1

COMMERCE 2BA3
ORGANIZATIONAL
BEHAVIOUR
Class 6

Influence, socialization, and culture

Leadership

Dr. Christa Wilkin

 Brain Teasers
2

cl_udy AP
E P
S L
UA

r noon good
o
roads
d
s
 Last Class
3

Team progress will depend on which stage

team is in
Teams are not necessarily more effective
than individuals

THIS CLASS
Influence, Socialization, and Culture

Leadership
 Agenda
4

Social influence in organizations

Socialization
Organizational culture
Difference between leaders and
managers
Theories of leadership
 5

CH 8: INFLUENCE,
SOCIALIZATION, AND
CULTURE
 Social Influence in
6
Organizations
In many social settings, and especially in
groups, people are highly dependent on
others.
This dependence sets the stage for
influence to occur.
Two kinds of dependence are information
dependence and effect dependence.
 Information Dependence
7

Reliance on others for information about

how to think, feel, and act.
Information dependence gives others the
opportunity to influence our thoughts,
feelings, and actions via the signals they
send to us
E.g., How did I do in my presentation? Was
the test really hard? Am I overreacting?
 Effect Dependence
8

Reliance on others due to their capacity

to provide rewards and punishment
The group frequently has a vested
interest in how individual members think
and act
Group members desire the approval of
the group
E.g., Wear cool clothes to fit in (reward) to
avoid name calling (punishment)
 Question
9

When you start a new job, how do you

know what types of things are
acceptable or not (e.g., attire, language,
etc)?
 Organizational
10
Socialization
Socialization is the process by which
people learn the norms and roles that are
necessary to function in a group or
organization.
It is a learning process in which new
members must acquire knowledge,
change their attitudes, and perform new
behaviours.
E.g., show up early or late, what to wear,
how to greet people
 Dress Code Video Clip
11

To what extent should organizations be

able to tell employees what to wear in
the workplace?
 Person-Job and Person-
12
Organization Fit
Person-job fit refers to the match between
an employees knowledge, skills, and
abilities and the requirements of a job.
Person-organization fit refers to the match
between an employees personal values and
the values of an organization.
P-J and P-O fit are strongly related to job
attitudes and behaviours.
Question: What types of job attitudes and
behaviours relate to misfit?
 Stages of Organizational
13
Socialization
 Unrealistic Expectations
14

People entering organizations hold many

expectations that are inaccurate and often
unrealistically high.
When they enter an organization they
experience a reality shock and their
expectations are not met.
Unrealistic expectations are a result of
occupational stereotypes, the media, and
recruiters.
E.g., Interviewed for a job and manager said that
job was awful
 Questions
15

As an employee, what do you expect

from your organization?
What does your organization expect
from you?
 Psychological Contract
16

Beliefs held by employees regarding the

reciprocal obligations and promises
between them and their organization.
Psychological contract breach is a
common occurrence and can result in
feelings of anger and betrayal that have
a negative effect on employees work
attitudes and behaviour.
 Methods of Socialization
17

Organizations differ in terms of who does

the socializing, how it is done, and how
much is done.
Many organizations make use of the
following methods of socialization:
Realistic job previews
Employee orientation programs
Socialization tactics
Mentoring
 Realistic Job Previews
18

The provision of a balanced realistic

picture of the positive and negative
aspects of the job to job applicants.
Research shows that realistic job
previews are effective in reducing
unrealistic expectations and turnover
and improving job performance.
E.g., Ive met with numerous students
interested in pursuing a PhD at Mac
 Employee Orientation
19
Programs
Question: How many have participated in a
formal employee orientation program?
Orientation programs are designed to introduce
new employees to their job, the people they will
be working with, and the organization.
Most orientation programs take place during the
first week of entry and last one day to one week.
Orientation programs can have an immediate
effect on learning and a lasting effect on the job
attitudes and behaviours of new hires.
 Socialization Tactics
20

Collective vs. individual

Formal vs. informal (on the job)
Sequential vs. random
Fixed vs. variable (timeframe)
Serial (experienced, role models) vs. disjunctive
Investiture (affirm identity) vs. divestiture (strip
self-confidence)

Depends on organization
E.g., army vs. engineering consulting
 Mentoring
21

A mentor is an experienced or more senior

person in the organization who gives a junior
person special attention, such as giving
advice and creating opportunities to assist
him or her during the early stages of his or
her career.
In order for mentors to be effective, they
must perform two types of mentor functions:
Career functions (coach, feedback)
Psychosocial functions (role model, counselling)
 What Is Organizational
22
Culture?
The shared beliefs, values, and
assumptions that exist in an
organization.
Culture provides uniqueness and social
identity to organizations.
It represents a true way of life for
organizational members.
It tends to be fairly stable over time.
 Diagnosing a Culture
23

Symbols
Use symbols to reinforce cultural values
Rituals
Rites, rituals, and ceremonies can convey
essence
E.g., Wal-Mart cheer
Stories
The folklore of organizations stories about
past organizational events is a common
aspect of culture.
 Task
24

Form a group of 5 to 6 people

Answer the question, What is the
organizational culture at Mac?
Be prepared to report several shared
beliefs, values, and assumptions to the
class
 Subcultures
25

An organization can have several cultures

or what are known as subcultures.
Subcultures are smaller cultures that
develop within a larger organizational
culture that are based on differences in
training, occupation, or departmental
goals.
E.g., could be a different culture across
faculties or across departments
 The Strong Culture
26
Concept
An organizational culture with intense and
pervasive beliefs, values, and
assumptions.
A strong culture provides great consensus
concerning what the organization is
about or what it stands for.
E.g., WestJet Airlines
Weak cultures are fragmented and have
less impact on organizational members.
 Question
27

What are some advantages and

disadvantages to a strong organizational
culture?
 Strong Cultures
28

Coordination
Facilitate communication and coordination.
Conflict Resolution
Sharing core values can resolve conflicts
Financial Success
Resistance to Change
Damage a firms ability to innovate.
Culture clash
Strong cultures can mix badly when a merger or
acquisition occurs
 Quiz Question
29

The hardware division and the software

division had rather different beliefs,
values, and assumptions. This illustrates
the operation of
A) subcultures.
B) ritual cultures.
C) strong cultures.
D) symbolic cultures.
E) pathological cultures
 30

QUESTIONS?
 31

CH 9: LEADERSHIP
 Individual Task
32

Think back to the best OR worst leader

(e.g., manager, coach, supervisor, etc.)
that you have ever had.
Why were they so great OR so terrible?
Write a paragraph about their behavior.
Be as specific as possible.
 What is Leadership?
33

The influence that particular individuals

exert on the goal achievement of others
in an organizational context.
 Leaders versus
34
Managers
The role of the leader and the role of the
manager are not the same.

Question: Is it possible to be a manager

yet not have influence? Is it possible to
be a leader and not manage?
 Video Clip
35

The Office Clip

Is Michael Scott a manager or leader?

Is he an effective boss?
 Situational Theories of
36
Leadership
The basic premise of situational theories
of leadership is that the effectiveness of
a leadership style is contingent on the
setting
Two types
Fiedlers Contingency Theory
Houses Path-Goal Theory
 Fiedlers Contingency
37
Theory
Association between leadership orientation and
group effectiveness is contingent on the extent to
which situation is favourable for exerting influence
Leadership orientation: task and relationship
oriented
E.g., leaders who just want to work or want to chat
Situational Favourableness
Good or poor leader-member relations
Structured or unstructured task
Strong or weak position power
Recent reviews concluded no reasonable support
 Houses Path-Goal
38
Theory
Unlike Fiedlers Contingency Theory, Path-Goal
Theory is concerned with leader behaviours
Different types of employees need or prefer
different forms of leadership
E.g., Employees who prefer to be told what do do
respond best to directive leadership
The effectiveness of leadership behaviour depends
on the particular work environment or task
Leaders might have to tailor their behaviour to the
needs, abilities, and personalities of individual
employees
 Participative Leadership
39

Participative leadership means involving

employees in making work-related
decisions.
Leaders can vary in the extent to which they
involve employees in decision making.
Minimally, participation involves obtaining
employee opinions before making a
decision.
Maximally, it allows employees to make
their own decisions.
 Question
40

What are some advantages and

disadvantages to participative
leadership?
 Participative Leadership
41

Motivation
Quality of decisions
Acceptance

Time and Energy

Loss of Power and influence
Lack of Receptivity
 Does Participation Work?
42

There is substantial evidence that employees who

have the opportunity to participate in work-related
decisions report more job satisfaction than those
who do not.
For participation to be translated into higher
productivity, certain facilitating conditions must
exist.
Employees feel favourably toward it.
Employees are intelligent and knowledgeable about
the issue at hand.
When the task is complex enough to make
participation useful.
 Leader-Member
43
Exchange (LMX) Theory
A theory of leadership that focuses on the
quality of the relationship that develops
between a leader and an employee.
High LMX involves a high degree of
mutual influence and obligation as well as
trust, loyalty, and respect between a
leader and an employee.
Low LMX is characterized by low trust,
respect, obligation, and mutual support.
 Transactional Leadership
44

The theories discussed so far tend to

focus on a fairly straightforward
exchange between the leader and the
followers
E.g., leader uses participatory style and
employee comes up with good ideas

But there is more to leadership than a

simple transaction
 Transformational
45
Leadership
A leadership perspective that explains
how leaders change teams or
organizations by creating, communicating,
and modeling a vision for the organization
or work unit, and inspiring employees to
strive for that vision
Inspirational motivation
Individualized consideration
Intellectual stimulation
Charisma
 Inspirational Motivation
46

Paints an optimistic future

Thinks ahead to the future
Provides meaning and challenge
 Individualized
47
Consideration
Treat each follower as a unique individual
Answer followers questions with minimal delay
Show they are concerned for followers well-
being
Assign tasks on the basis of individual needs
and abilities
Encourage two-way exchanges of ideas
Are available when needed
Constantly encourage self-development in
followers
 Intellectual Stimulation
48

Encourages subordinates to think for

themselves
Answers questions with more questions, or
encourages their employees to contradict their
boss in order to fully explore all relevant issues
Question assumptions, see things in new ways
Encourages followers to use their intuition,
entertain ideas that may seem silly at first,
create imaginative visions, ask followers to
rework solutions they thought they had solved,
and see unusual patterns
 Charisma (Idealized
49
Influence)
Good role models whose values and
behavior allow followers to learn by
example
Sets an example for showing
determination, displays extraordinary
talents, takes risks, shows dedication to
the cause, creates a sense of a joint
mission, deals with crises, uses radical
solutions
Probably most important component
 Quiz Question
50

Transformational leadership is to
transactional leadership as
A) boss centred is to subordinate centred.
B) low LPC is to high LPC.
C) change is to exchange.
D) charm is to charisma.
E) intelligence is to emotional intelligence.
 Group Task
51

Form groups of 5 to 6 people. Discuss

each of your leaders that you wrote
about earlier.
What types of leadership behaviors did
they demonstrate?
What were the outcomes/consequences
of their behaviors? (e.g., how were the
attitudes and behaviors of you and your
peers affected?)
Be prepared to report back to the class
 52

QUESTIONS?
 Summary
53

There are different ways to socialize

newcomers so that they have realistic
expectations and learn organizational
culture
Leading and managing are not one and
the same thing
 For Next Class
54

Enjoy the long weekend!

Study for the mid-term!
Read chapter 10 on communication