Observable artifacts of chrysler

chapter 3 Organizational Culture, Socialization, H I and Mentoring G Learning Objectives G S , When you finish studying the material in this chapter, you should be able to: LO.1 LO.2 LO.3 LO.4 A Define organizational culture and discuss N its three layers. G Discuss the difference between espoused and enacted values. E Describe the four functions of organizational L culture. Discuss the four types of organizationalAculture associated with the competing values framework. 3 LO.5 Summarize the five conclusions derived from research about the outcomes associated 0 with organizational culture. LO.6 Review the four caveats about culture change. LO.7 LO.8 4 8 Summarize the methods used by organizations to change organizational culture. B U Describe the three phases in Feldman’s model of organizational socialization. LO.9 Discuss the various socialization tactics used to socialize employees. LO.10 Explain the four developmental networks associated with mentoring. kre29368_ch03_060-087.indd 60 12/6/11 4:57 PM Would You Like to Work at Southwest Airlines? Southwest Airline’s Culture permeates every aspect of our company. It is our essence, our DNA, our past, our present, and our future. It is so important, in fact, that H I wish I had more space to discuss it. I We often say that other airlines can copy our business G plan from top to bottom but Southwest stands apart from the clones because of our People. But I would stillG wager that if another company somehow managed toS hire all our fantastic Employees, that company wouldn’t , match up to Southwest. Why? The new employer wouldn’t possess the Southwest Culture, the secret sauce, if you will, of ourA organization. That Culture motivates and sustains us.N For many of us, being part of Southwest is not just a vocation, but a mission. I don’t dictate the Culture;G neither do our other Officers. Rather, it stems from theE collective personality of our Employees. It took us moreL than 30 years just to establish some definitions of our Culture upon which we could all agree. Those defini-A tions are laid out in what we call “Living the Southwest Way.” That creed consists of three values: A Warrior3 Spirit that recognizes courage, hard work, and desire to be the best; a Servant’s Heart that follows the Golden0 Rule and treats others with respect; and a Fun-LUVing4 Attitude that includes FUN, of course, but also passion and celebration. In January, we observed the 18th anniversary of the founding of our Corporate Culture Committee, a group dedicated to preserving our Culture for the present and the future. This Committee stresses that the Southwest Culture resides in each Employee, no matter the Employee’s title. But the Culture Committee also recognizes how fragile Culture can be. I’ve talked with some of our Employees who have come to us from other airlines and firms that, long ago, maintained a strong culture. These Employees often said that they witnessed how a little benign neglect was able to destroy that culture almost overnight. Their experiences confirm what I have always believed: Lip service can be a great danger. It’s easy to write columns like this bragging about our Culture; the hard work is living up to it every day. Thus, the Committee Members act as examples for all of our other Employees to see. They show that Culture comes from the heart, not from the memo. As you might imagine, they have a difficult job, but we are fortunate to have the dedication of these Culture Warriors who battle indifference and complacency on a daily basis. With their help, our Culture continues to fly high.1 8 B U kre29368_ch03_060-087.indd 61 12/6/11 4:57 PM 62 Part One The World of Organizational Behavior The chapter-opening vignette highlights three key conclusions about organizational culture.