the current situation
Determine problems
Determine objectives
Identify and Analyze alternatives
Implement
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