tag:blogger.com,1999:blog-21121163524283915422024-03-14T02:31:17.251+05:30Management Bytes from MandEShort bytes on concepts of managementSachidananda Benegalhttp://www.blogger.com/profile/16735836271784619851noreply@blogger.comBlogger805125tag:blogger.com,1999:blog-2112116352428391542.post-50391893307223669822014-08-14T10:01:00.001+05:302014-08-14T10:01:28.306+05:30Organization's role in newcomer stress reduction<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "Trebuchet MS",sans-serif;">In the <a href="http://somanagement.blogspot.in/2014/08/individual-actions-to-reduce-stress.html" target="_blank">last byte</a>, we looked at what a newcomer could do ro reduce the stress and make the establishment phase as smooth as possible. It today's byte, we look at what role the organization could play in the scenario.</span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;"><br />Careful recruitment and selection is definitely the first step that the organizations can take to ensure that new recruits are in tune with the organization's culture and the expectations are rightly set. </span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;"><br />The early job assignments that are given to new recruits could be those that t new comers can experience success in, this helps improve the self-efficacy and adjust to the new job more effectively. Research has also found that new comers who face early job challenges successfully tend to be higher higher performers.<br /> </span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;">Feedback and encouragement during this phase form a crucial ingredient of the smooth relationship. The immediate circle of the new recruit, i.e the immediate supervisor, peers, other newcomers, support staff are important sources of support during this encounter. <br /> </span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;">During the change and acquisition phase, rewards play a major role. Organizations should tie the newcomer's rewards as explicitly possible to to performance. Feedback as mentioned earlier is crucial, and it is advisable that the new comers should received daily, consistent feedback. This also communicates that the organization is concerned about their progress and wants to help them learn the ropes along the way. </span></div>
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Sachidananda Benegalhttp://www.blogger.com/profile/16735836271784619851noreply@blogger.com0tag:blogger.com,1999:blog-2112116352428391542.post-37844427009443220042014-08-14T09:59:00.001+05:302014-08-14T09:59:18.041+05:30Individual actions to reduce stress when joining a new organization<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "Trebuchet MS",sans-serif;">In the <a href="http://somanagement.blogspot.in/2014/08/the-socialization-stress-in.html" target="_blank">last byte</a>, we looked at the sources of stress during the socialization process during the establishment phase. In today's byte, we begin our discussion on easing the transition for a newcomer from being an outsider to an insider to the organization.</span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;"><br />Making a transition from being an outsider to an insider in an organization smooth involves both the individual and the organization to take up certain set of actions. We begin with the individual actions in this byte and move to the organization in the next. </span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;"><br />A newcomer could ask for the negative side of the job if they are to get a more realistic perspective of the same - specifically the stressful aspects involved. Other employees too could be a good source of such information. It is often the case that newcomers underestimate the stressfulness of job demands and don't adjust well. Additionally, providing those around with a honest and accurate information about ones own weakness is also useful from the newcomer's perspective.</span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;"><br />During the encounter phase, newcomers must prepare for reality shock - realizing that slight depression is natural when adjusting to a new job can help reduce the distress felt there in. This could also help the newcomers to plan ways to cope with job stress ahead of time. </span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;"><br />Newcomers should focus on seeking feedback and improving their job performance during this phase. </span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;"><br />We next look at what organizations can do to reduce the stress felt by newcomers.</span></div>
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Sachidananda Benegalhttp://www.blogger.com/profile/16735836271784619851noreply@blogger.com0tag:blogger.com,1999:blog-2112116352428391542.post-54506655384998012412014-08-12T22:56:00.000+05:302014-08-12T22:56:41.069+05:30The Socialization Stress in Establishment Process<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "Trebuchet MS",sans-serif;">In the <a href="http://somanagement.blogspot.in/2014/08/psychological-contracts-during.html" target="_blank">last byte</a>, we discussed about psychological contracts. In today's byte we discuss about the stress that comes along with the initial socialization during the establishment phase. We also leverage on the discussion on socialization we had earlier - link here.</span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;"><br />During the anticipatory socialization phase, the new comer to the organization is seeking information from various sources about the job and organization - ambiguity is one of the major sources of stress during this phase; this could be resolved by providing access to accurate information. It is during this phase that the psychological contract mentioned earlier is formed (so both the parties involved should approach it with good intentions of living up to their end of the agreement).<br /> </span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;">The anticipatory phase creates expectations in the mind of the newcomer, and during the encounter phase these expectations are put to a reality check. The demands of the job in terms of role, task, interpersonal relationships and physical settings become apparent. It is possible that when the expectations aren't validated to be true - the newcomer experiences a shock.<br /> </span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;">An approach that a few organizations take in this scenario is to allow the new comer to adapt - say two, three months for them to reach certain level of independence. If the adaptation to the settings hasn't been possible for the newcomer they would begin receiving negative feedback from their coworkers. <br /> </span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;">In the last two phases of the socialization process, the newcomer begins to master the job demands and gains control over the job. </span></div>
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Sachidananda Benegalhttp://www.blogger.com/profile/16735836271784619851noreply@blogger.com0tag:blogger.com,1999:blog-2112116352428391542.post-89166584203420509872014-08-11T21:31:00.001+05:302014-08-11T21:31:46.865+05:30Psychological Contracts during the establishment phase<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "Trebuchet MS",sans-serif;">In the <a href="http://somanagement.blogspot.in/2014/08/establishment-stage-of-career-stage.html" target="_blank">last byte</a>, we began our discussion on establishment stage of career-stage model. In today's byte, we look at the concept of psychological contracts in a bit more detail.</span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;"><br />A psychological contract refers to the implicit agreement between and individual and an organization that specifies what each is expected to give and received in the relationship. </span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;"><br />Expectations of receiving salary, status, advancement opportunities, challenging work etc that meet an individual's need is what he/she expects. Organizations on the other hand, expect to receive time, energy, talent and loyalty from the individuals they employ to meet their needs.</span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;"><br />Psychological contracts form and exist between individuals - during the early stages, newcomers form attachment relationships with many people in the organization. Each person they meet is a potential source of a psychological contract.</span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;"><br />The psychological support that a newcomer looks for could be any of the following types. </span></div>
<ol style="text-align: left;">
<li><span style="font-family: "Trebuchet MS",sans-serif;">Protection from stressors</span></li>
<li><span style="font-family: "Trebuchet MS",sans-serif;">Informational </span></li>
<li><span style="font-family: "Trebuchet MS",sans-serif;">Evaluative</span></li>
<li><span style="font-family: "Trebuchet MS",sans-serif;">Modeling</span></li>
<li><span style="font-family: "Trebuchet MS",sans-serif;">Emotional</span></li>
</ol>
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Sachidananda Benegalhttp://www.blogger.com/profile/16735836271784619851noreply@blogger.com0tag:blogger.com,1999:blog-2112116352428391542.post-73771672789046168792014-08-07T19:51:00.002+05:302014-08-07T19:51:32.090+05:30Establishment Stage of Career Stage Model<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "Trebuchet MS",sans-serif;">In the <a href="http://somanagement.blogspot.in/2014/08/career-stages-description.html" target="_blank">last byte</a>, we looked at the description of the various stages in the career stage model. In today's byte, we begin understanding the Establishment Stage in greater detail. <br /> </span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;">As mentioned earlier, during the establishment stage, an individual begins his/her career as a newcomer to the organization (he/she joins). The period involves a great dependence on others as the individual begins learning about the job and organization from those around him/her. Most often this face occurs between the age group of 18 years to 25 years. <br /> </span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;">During this period, there is also another transition that happens in the individual's life - one finds himself/herself moving away from being dependent on his/her parents and becomes more emotionally and financially independent. It is often considered a stable time of exploring the adult role and settling down. <br /> </span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;">The transition from a school to work is also considered part of the establishment stage - this is clearly a memorable experience for many individuals. (Dont we recollect many films depicting the joy around this event!)<br /> </span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;">Given these transitions, the establishment phase is definitely a significant phase in every ones life - there are three major tasks that the organization's newcomer would go through:</span></div>
<ol style="text-align: left;">
<li><span style="font-family: "Trebuchet MS",sans-serif;">Negotiating effective psychological contracts</span></li>
<li><span style="font-family: "Trebuchet MS",sans-serif;">Managing the stress of socialization</span></li>
<li><span style="font-family: "Trebuchet MS",sans-serif;">Making a transition from organizational outsider to organizational insider.</span></li>
</ol>
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Sachidananda Benegalhttp://www.blogger.com/profile/16735836271784619851noreply@blogger.com0tag:blogger.com,1999:blog-2112116352428391542.post-58019820421439294432014-08-05T23:08:00.002+05:302014-08-05T23:08:45.984+05:30Career Stages - description<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "Trebuchet MS",sans-serif;">In the <a href="http://somanagement.blogspot.in/2014/08/career-stage-model-stages.html" target="_blank">last byte</a>, we looked at the career stage model. In today's byte, we describe the 4 stages there in. </span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;"><br />The diagram shown in the last byte, presented the career stage model indicated that the individuals pass through four stages in their careers - establishment, advancement, maintenance and withdrawal. The age ranges shown are approximations and the timing od these career transitions could vary greatly with amongst individuals! Lets now look at what these stages actually describe.</span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;"><br /></span></div>
<ul style="text-align: left;">
<li><span style="font-family: "Trebuchet MS",sans-serif;"><b>Establishment</b>: The first stage of a person's career in which the person learns the job and begins to fit into the organization and occupation</span></li>
<li><span style="font-family: "Trebuchet MS",sans-serif;"><b>Advancement</b>: The second high achievement oriented career stage in which people focus on increasing their competence</span></li>
<li><span style="font-family: "Trebuchet MS",sans-serif;"><b>Maintenance</b>: The third stage in an individual's career in which the individual tries to maintain productivity while evaluating progress toward career goals</span></li>
<li><span style="font-family: "Trebuchet MS",sans-serif;"><b>Withdrawal</b>: The final stage in an individual's career in which the individual contemplates retirement or possible career change. </span></li>
</ul>
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Sachidananda Benegalhttp://www.blogger.com/profile/16735836271784619851noreply@blogger.com0tag:blogger.com,1999:blog-2112116352428391542.post-45853982465363565192014-08-04T21:32:00.001+05:302014-08-04T21:32:39.351+05:30Career Stage Model - Stages<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "Trebuchet MS",sans-serif;">In the <a href="http://somanagement.blogspot.in/2014/07/organizational-choice.html" target="_blank">last byte</a>, we looked at organizational choice consideration that an individual entering his/her occupation would need to consider. We begin our discussion on career stages with today's byte.</span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;"><br />The following diagram summarizes the different stages of careers.</span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhVdFBTFwTNY6nFR6Tw7Bl4lBHLyKUhbEl80DtBBoqzMAhm3AC4egTyRC8OWcpsoYqlkxFQVuifnhPfFIq_KSClgar_aa5knNrc8rtwwHs9HNY9eJuolKSWPdnB9M2uQ42oTjk3eABib-g/s1600/Career+Stage+Model.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhVdFBTFwTNY6nFR6Tw7Bl4lBHLyKUhbEl80DtBBoqzMAhm3AC4egTyRC8OWcpsoYqlkxFQVuifnhPfFIq_KSClgar_aa5knNrc8rtwwHs9HNY9eJuolKSWPdnB9M2uQ42oTjk3eABib-g/s1600/Career+Stage+Model.png" height="275" width="400" /></a></div>
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<span style="font-family: "Trebuchet MS",sans-serif;"><br />We shall discuss about these stages in the subsequent bytes.</span></div>
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Sachidananda Benegalhttp://www.blogger.com/profile/16735836271784619851noreply@blogger.com0tag:blogger.com,1999:blog-2112116352428391542.post-80961183335176440402014-07-25T18:20:00.003+05:302014-07-25T18:20:51.121+05:30Organizational Choice<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "Trebuchet MS",sans-serif;">In the <a href="http://somanagement.blogspot.in/2014/07/occupational-choice.html" target="_blank">last byte</a>, we discussed occupational choice. In today's byte, we look at the organizational choice one has to do at the beginning of their career.</span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;"><br />One completely rational way of making the choice of the organization is using the expectancy model of decision making. When applied in the context of organizational choice, we can claim that individuals choose organization sthat mazimise positive outcomes and avoid negative outomes and then compare the probabilities across organization. </span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;"><br />But in reality, this might not be possible - people may tend to make less rational decision. One such approach is the satisficing approach that the individual might use - the first organization that meets one's criteria list might be chosen. The candidate then justify their choice by distroting their perception!</span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;"><br />There is no encompassing appraoch that people might adopt - their choice might be a combination of the expectancy theory and others that might seem less rational. The choice may be complicated by the conflicts that can occur between individuals and the organization. </span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;"><br />We shall look into this in the next byte.</span></div>
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Sachidananda Benegalhttp://www.blogger.com/profile/16735836271784619851noreply@blogger.com0tag:blogger.com,1999:blog-2112116352428391542.post-65250170772153228132014-07-23T22:50:00.000+05:302014-07-23T22:50:12.758+05:30Occupational Choice<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "Trebuchet MS",sans-serif;">In the <a href="http://somanagement.blogspot.in/2014/07/occupational-and-organizational-choices.html" target="_blank">last byte</a>, we classified the choices at the beginning of one's career into organizational and occupational choices. In today's byte, we look at occupational choice. <br />Individuals assess their needs, values, abilities and preferences and attempt to match them with an occupation that could provide them with the fit they seek. (Many a times, people at the early states of this - would need to pick up the skill of networking to really make this assessment possible)<br /> </span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;">Personality plays a role in the selection of occupation. The research by John Holland identified six types of personalities - each personality characterized by a set of interest and values. We could group occupations similarly. The following table summarizes these:</span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhvo-a7wtkmLXtSm1nbuMD-slF7Wa-qzJPYpJCz4t14aKWC5B_eVweJ5fHTd5p0teIRKRzbuKPX4ZLJ5_6ynRCYQVNcK0gZcKDp_nXsi8nQjxSMFKQ2cdtgnd2TBLUQjyC-lj92fooHnrA/s1600/Holland's+classification.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhvo-a7wtkmLXtSm1nbuMD-slF7Wa-qzJPYpJCz4t14aKWC5B_eVweJ5fHTd5p0teIRKRzbuKPX4ZLJ5_6ynRCYQVNcK0gZcKDp_nXsi8nQjxSMFKQ2cdtgnd2TBLUQjyC-lj92fooHnrA/s1600/Holland's+classification.png" height="226" width="400" /></a></div>
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<span style="font-family: "Trebuchet MS",sans-serif;"> The assumption that drives the theory is that people choose occupations that match their own personalities. </span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;"><br />Beyond the personality that influences occupational choice, others like social class, parents' occupation, economic conditions and geography all play a major role in the occupational choice. </span></div>
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Sachidananda Benegalhttp://www.blogger.com/profile/16735836271784619851noreply@blogger.com0tag:blogger.com,1999:blog-2112116352428391542.post-629229986543871972014-07-22T20:48:00.000+05:302014-07-22T20:48:16.893+05:30Occupational and Organizational Choices<div dir="ltr" style="text-align: left;" trbidi="on">
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;">In the <a href="http://somanagement.blogspot.in/2014/07/role-of-ei-for-managers.html" target="_blank">last byte</a>, we looked at the role EI played in Career Success. In today's byte, we look at some of the preparations that would help entering the world of work. </span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;"><br />Prior to beginning one's career, individuals must make several important decisions. We are not just referring to only the educational experience one might have, but also the personal experience that might help an individual develop the skills and maturity needed to enter a career. This preparation is a development processes and takes a long time to develop. </span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;"><br />We can classify the decisions into two buckets:</span></div>
<ul style="text-align: left;">
<li><span style="font-family: "Trebuchet MS",sans-serif;">Choice of occupation </span></li>
<li><span style="font-family: "Trebuchet MS",sans-serif;">Choice of Organization</span></li>
</ul>
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<span style="font-family: "Trebuchet MS",sans-serif;"></span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;">The first also called occupational Choice, while the second is also called the Organizational Choice. We shall discuss these in the next two byte. </span></div>
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Sachidananda Benegalhttp://www.blogger.com/profile/16735836271784619851noreply@blogger.com0tag:blogger.com,1999:blog-2112116352428391542.post-72189763957203969232014-07-21T19:29:00.000+05:302014-07-21T19:29:02.741+05:30Role of EI for Managers<div dir="ltr" style="text-align: left;" trbidi="on">
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;">In the <a href="http://somanagement.blogspot.in/2014/07/need-for-human-skills-for-managers.html" target="_blank">last byte</a>, we looked at some statistics about managers and their failure to handle different demands of their career. If we closely look at the statistics again, we can point these to the lack of human skills. In this byte, we discuss the role played by emotional intelligence(EI). </span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;"><br />Recollect, we had discussed briefly about emotional intelligence earlier and highlighted the role it plays in conflict management. For ease of recollection here are some of the attributes of emotional intelligence one could think of: self-awareness, self-control, trustworthiness, confidence, empathy etc. </span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;"><br />As one moves up the career ladder, emotional intelligence becomes more valuable for managers. Employers look for emotional </span><span style="font-family: "Trebuchet MS",sans-serif;"><span style="font-family: "Trebuchet MS",sans-serif;">intelligence </span>in their hiring processes - these may not be consciously always. Even during internships, it was found that the companies where willing to offer long term employments to the interns who had demonstrated higher levels of EI. </span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;"><br />Large corporate have identified the role EI plays and have </span><span style="font-family: "Trebuchet MS",sans-serif;"><span style="font-family: "Trebuchet MS",sans-serif;">consciously </span>included EI assessment as part of their hiring process. This has not just let to improved performance in the traditional measures of their role's impact but also reduced the turnovers - that is a good investment in the long term for the company!</span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;"><br />There is good news for those are thinking if they can develop their EI - yes! EI could be developed and also has been found to improve throughout life. </span></div>
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Sachidananda Benegalhttp://www.blogger.com/profile/16735836271784619851noreply@blogger.com0tag:blogger.com,1999:blog-2112116352428391542.post-41959216970344865232014-07-17T20:24:00.000+05:302014-07-17T20:24:19.248+05:30Need for Human Skills for Managers<div dir="ltr" style="text-align: left;" trbidi="on">
<span style="font-family: "Trebuchet MS",sans-serif;">In the <a href="http://somanagement.blogspot.in/2014/07/develop-necessary-skills-for-your-career.html" target="_blank">last byte</a>, we looked at how becoming your own career coach would help develop the necessary skills for career management. In today's byte, we look at some of the points for failure of new managers.</span><br />
<span style="font-family: "Trebuchet MS",sans-serif;"><br />Here are some statistics quoted from the reference book:</span><br />
<ul style="text-align: left;">
<li><span style="font-family: "Trebuchet MS",sans-serif;">40 % of new managers fail within the first 18 months on the job!</span></li>
<li><span style="font-family: "Trebuchet MS",sans-serif;">82% of the failures are because the new manager doesn't buid relationships with peers and subordinates</span></li>
<li><span style="font-family: "Trebuchet MS",sans-serif;">58% of the failures are because they are confused or uncertain about what their bosses expect</span></li>
<li><span style="font-family: "Trebuchet MS",sans-serif;">50% of the failures are because of the lack of internal political skills</span></li>
<li><span style="font-family: "Trebuchet MS",sans-serif;">47% of the failures are due to their inability to achived two or three most important objectives of their new job. </span></li>
</ul>
<span style="font-family: "Trebuchet MS",sans-serif;">Isn't it pretty clear that these are due to the lack of human skills?</span></div>
Sachidananda Benegalhttp://www.blogger.com/profile/16735836271784619851noreply@blogger.com0tag:blogger.com,1999:blog-2112116352428391542.post-42740239362954277762014-07-16T22:50:00.000+05:302014-07-16T22:50:18.165+05:30Develop the necessary skills for your Career<div dir="ltr" style="text-align: left;" trbidi="on">
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;">In the <a href="http://somanagement.blogspot.in/2014/07/from-corporate-allegiance-to-project.html" target="_blank">last byte</a>, we looked at the shift from the top-down firms of the old career paradigm to organizational empowerment to new career paradigm. In today's byte, we looked at a means of developing the necessary skills for career progression.</span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;"><br />If an individual thinks of oneself as being in the business for oneself, even if the individual works for someone else, then there would be an enormous positive impact on the career. Knowing the skills one has to package for other employers, helps acquire the necessary skills. Organizations too need employees who have acquired multiple skills and are adept at more than one job - note that there is the skills that would help dealing with change. The self-reliance necessary to deal with the change is a key skill. </span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;"><br />The flexible and team-oriented people, those energized by change, those who are tolerant to ambiguity are all found to easily adjust in the scenarios of a new career paradigm. The people who have rigid in their thinking, learning styles, and have a high need for control are those who become frustrated in the new career. </span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;"><br />As a famous researcher says - "a commitment to continuous, lifelong learning will prevent your from becoming a professional dinosaur!"</span></div>
</div>
Sachidananda Benegalhttp://www.blogger.com/profile/16735836271784619851noreply@blogger.com0tag:blogger.com,1999:blog-2112116352428391542.post-30210991575992069992014-07-15T19:24:00.000+05:302014-07-15T19:24:22.450+05:30From corporate allegiance to project allegiance<div dir="ltr" style="text-align: left;" trbidi="on">
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;">In the <a href="http://somanagement.blogspot.in/2014/07/from-top-down-to-organizational.html" target="_blank">last byte</a>, we looked at the shift from top-down firms of the old career paradigm to organizational empowerment to new career paradigm. In today's byte, we look at the shift from corporate allegiance model (old paradigm) to project allegiance model (new paradigm).</span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;"><br />We could interpret the change between the two in the following table. </span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiD5oiejWt-WHHQwHHVxgAJcUKf3T5uuAL_HvzvmYW2QVEc4LRS78aE4y6gX0SoDtIgJ11APcmMNvsuAF0E7qvdpqwEj032thhSv4JWmJYRCXe1xU9PfAF54D2KolUz_z55BGJ_0p-C0gI/s1600/New+-+Old+4.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiD5oiejWt-WHHQwHHVxgAJcUKf3T5uuAL_HvzvmYW2QVEc4LRS78aE4y6gX0SoDtIgJ11APcmMNvsuAF0E7qvdpqwEj032thhSv4JWmJYRCXe1xU9PfAF54D2KolUz_z55BGJ_0p-C0gI/s1600/New+-+Old+4.png" height="211" width="400" /></a></div>
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</div>
Sachidananda Benegalhttp://www.blogger.com/profile/16735836271784619851noreply@blogger.com0tag:blogger.com,1999:blog-2112116352428391542.post-14778276270650900822014-07-14T19:07:00.002+05:302014-07-14T19:07:48.063+05:30From Top Down to Organizational Empowerment<div dir="ltr" style="text-align: left;" trbidi="on">
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;">In the <a href="http://somanagement.blogspot.in/2014/07/from-single-employer-focus-to.html" target="_blank">last byte</a>, we looked at the shift from one-employer focus (old paradigm) to occupational excellence (new paradigm). In today's byte, we look at the shift from top-down firms of the old career paradigm to organizational empowerment to new career paradigm. </span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;"><br />We could interpret the change between the two in the following table. </span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjWygp_Alo8HzNRV7Eyn-qcu4aS2_lobwvdI74c64LsVC6M1p2ytSEj0Pf825F2lxiX1PZmYKkIuH2Oh9-wMnKR5kx27OfINP1PJAGyfTrM-QxfxPqc7FjxozaqOvB3iyeJEhZw3lkvLNY/s1600/New+-+Old+3.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjWygp_Alo8HzNRV7Eyn-qcu4aS2_lobwvdI74c64LsVC6M1p2ytSEj0Pf825F2lxiX1PZmYKkIuH2Oh9-wMnKR5kx27OfINP1PJAGyfTrM-QxfxPqc7FjxozaqOvB3iyeJEhZw3lkvLNY/s1600/New+-+Old+3.png" height="185" width="400" /></a></div>
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<span style="font-family: "Trebuchet MS",sans-serif;"><br /></span></div>
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Sachidananda Benegalhttp://www.blogger.com/profile/16735836271784619851noreply@blogger.com0tag:blogger.com,1999:blog-2112116352428391542.post-70659327081378421642014-07-10T20:38:00.000+05:302014-07-10T20:38:13.993+05:30From a single employer focus to Occupational Excellence<div dir="ltr" style="text-align: left;" trbidi="on">
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;">In the <a href="http://somanagement.blogspot.in/2014/07/from-mutual-loyalty-contract-to.html" target="_blank">last byte</a>, we discuss the shift from Mutual Loyalty Contract (Old Paradigm) to Discrete Exchange (New Paradigm). In today's byte, we look at the shift from one-employer focus (old paradigm) to occupational excellence (new paradigm). </span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;"><br />We could interpret the change between the two in the following table:</span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;"></span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhSF-ibbJH88IfN87PQguFXPSjdoUqt5xYtV57wWwOsEV4097wAa_Y01IVqMPkihiZ4wnPCNf5nybT9rUeni2jrbNBfEnWicsFBYGIaTkUg1Tn1liJ7Qa3UL-4Ht4LhXabls4s6u0pSiP4/s1600/New+-+Old+2.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhSF-ibbJH88IfN87PQguFXPSjdoUqt5xYtV57wWwOsEV4097wAa_Y01IVqMPkihiZ4wnPCNf5nybT9rUeni2jrbNBfEnWicsFBYGIaTkUg1Tn1liJ7Qa3UL-4Ht4LhXabls4s6u0pSiP4/s1600/New+-+Old+2.png" height="211" width="400" /></a></div>
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<span style="font-family: "Trebuchet MS",sans-serif;"><br /></span></div>
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Sachidananda Benegalhttp://www.blogger.com/profile/16735836271784619851noreply@blogger.com0tag:blogger.com,1999:blog-2112116352428391542.post-54357606769510738742014-07-09T21:08:00.002+05:302014-07-09T21:08:56.276+05:30From Mutual Loyalty Contract to Discrete Exchanges <div dir="ltr" style="text-align: left;" trbidi="on">
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;">In the <a href="http://somanagement.blogspot.in/2014/07/changing-paradigm-of-careers.html" target="_blank">last byte</a>, we looked at the broad categories in which the change from old career paradigm to the new one has occured. We discuss this a bit more closely today on the shift from Mutual Loyalty Contract (Old Paradigm) to Discrete Exchange (New Paradigm). </span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;"><br />We could interpret the change between the two in the following table. </span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjg-_YLGb0iAnjBIcckgxc_yASVOJCKbZ9y84buWjXg9s3-Ezs_gyT319GQ9lfOPVV8YTL9UaKyO1lwrHGP6Ys4invRL2GzJ5LX040TABtzOv0CCg_0DlZ7eQ4Bjwx0CnXPed-ZwiGuRKY/s1600/New+-+Old+1.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjg-_YLGb0iAnjBIcckgxc_yASVOJCKbZ9y84buWjXg9s3-Ezs_gyT319GQ9lfOPVV8YTL9UaKyO1lwrHGP6Ys4invRL2GzJ5LX040TABtzOv0CCg_0DlZ7eQ4Bjwx0CnXPed-ZwiGuRKY/s1600/New+-+Old+1.png" height="211" width="400" /></a></div>
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<span style="font-family: "Trebuchet MS",sans-serif;"><br /></span></div>
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Sachidananda Benegalhttp://www.blogger.com/profile/16735836271784619851noreply@blogger.com0tag:blogger.com,1999:blog-2112116352428391542.post-68967966701772876582014-07-08T20:22:00.000+05:302014-07-08T20:22:02.712+05:30Changing Paradigm of Careers<div dir="ltr" style="text-align: left;" trbidi="on">
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;">In the <a href="http://somanagement.blogspot.in/2014/07/career-and-career-management.html" target="_blank">last byte</a>, we looked at the definition of career and career management and understood why it would be important for a manager to understand career management. In today' byte we look at the chaging paradigm of career. </span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;"><br />The concept of life-time employement in a single organization is almost a reality today - and the challenge is to create a constantly learning organisation. We use the reference book table 17.1 to understand the old and new paradims of career in this byte and the next few.</span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;"><br />We do this on 4 broad heads in which we can look at these transitions:</span></div>
<ul style="text-align: left;">
<li><span style="font-family: "Trebuchet MS",sans-serif;">The mutual loyalty contract has given way to Discrete exchange</span></li>
<li><span style="font-family: "Trebuchet MS",sans-serif;">The one-employer focus has given way to occupational excellence</span></li>
<li><span style="font-family: "Trebuchet MS",sans-serif;">The top-down firm structure is now one of organizational empowerment</span></li>
<li><span style="font-family: "Trebuchet MS",sans-serif;">Corporate allegiance has given way to project allegiance</span></li>
</ul>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;">We shall look at these closely in the next byte.</span></div>
</div>
Sachidananda Benegalhttp://www.blogger.com/profile/16735836271784619851noreply@blogger.com0tag:blogger.com,1999:blog-2112116352428391542.post-55879702894431982452014-07-07T18:42:00.001+05:302014-07-07T18:42:35.213+05:30Career and Career Management<div dir="ltr" style="text-align: left;" trbidi="on">
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;">In the <a href="http://somanagement.blogspot.in/2014/07/changing-organizational-culture-2.html" target="_blank">last byte</a>, we understood the various paths one could take for a cultural change in their organisation. In today's byte, we initiate our discussion on careers and career management. </span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;"><br />We define <b>Career </b>as: The pattern of work-related experiences that span the course of a person's life. Note here that it is beyond the "job" that one does in an organization - it is just related to the job one pick up as part of the role. </span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;"><br /><b>Career Management</b> is: a life-long process of learning about self, jobs and organizations; setting personal career goals; developing strategies for achieving those gals, and revising the goals based on work and life experience. </span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;"><br />As managers we could think of three resons to gain an understanding of career management:</span></div>
<ol style="text-align: left;">
<li><span style="font-family: "Trebuchet MS",sans-serif;">If one know what to look forward to in our career, one could take a proactive step towards planning and managing them. </span></li>
<li><span style="font-family: "Trebuchet MS",sans-serif;">The experience of employees and coulleagues as they pass through the various stages of careers over their life span could be better understood. </span></li>
<li><span style="font-family: "Trebuchet MS",sans-serif;">It is a good business! Better trained employees keep up with their fieldds so that organization could protect valuable investment in human resource. </span></li>
</ol>
<div style="text-align: justify;">
</div>
</div>
Sachidananda Benegalhttp://www.blogger.com/profile/16735836271784619851noreply@blogger.com0tag:blogger.com,1999:blog-2112116352428391542.post-90826657666835872822014-07-04T09:54:00.000+05:302014-07-04T09:54:00.873+05:30Changing Organizational Culture 2<div dir="ltr" style="text-align: left;" trbidi="on">
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;">In the <a href="http://somanagement.blogspot.in/2014/07/changing-organizational-culture.html" target="_blank">last byte</a>, we began our discussion on changing organizational culture. In today's byte, we continue looking at the same.</span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;"><br />Referring to the diagram shown in the last byte; there are two approaches to changing the existing culture:<br /><b>Path 1</b>: helping current members buy into the new set of values <br /><b>Path 2</b>: adding newcomers and socializing them into the organizations and removing current members as appropriate<br /> </span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;">Lets Explore path 1 first:<br />The first action is to change behavior in organization. Behavior is an artifact of culture - so individuals may change heir behavior bu not the values that drive it. Managers must use actions to justify the changed behavior. All artifacts should send consistent message about the new values and beliefs. <br /> </span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;">Lets now look at path 2:<br />The organization can look at revising its selection strategies to more accurately reflect the new culture - and let go of people who resist cultural change. <br /></span></div>
</div>
Sachidananda Benegalhttp://www.blogger.com/profile/16735836271784619851noreply@blogger.com0tag:blogger.com,1999:blog-2112116352428391542.post-57262176823422966052014-07-02T22:48:00.001+05:302014-07-02T22:48:32.382+05:30Changing Organizational Culture<div dir="ltr" style="text-align: left;" trbidi="on">
<span style="font-family: "Trebuchet MS",sans-serif;">In the <a href="http://somanagement.blogspot.in/2014/07/assessing-organization-culture.html" target="_blank">last byte</a>, we looked at assessing the organizational culture. In today's byte, we begin looking at how change in organizational culture could be initiated. </span><br />
<span style="font-family: "Trebuchet MS",sans-serif;"><br />We could visualize the process of changing the organizational cultural in the following diagram.</span><br />
<span style="font-family: "Trebuchet MS",sans-serif;"><br /></span>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi0-v_yJpRldAoGvgNEnlBpLtZu-jrdeX5q34qbSbmofjsElTBMXsAoRVeFCY8SydKyEoZcTwb3vUOoEX4egLvlbkOCnDs6tMLi3HHdrxu53Uo5EDNCAGDWnyIO6baOf1mxFWn0ZdmquJ4/s1600/Interventions+for+changing+organizational+culture.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi0-v_yJpRldAoGvgNEnlBpLtZu-jrdeX5q34qbSbmofjsElTBMXsAoRVeFCY8SydKyEoZcTwb3vUOoEX4egLvlbkOCnDs6tMLi3HHdrxu53Uo5EDNCAGDWnyIO6baOf1mxFWn0ZdmquJ4/s1600/Interventions+for+changing+organizational+culture.png" height="207" width="400" /></a></div>
<span style="font-family: "Trebuchet MS",sans-serif;"><br /></span></div>
Sachidananda Benegalhttp://www.blogger.com/profile/16735836271784619851noreply@blogger.com0tag:blogger.com,1999:blog-2112116352428391542.post-41779935115268166092014-07-01T20:18:00.000+05:302014-07-01T20:18:07.087+05:30Assessing Organization Culture<div dir="ltr" style="text-align: left;" trbidi="on">
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;">In the <a href="http://somanagement.blogspot.in/2014/06/socialization-as-cultural-communication.html" target="_blank">last byte</a>, we looked at socilization as cultural communication. In today's byte, we begin look at ways to assess organization culture. </span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;"><br />There are two widely used quantitative assessment instruments: </span></div>
<ol style="text-align: left;">
<li><span style="font-family: "Trebuchet MS",sans-serif;">Organizational Culture Inventory (OCI)</span></li>
<li><span style="font-family: "Trebuchet MS",sans-serif;">Kilmann-Saxton Culture-Gap Survey</span></li>
</ol>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;">OCI focuses on behaviors that help employees fit into the organization and meet the expectations of coworkers. The two underlying dimensions of the OCI are task/people and security/satisfaction. </span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;"><br />Kilmann-Saxton Culture-Gap Survey focuses on the gap between what actually happens in the organization and the expectations of others in the organization. It has two underlying dimensions - technical/human and time(short/long). </span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;"><br />While quantitative methods listed above are precise, comparable and objective - the use of qualitative methods like interviews and observations offer a detailed, descriveptive and unique measure of the scenario. Thus, "Traingulation" methods are generally prefered in study of organizational culture. </span></div>
</div>
Sachidananda Benegalhttp://www.blogger.com/profile/16735836271784619851noreply@blogger.com0tag:blogger.com,1999:blog-2112116352428391542.post-8158181491352157952014-06-30T19:08:00.000+05:302014-06-30T19:08:09.425+05:30Socialization as Cultural Communication<div dir="ltr" style="text-align: left;" trbidi="on">
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;">In the <a href="http://somanagement.blogspot.in/2014/06/change-and-acquisition-phases-in.html" target="_blank">last byte</a>, we looked at the outcomes of socialization. In today's byte, we look at Socialization as cultural communication.</span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;"><br />It could be interesting to note that socialization is definitely a powerful cultural communication tool, but it needs to be understood well: The transmission of information about cultural artifacts is relatively easy, the transmission of values is more difficult. But it is the communication of organizational assumption that is most difficult. </span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;"><br />The source of this problem is possibly that members of the organization themselves may not be consciously aware of the assumptions and therefore difficult to communicate.</span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;"><br />Socialization serves one primary purpose amongst others - the transmission of core values to new members of the organization. Interaction with role-models, training that newcomers receive, behavior with respect to rewards and punishment etc are all means by which the newcomers are exposed to these values. </span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;"><br />If newcomers are expected to adopt the values of an organization, it is essential that the message reflect the underlying values of the organization. Both the individuals and organizations should ensure that certain actions are taken for the success of socialization processes. </span></div>
</div>
Sachidananda Benegalhttp://www.blogger.com/profile/16735836271784619851noreply@blogger.com0tag:blogger.com,1999:blog-2112116352428391542.post-16730401997044752722014-06-26T18:09:00.001+05:302014-06-26T18:09:42.683+05:30Change and Acquisition phases in Organizational Socialization<div dir="ltr" style="text-align: left;" trbidi="on">
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;">In the <a href="http://somanagement.blogspot.in/2014/06/stages-in-organizational-socialization.html" target="_blank">last byte</a>, we looked at the encounter stage of organizational socialization. In today's byte, we look at the change and acquisition phase and the outcomes of the process. </span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;"><br />In the change and acquisition phase of organizational socialization, newcomers begin to master the demands of the job. They get proficient at managing their tasks, clarifying and negotiating their roles and engaging in relationships at work. <br /> </span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;">In terms of timelines, the time when the socialization process completes varies widely depending on the individual, the job, the organization etc. The process completes when new comers begin considering themselves and others as organizational insiders. <br /> </span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;">New comers who are successfully socialized should exhibit better performance, high job satisfaction, and the intention to stay with the organization. The stress displayed is relatively of a lower level. <br /> </span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;">It is often found that a successful socialization leads to high levels of organizational commitment. <br /> </span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;">A successful socialization is often signaled by mutual influence, that is the newcomers have made adjustments in the job and organization to accommodate their knowledge and personalities. The newcomers are expected to leave their mark on the organization and not be completely conforming! <br /> </span></div>
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;">(Could we really find many such situations? )</span></div>
</div>
Sachidananda Benegalhttp://www.blogger.com/profile/16735836271784619851noreply@blogger.com0tag:blogger.com,1999:blog-2112116352428391542.post-58284948587406189142014-06-25T20:37:00.000+05:302014-06-25T20:37:58.419+05:30Encounter Stages in Organizational Socialization<div dir="ltr" style="text-align: left;" trbidi="on">
<div style="text-align: justify;">
<span style="font-family: "Trebuchet MS",sans-serif;">In the <a href="http://somanagement.blogspot.in/2014/06/anticipatory-socialization.html" target="_blank">last byte</a>, we looked at the anticipatory socialization stage, in today's byte we discuss the encounter stage of organizational socialization. </span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;"><br />Encounter is the stage where the newcomer learns the tasks associated with the job, clarifies roles, and establishes new relationships at work. <br /> </span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;">In terms of timelines, this stage begins with the first day at work and could go to the first six to nine months on the new job. The demands on the new comer during this stage could be classified into:</span></div>
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<li><span style="font-family: "Trebuchet MS",sans-serif;">task demands</span></li>
<li><span style="font-family: "Trebuchet MS",sans-serif;">role demands</span></li>
<li><span style="font-family: "Trebuchet MS",sans-serif;">interpersonal demands</span></li>
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<span style="font-family: "Trebuchet MS",sans-serif;">Tasks demands involve the actual work performed. Learning to perform tasks is related to the organization's culture - here are some scenarios: In some organizations, new comers are given considerable latitude to experiment with - to do the job, and creativity is values; there are others where newcomers are expected to learn the established procedures for their task. <br /> </span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;">Note: Early experiences in trying to master task demands can affect employee's entire career. <br /> </span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;">Role Demands involve the expectations placed on newcomers. These newcomers may not know exactly what to expect of them (role ambiguity) or may receive conflicting expectations from other individuals (role conflicts). The way newcomers approach these demands is dependent to a good extent on the culture of the organization. <br /> </span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;">Interpersonal demands arise from relationships at work. Politics, Leadership style, and group pressure are interpersonal demands. All these reflect the values and assumptions that operate within the organization. <br /> </span></div>
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<span style="font-family: "Trebuchet MS",sans-serif;">At this stage, the expectations formed in anticipatory socialization stage might clash with the realities of the job. </span></div>
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Sachidananda Benegalhttp://www.blogger.com/profile/16735836271784619851noreply@blogger.com0