As we discuss socialization, keep in mind
that the new employee’s entry into the organi-
zation is the most critical stage. This is when
the organization seeks to mould the outsider
into an employee “in good standing.” Those
employees who fail to learn the essential role
behaviours risk being labelled “nonconformists”
or “rebels,” which often leads to their being
fired. The organization continues to socialize
every employee, though maybe not as explic-
itly, throughout his or her career in the organi-
zation. This further contributes to sustaining
the culture. (Sometimes, however, employees
are not fully socialized. For instance, you will
note in Exhibit 10-4 that the cartoon employ-
ees had learned they were supposed to wear
checkerboard caps to work, but clearly
didn’t know why.)
MATCHING PEOPLE WITH
ORGANIZATIONAL CULTURES
There is now a substantive body of evidence to demonstrate that organizations try to
select new members who fit well with the organizations’ cultures.^30 Most job candi-
dates similarly try to find organizations where their values and personality will fit in.
Research by Goffee and Jones provides some interesting insights on different orga-
nizational cultures and guidance for prospective employees.^31 They have identified four
distinct cultural types. Let’s take a look at their cultural framework and how you can
use it to select an employer where you will best fit.
Goffee and Jones argue that two dimensions underlie organizational culture. The
first is sociability.This is a measure of friendliness. High sociability means people do
kind things for one another without expecting something in return and they relate to each
other in a friendly, caring way. In terms of the characteristics of organizational culture
presented at the beginning of this chapter, sociability is consistent with a high people
orientation, high team orientation, and focuses on processes rather than outcomes.
The second dimension is solidarity.It considers the strength of the group’s task ori-
entation. High solidarity means people can overlook personal biases and rally behind
common interests and common goals. Again, referring back to our earlier discussion of
the characteristics of culture, solidarity is consistent with high attention to detail and high
aggressiveness. Exhibit 10-5 on page 342 illustrates a matrix with these two dimensions
rated as either high or low. They create four distinct cultural types:
- Networked culture (high on sociability, low on solidarity).
Organizations with this type of culture view mem-
bers as family and friends. People know and like
each other. People willingly give assistance to others
and openly share information. The major downside
to this culture is that the focus on friendships can
lead to a tolerance for poor performance and cre-
ation of political cliques.
Chapter 10 Organizational Culture and Change 341EXHIBIT 10-4Source: Drawing by Mick Stevens in The New Yorker,October 3, 1994.
Copyright © 1994 by The New Yorker Magazine,Inc. Reprinted by permission.3 What kind of
organizational culture
might suit you?What kind of
organizational
culture would work
best for you?