Brief Introduction


Organization communication as pointed by Miller (2005) integrates an important process that goes well to certain approaches known in business and society. This paper will focusing on the cultural approach linking to socialization process such as those found in people centered norms and business domains, keeping effective assumptions and research tenets work ideally with support base of literature studies by several proponents or authors discussing culture approach and socialization process. Thus, recognizing good relationships of the two will assume proper conceptions of communication, as there implies that transmitting views of communication is common for culture approaches such as found into the industrial culture and dominates contemporary issues bringing socialization on the other side of culture. The cultural approach can be giving information to others as for instance, movement of the society and information are described grounded assimilation of communication. The center of this idea of communication is the transmission of signals or messages over distance for the purpose of control. It is view of culture communication that derives from one of the most ancient of human dreams: the desire to increase the speed and effect of messages as they travel in space.


Culture implies a way of life that people have in common as reflected in what people wear to work, how they spend their leisure time.  Culture provides the framework which lifestyle ways become meaningful, not innate; human beings create culture.  Culture consists of a set of principles and traditions transmitted from generation to generation, yet because human beings have created it, culture is flexible and subject to change. The creation of culture became possible only after the brain size of our early ancestors increased, enabling humans to construct their natural environment for themselves, because human beings are creative by nature, they have developed diverse, or different, ways of life. Everyday people are affected by socialization and culture. One way or another, socialization and culture play an important role in people’s lives. According to research, socialization is the process whereby people learn the attitudes, values as well as actions appropriate for members of particular culture. (Schein, 1991) Although people may not realize it, socialization helps people develop the way in which they develop perceptions, feelings and beliefs. Socialization makes people who they are and the process of it is being accomplished by many different variables, the environment and parents. The person’s environment plays a vital role in socialization as they adapt to their surroundings, making the environment good facet to socialization.


 


Assumptions Description and Research Tenets of the Approach 


Successful and effective communication within an organization stems from the implementation of the culture approach domain relevance to the socialization process. The parties involved in the social process will strengthen culture aspects from within business thus, improving communication skills if they follow socialization process and be in command to culture functions as there proves that the understanding of culture approach into social relationships will then blossom effective communicators, and in return effective communicators have ample opportunity for becoming successful in their plans and future projections. As a matter of fact, there is spontaneous knowledge that socialization assumes better culture approaches and the existence of norms into desirable social constructs as there is means that socializing people are linked to one another in similar sense of culture approaches by knowing several culture specs and how interaction is served from within the process of socialization. There can be ongoing process of social interaction which enables people to develop the skills organizations need to participate in culturally and human-centered society as Kasper (1998), defines socialization as a process involving ”critical for human society as whole because it is the means of teaching culture to each new generation”. (Kasper, 1998) Furthermore Kasper (1998) pointed out that, “Sigmund Freud believed that people learn the cultural values and norms which make up part of the personality which he called, the superego.  If the superego did not develop properly, the person would have a very difficult time functioning in society”. Socialization helps to shape and define peoples’ thoughts, feelings as well as action and there provide people with model for their behavior. Aside, some of the children become socialized, they learn how to fit into and to function as productive members of human society; socialization teaches people the cultural values and norms that provide the guidelines for peoples’ everyday life.


For example, there is connection of social process to culture approach as one situation adheres to the power of Dewey’s work derives from his working over these counterpoised views of communication. Communication is “the most wonderful” because it is the basis of human fellowship; it produces the social bonds, bogus or not, that tie men together and make associated life possible. Society is possible because of the binding forces of shared information circulating in an organic system. The following quotation reveals this tension and Dewey’s final emphasis on a ritual view of communication and some things cannot be passed physically from one to another like bricks; they cannot be shared as persons would share a pie by dividing it into physical pieces, as consensus demands communication (Dewey, 1916, pp. 5-6). To study culture is to examine the actual social process wherein significant symbolic forms are created, apprehended as well as used from within existing notions concerning communication of knowledge and attitudes However, communication is not some pure phenomenon we can discover; there is no such thing as communication to be revealed in nature through some objective method free from the corruption of culture. Communication begins in the struggle to learn and to describe. To start this process in people minds and to pass on its results to others, there depend on certain communication models, certain rules or conventions through which we can make contact. Certain attitudes to others, certain forms of address, certain tones and styles become embodied in institutions which are then very powerful in social effect These arguable assumptions are often embodied in solid, practical institutions which then teach the models from which they start (1966, pp.19-20).


 


 


Literature Review


Theories on organizational culture have been hampered by the lack of a commonly accepted definition of what “culture” is according to Schein (1984). Also, varying definitions of the term required different measures, which might explain the lack of congruence in research findings (Lewis, 1996). Theories on organizational socialization, on the other hand, have evolved to a point where there seems to be general agreement about its content domains (Taormina, 2004) but these content areas of organizational socialization have not yet been rigorously examined in relation to either leadership or organizational culture.


By virtue of the authority of positions, leaders have considerable freedom to decide how their organizations will be run, and can thus be expected to play a major role in influencing the culture of an organization. It is also thought that socialization involves behaviors that facilitate employee acculturation. Then, it is also possible that some aspects of socialization might influence an organization’s culture. Thus, the research question becomes whether, and to what extent, specified leadership roles and content areas of organizational socialization are related to and can predict some well-recognized aspects of organizational culture, some investigative approaches as Parker (2000) may have difficulty with it, while a database approach should have a better chance of answering it. Consequently, in the following sections, the three constructs are first briefly defined, and then the relationships among them are considered and empirically tested. Furthermore, Schein (1996, p. 754)” argued that certain attention should be given to culture. Since culture is an abstract concept, a major factor preventing its effective use has been the difficulty in finding an appropriate definition”.


Louis (1980, pp. 229-230), defines the “process of organization socialization refers to the process by which an individual comes to appreciate the values, abilities, expected behaviors, and social knowledge essential for assuming an organizational role and for participating as an organizational member” as the process present mechanism by which parties do learn the organization’s culture and adjust to its environment according to Hood and Koberg (1994) as the socialization exists within better cultural context, socialization experiences help determine the level of cultural congruence between the individual and the organization. Socialization that includes the use of diversity initiatives focuses on the organization’s distinctive and enduring characteristics thereby strengthening the identification the employee has with the firm, and increasing the positive effects of diversity while decreasing the negative.

The research points about socialization implies certain tactics as viewed within organizational choice (Jones, 1996; Van Maanen and Schien, 1979), there is about collective versus individual and formal versus informal from context in which organizations provide information to employees noted by Jones (1996) For instance, the socializing workers can be taught standard responses of various culture assimilation processes aside, the individual tactics involve providing of unique situations and formal socialization tactics, there can be trained responsibilities of innovative roles of social process to make effective culture approaches work out well into the real scene as for example those that are found within job training programs that encourage employees to learn as they perform as social beings from within diverse cultures. (Jones, 1986) Several business companies that utilize socialization processes in tactics provide employees with precise timetables for advancing in an organization culture into the learning process advancement. Finally, Chatman (1991, p. 332), asserted the “involvement with mentoring program increases person-organization fit, thereby reducing the level of diversity in values and beliefs”, forming adaptable social experiences into culture structures of the organization. (Jones, 1996; Van Maanen and Schien, 1979)


There is individualized socialization involves individual, informal, random, variable tactics. An organization that employs individualized socialization is more heterogeneous because innovation is encouraged and accepted. As Schneider et al. (1995, p. 221) explained the ongoing debate between person-organization fit and diversity as the difference between homogeneous and heterogeneous organizations. For example, an organization that has high levels of cultural diversity will benefit from using socialization tactics that encourage employees to draw upon their experiences, beliefs, and values in order to solve problems and make decisions. Through encouraging employees to develop innovative roles and appreciating individuals’ differing beliefs and values, organizations may create a diverse workplace where women and minorities feel valued and an important part of the success of the organization. The use of individualized socialization tactics should result in mutual respect for one another and acknowledgement of the benefits associated with culture innovation. Organizations will benefit from the positive consequences of diversity if tactics are used that encourage and promote culture socialization at work, socialization process leads to a multicultural organization in which “all members and their cultures are appreciated and utilized to achieve organizational success” (Richard and Grimes, 1996 p. 166) Research has found that organizational culture positively moderates the effects of diversity (Chatman et al., 1998). Employees in organizations with social norms and better culture ways will exhibit cooperative behaviors than employees in individualistic cultures (Cox, 1994), business that create collectivistic cultures encourage employees to uphold group norms and respond to the needs of other members with the challenge to increase the benefits of diversity while encouraging employees to recategorize culturally diverse employees as in-group members.


In addition, social members must be willing and able to share their ideas with one another in order for creativity to be beneficial. Social categorization in collectivistic cultures provides the basis for diverse employees to find a common ground in organizational membership and develop mutual trust and respect that is essential for creativity (Chatman et al., 1998) Indeed, Chatman and Barsade, (1995, p. 533) have found that organizational cultures can be created that foster organizational commitment and cooperation among members. Organizations with better cultures place greater emphasis on socialization process with an effort to decrease conflict among members regarding how problems should be solved as some of people centered issues often become a source of conflict among culturally social individuals. The cultures will positively moderate the relationship between high levels of cultural diversity and conflict and turnover while collectivistic cultures will negatively moderate the relationship between high levels of cultural diversity and conflict and turnover and will positively moderate the relationship between high levels of cultural diversity and creativity and problem solving while individualistic cultures will negatively moderate the relationship between high levels of cultural diversity and creativity and problem solving.


Research on the socialization content areas and culture has been sparse, as reflected in a review by Fisher (1986, p. 508), which made no explicit mention of organizational culture. In more recent review, Bauer et al. (1998) dedicated an entire section to socialization and culture, but did not refer to bureaucratic, innovative, or supportive organizational cultures. They did, however, strongly suggest that more research was needed on organizational socialization and culture.


In theory, the objective of any socialization process is to ensure that the individual fits into the larger social context. For organizations, Chatman (1989) have “argued that socialization was needed to achieve this fit by bringing the employees’ and organization’s values into congruence as subsequently” from (Chatman, 1991) as there found support for the perspectives of the organization communication. As Wilson and Elman (1990), indicated the socialization tactics to be important in transmitting an organization’s cultural value and that Cable and Parsons (2001) also found socialization tactics to account for several significant amount of variance in employees’ perceived fit with the organization.


Popper (1998, p. 161), reported that, “there culturalapproach to organizational learning, from structural facet focuseson organizational learning mechanisms, which are institutionalizedstructural and procedural arrangements allowing organizationsto systematically collect, analyze, store, disseminate, anduse information that is relevant to the performance of the organization.The cultural facet focuses on the shared values, without whichthese mechanisms are likely to be enacted as rituals ratherthan as means to detect and correct error. The authors describehow this proposed approach deals with the problem of anthropomorphismin organizational learning and discuss its utility for researchingorganizational learning and for introducing it into organizations”.


 


Fine and Novak (2006), literature on culture and socialization suggest some characteristics associated with strong organization culture. Key among these is a socialization process that emphasizes well-defined roles, rules, routines, and values; reinforcement with intrinsic and extrinsic reward systems; and conditioning experiences. That literature suggests that an organization exhibiting a strong culture and socialization process will likely elicit participant behaviour that is highly congruent with the espoused values and objectives stated by the organization. Co-existing with and within the strong corporate culture, work group subcultures whose socialization processes can be just as strong as those at the corporate level but whose values suggest individual behaviors that conflict with those espoused at the corporate level. These observations lead us to suggest a model of culture-influenced behaviour that explicitly addresses the existence of distinct subgroup cultures. Interestingly, the workgroup subcultures that generated behaviors at odds with the outcomes desired at the corporate level were encouraged by exactly those reward systems designed by Saturn to reinforce the espoused values of consensus decision-making at the workgroup level. Such observations underscore the complexity and subtlety involved in designing coherent organization-wide cultures and reinforcing mechanisms.


 


Future Research Argument


The paper attempted to assess organizational socialization in relation to culture from within socialization content areas in relation to innovative and supportive facets of organizational culture. From the theoretical perspective, the socialization content areas are essential for employees to be fully socialized into every business operations  although these does not imply that all culture approaches actually do fully address socialization processes in practice. The aspects of an organization’s culture might place more or less stress on one or another of the socialization domains. Thus, to empirically assess the relationships among the socialization and culture variables, some additional hypotheses can be generated. For example, since bureaucratic culture stresses conformity to structure and order, training might be emphasized more, while opportunities for promotion might be lacking. The relation between effective culture and socialization revealed a pattern similar to that for bureaucratic culture. Training, understanding, and coworker support all had highly significant, positive correlations, while future prospects were not significant.


For future prospects, socialization is very important to the effectiveness of an organization culture and thus, the process of socialization domains should be positively present in every culture approaches. The lack of significant relationships in cases however, does not negate the theoretical prescription. Rather, the absence of strong relationships more likely implies that, in actual practice, certain organizations might be failing to emphasize some critical socialization domains. Empirical research should be conducted in order to test the given propositions. Testing of the moderating effect of socialization tactics and organizational culture will provide more insight into how organizations can manage the increasing cultural diversity. An extension of this paper involving how these specific consequences affect firm performance should be reviewed in order to better understand how diversity can affect the bottom line. Future research should also consider combinations and different dimensions of each of the variables as the aspects of each can be adopted individually so it is possible that different combinations may prove to be more beneficial for organizations. The propositions suggest that managers can match the level of diversity with socialization tactics and organizational culture in order to enjoy the benefits of increased creativity and problem solving while decreasing the negative effects of turnover and conflict. In fact, organizations that have high levels of diversity and utilize individualized socialization tactics within a collectivistic culture should actually create increased levels of creativity and problem solving.


 


 


 


Learning and Conclusion


Therefore, there research that examines how culturally inclined individuals be effective social beings as there is process beyond what the organization ways will contribute to literature regarding culture approach in today’s socialization era of organizations. The socialization of applying culture is a process. One way of defining it is to describe it as the methods by which culture is transferred from old members to new members, thus bringing them into the fold. Since every company’s organizational culture is a system of shared attitudes, practices, and schedules, this has to be passed on to new employees to keep the culture running smoothly, otherwise things will begin to fall apart. Not only is the socialization process important for the company, but it is very important, if not necessary, for the new employees, as well. The culture of company helps inform what types of interactions are appropriate and which are not, as well as what level of formality or informality is acceptable. The culture makes communication more effective and dictates the when, where, and why of every employee.  Not being part of the system makes it impossible to function within its structures. Not being a part of an organizational culture also makes it impossible for the employee to understand the overarching goals of the company, as well as shut them out of knowing the rewards of good work.


The process of socialization is how the organizational culture continues to thrive by being passed on to everyone who comes in. Early training exercises are only the beginning. Company meetings, mentoring from older more experienced workers, company literature and jargon are all only a part of this. While these are parts of a company’s organizational culture that can be handed down from the top, training is only one part of socialization. Socialization isn’t always an easy process. For some individuals, shifting into a new organizational culture can actually produce culture shock if they are moving into a culture that is completely different than the one they are used to, or if maybe it is their first time in corporate culture, period. Not only do strong organizational cultures have great training and mentoring programs to bring new talent into the fold quickly and make them feel like part of the team, but having employees who are dedicated to the organizational culture and who help out the new employees do just as much to pass on the culture.


 


 


Reference 


Cable, D.M., Parsons, C.K. (2001), “Socialization tactics and person-organization fit”, Personnel Psychology, Vol. 54 No.1, pp.1-23.


Chatman, J.A. (1989), “Improving international organizational research: a model of person-organization fit”, Academy of Management Review, Vol. 14 No.3, pp.333-49.


Chatman, J.A. (1991), “Matching people and organizations: selection and socialization in public accounting firms”, Administrative Science Quarterly, Vol. 36 No.3, pp.459-84.


Chatman, J., Barsade, S. (1995), “Personality, organizational culture, and cooperation: evidence from a business simulation”, Administrative Science Quarterly, Vol. 40 pp.423-43.


 


 


 


Chatman, J., Polzer, J., Barsade, S., Neale, M. (1998), “Being different yet feeling similar: the influence of demographic composition and organizational culture on work processes and outcomes”, Administrative Science Quarterly, Vol. 43 No.4, pp.749-80.


 


Cox, T.H. (1994), Cultural Diversity in Organizations, Berrett-Koehler Publishers, San Francisco, CA, .


Dewey (1927). To maintain continuity in the argument, let me stress, by wrenching a line of Thomas Kuhn’s out of context, the relation between model building and community: “The choice between competing paradigms proves to be a choice between incompatible modes of community life” (1962: 92).


Fine, C. and Novak, S. (2006), Culture Clash: The Corporate Socialization Process Meets Non-Congruent Organization Subcultures


 


Fisher, C.D. (1986), “Organizational socialization: an integrative review”, in Rowland, K.M., Ferris, G.R. (Eds),Research in Personnel and Human Resources Management, JAI Press, Greenwich, CT, Vol. Vol. 4 pp.101-45.


Hood, J., Koberg, C. (1994), “Patterns of differential assimilation and acculturation for women in business organizations”, Human Relations, Vol. 47 No.2, pp.159-82.


 


Jones, G.R. (1986), “Socialization tactics, self-efficacy, and newcomers’ adjustments to organizations”, Academy of Management Journal, Vol. 29 No.2, pp.262-80.


Kasper, L. (1998), Socialization and Culture. McGraw Hill


Lewis, D. (1996), “The organizational culture saga – from OD to TQM: a critical review of the literature”, Leadership & Organization Development Journal, Vol. 17 No.1, pp.12-19.


Louis, M.R. (1980), “Surprise and sense making: what newcomers experience in entering unfamiliar organizational settings”, Administrative Science Quarterly, Vol. 25 No.2, pp.226-51.


Parker, M. (2000), Organizational Culture and Identity, Sage, London


Popper, M. (1998), Organizational Learning Mechanisms A Structural and Cultural Approach to Organizational Learning The Journal of Applied Behavioral Science, Vol. 34, No. 2, 161-179 (1998)


Richard, O., Grimes, D. (1996), “Bicultural interrole conflict: an organizational perspective”, Mid-Atlantic Journal of Business, Vol. 32 No.3, pp.155-70.


Schein, E.H. (1984), “Coming to a new awareness of organizational culture”, Sloan Management Review, Vol. 25 No.2, pp.3-16.


Schein, E.H. (1991), Organizational Culture and Leadership, Jossey-Bass, San Francisco, CA, .


Schein, E.H. (1996), “Culture: the missing concept in organization studies”, Administrative Science Quarterly, Vol. 41 No.2, pp.229-40.


Schneider, B. (1987), “The people make the place”, Personnel Psychology, Vol. 40 pp.437-53.


Taormina, R.J. (2004), “Convergent validation of two measures of organizational socialization”, International Journal of Human Resource Management, Vol. 15 No.1, pp.76-94.


Van Maanen, J., Schein, E. (1979), “Towards a theory of organizational socialization”, in Staw, B.M. (Eds),Research in Organizational Behavior, JAI Press, Greenwich, CT, pp.209-64.


Wilson, J.A., Elman, N.S. (1990), “Organizational benefits of mentoring”, Academy of Management Executive, Vol. 4 No.4, pp.88-94.


Wright, P.M., & Noe, R.A., (1995), Management of Organizations. Chicago, IL: Irwin.



Credit:ivythesis.typepad.com


0 comments:

Post a Comment

 
Top