Factors - University of North Florida

1 1 Contextual FactorsOrganizational Contextual Factors Goals & Strategy Environment Size Technology Culture2 STRATEGYGOALS ENVIRONMENTSTRUCTURALCHARACTERISTICSD efenderStability StableTight control; & extensive division ofefficiency labor; high degree offormalization; centralizedAnalyzerStability ChangingModerately &centralized control; flexibilitytight control over current activities; looser controls for new undertakingsSTRATEGYGOALS ENVIRONMENTSTRUCTURALCHARACTERISTICSP rospectorFlexibility DynamicLoose control; low division of labor; low degree of formalization.

2 Decentralized3 Environmental Elements Clients and customers Competitors Labor market Scientific and technical communities Regulatory agencies Suppliers Political Economic CulturalOrganizational Size Physical capacity Personnel available Organizational inputs or outputs Discretionary resources 4 Woodward's Technology Classification Unit and Small batch -custom clothing, custom electronic equipment, specialized construction equipment Large-batch and Mass Production -assembly line, automobiles, mobile homes Continuous Process Production -chemical plants, oil refinery, liquor productionWoodward s TechnologyStructural CharacteristicsUnitMass Process Formalization Centralization Complexity (Technology) Organic/Mechanistic5 Thompson s TechnologyTechnologyInterdependenceCoord ination Mediating Long-linked IntensiveOrganizational Culture Surface Level - Artifacts Subsurface level - Values Deep below the surface - Assumptions 6 Socialization Stages Anticipatory Socialization Accommodation (Encounter) Role Management (Change & Acquisition)A Model of Organizational Socialization3-14 Figure 3-5a1.

3 Anticipatory socializationLearning that occurs prior to joining the organizationPhases Anticipating realitiesabout the organizationand the new job Anticipating organization sneed for one s skillsand abilities Anticipating organization ssensitivity to one s needsand valuesPerceptual and Social ProcessesIrwin/McGraw-Hill 2001, The McGraw-Hill Companies, Inc. All Rights Reserved7A Model of Organizational Socialization (cont.)3-14 Figure 3-5b2. Encounter Values, skills and attitudes start to shift as new recruit discovers what theorganization is truly likePhases Managing lifestyle-versus-work conflicts Managing intergroup roleconflicts Seeking role definition andclarity Becoming familiar withtask and group dynamicsPerceptual and Social ProcessesIrwin/McGraw-Hill 2001, The McGraw-Hill Companies, Inc.

4 All Rights ReservedA Model of Organizational Socialization (cont.)3-14 Figure 3-5c3. Change and acquisition Recruit masters skills and roles and adjusts to workgroup s values and normsPhases Competing role demandsare resolved Critical tasks are mastered Group norms and valuesare internalizedPerceptual and Social ProcessesIrwin/McGraw-Hill 2001, The McGraw-Hill Companies, Inc. All Rights Reserv