Chapter 1

Chapter 1 Contemplating My First Year J. L. Hart

Case Overview

In this case study, the process of worker assimilation is examined through the experience of one organizational newcomer, Casey. We see how Casey’s personality and initial expectations shape her views of the selection interview and first day at work at NetNat, a professional research and information dissemination organization. Next, we explore the interrelationship between Casey’s assumptions, preferences, and personality and her interactions with other workers. For example, co-workers tell her a number of particular stories and pass along gossip to “help” her better understand NetNat. The embedded tensions between various individuals and work units are highlighted through these communications. And although a number of workers seem to find such relations normal and almost thrive on them, Casey finds these aspects of the organizational culture, and the resulting negativity, stressful. As she comes to understand the organization better, Casey wonders why the interdivisional tensions and negative evaluations continue and what might be done to change them.

Learning Objective

This case examines the process of worker assimilation in a large, complex bureaucracy with a history of considerable tension across divisions.

Keywords and Definitions

Assimilation—the process of learning the norms, rules, and values of one’s workplace; composed of two interconnected processes, socialization and individualization.

Individualization—the process by which newcomers, as well as longer-term employees, try to influence an organization to better fit their own preferences or needs.

Shared values—organizational members are said to possess high levels of shared values when they understand the key communicative processes in the organization and act according to widely held organizational values.

Socialization—the process by which newcomers to an organization learn the rules, and means of functioning successfully within the workplace; includes both planned and accidental efforts.

Key Case Concepts

Anticipatory socialization—the initial phase of socialization in which our existing views of a particular organization, similar organizations, and work in general influence our expectations of what a new work position will be like.

Critical moments—also called turning points; particular times at which one’s view of an organization can be crystallized or changed (e.g., winning an award, being denied a promotion).

Encounter socialization—the second phase of socialization in which one enters (i.e., encounters) the organization; generally characterized by validating some of our expectations as well as surprising us in other ways.

Fully socialized—the last phase of socialization, also called enculturation, signified by organizational members understanding their workplace so well that they take-for-granted much of what they learned in the earlier phases of socialization and can easily communicate in ways that seem “natural” within the organization.

Organizational culture—an approach to understanding organizations that foregrounds communication; regards every organization as unique and emphasizes the communicative processes (e.g., rituals, stories) by which we create and sustain organizations.

Strong culture (strong organizational culture)—organizations in which members possess high levels of shared values; that is, people emphasize the same goals and values.

Weak culture (weak organizational culture)—organizations in which members do not possess high levels of shared values; that is, organizations where there are subcultures and value fragmentation.

Chapter 1 DisucssionQuestions

1. To what extent do division heads, such as Delia and Leon, play a role in perpetuating NetNat’s organizational culture? What might they do differently to potentially influence the culture in positive ways?

2. How do Casey’s background and personality influence her analysis of the situation at NetNat?

3. Casey stresses mostly negative aspects of NetNat’s organizational culture. What are the key negative features she observes? What positive features does this organizational culture possess?

4. What key events happen in the assimilation process that contribute to Casey’s views of the organization? What are the key critical moments or turning points in forming these impressions?

5. What factors seem to have contributed to the development of NetNat’s organizational culture?

6. In Casey’s assessment, workers at NetNat experience stress and burnout. Do you agree? Why?

7. To what, if any, extent do you expect the culture at NetNat to change in the near future? Why?

8. How can managers work to build solid intradivisional allegiances, but also ensure that interdivisional alliances are built as well?

9. Casey is considering leaving NetNat. Does resigning seem justified? Why?Why not? What about the decisions of Chip and Dale?

10. Assuming the information Casey heard about the new CEO’s personality and orientation toward others is correct, do you expect her approach to clash with the current NetNat culture? Why? Why not?

11. What steps might Casey, the new CEO, or others take toward building a more positive work atmosphere at NetNat?

12. Casey seems adept at analyzing organizational problems. Given that she possesses consid-erable communication skill, what steps can she take to help NetNat?

Resources

Bullis, C., & Bach, B. (1989). Socialization turning points: An examination of change in organizational identification. Western Journal of Speech Communication, 53, 273–293.

Eisenberg, E. M., & Goodall, H. L., Jr. (1997). Organizational communication: Balancing creativity and constraint. New York: St. Martin’s Press.

Eisenberg, E. M., & Riley, P. (2001). Organizational culture. In F. M. Jablin & L. L. Putnam (Eds.), The new handbook of organizational communication (pp. 291–322). Thousand Oaks, CA: Sage.

Fox, M. (1994). The reinvention of work. San Francisco: HarperCollins.

Jablin, F. M. (1987). Organizational entry, assimilation, and exit. In F. M. Jablin, L. L. Putnam, K. H. Roberts, & L. W. Porter (Eds.), Handbook of organizational communication: An interdisciplinary perspective (pp. 679–740). Newbury Park, CA: Sage.

——. (2001). Organizational entry, assimilation, and disengagement/exit. In F. M. Jablin & L. L. Putnam (Eds.), The new handbook of organizational communication (pp. 732–818). Thousand Oaks, CA: Sage.

Additional Resources

Bullis, C. (1993). Organizational socialization research: Enabling, constraining, and shifting perspectives. Communication Monographs, 60, 10–18.

Bullis, C., & Bach, B. (1989). Socialization turning points: An examination of change in organizational identification. Western Journal of Speech Communication, 53, 273–293.

Deal, T., & Kennedy, A. (1982). Corporate cultures: The rites and rituals of corporate life. Reading, MA: Addison-Wesley.

Eisenberg, E. M., & Goodall, H. L., Jr. (1997). Organizational communication: Balancing creativity and constraint. New York: St. Martin’s Press.

Eisenberg, E. M., & Riley, P. (2001). Organizational culture. In F. M. Jablin & L. L. Putnam (Eds.), The new handbook of organizational communication (pp. 291–322). Thousand Oaks, CA: Sage.

Faules, D. F., & Drecksel, G. L. (1991). Organizational cultures reflected in a comparison of work justifications across work groups. Communication Reports, 4, 90–103.

Fox, M. (1994). The reinvention of work. San Francisco: HarperCollins.

Gibson, M. K., & Papa, M. J. (2000). The mud, the blood, and the beer guys: Organizational osmosis in blue-collar work groups. Journal of Applied Communication Research, 28, 68–89.

Kramer, M. W., & Noland, T. L. (1999). Communication during job promotions: A case of ongoing assimilation. Journal of Applied Communication Research, 27, 335–356.

Meyer, J. (1995). Tell me a story: Eliciting organizational values from narratives. Communication Quarterly, 43, 210–226.

Miller, K. (1988). Cultural and role-based predictors of organizational participation and allocation preferences. Communication Research, 15, 699–726.

Myers, S. A. (1998). GTAs as organizational newcomers: The association between supportive communication relationships and information seeking. Western Journal of Communication, 62, 54–74.

Peters, T., & Waterman, R. (1982). In search of excellence. New York: Harper & Row.

Schrodt, P. (2002). The relationship between organizational identification and organizational culture: Employee perceptions of culture and identification in a retail sales organization. Communication Studies, 53, 189–203.

Student Bibliography

Bullis, C., & Bach, B. (1989). Socialization turning points: An examination of change in organizational identification. Western Journal of Speech Communication, 53, 273–293.

Eisenberg, E. M., & Goodall, H. L., Jr. (1997). Organizational communication: Balancing creativity and constraint. New York: St. Martin’s Press.

Eisenberg, E. M., & Riley, P. (2001). Organizational culture. In F. M. Jablin & L. L. Putnam (Eds.), The new handbook of organizational communication (pp. 291–322). Thousand Oaks, CA: Sage.

Fox, M. (1994). The reinvention of work. San Francisco: HarperCollins.

Jablin, ——. (2001). Organizational entry, assimilation, and disengagement/exit. In F. M. Jablin & L. L. Putnam (Eds.), The new handbook of organizational communication (pp. 732–818). Thousand Oaks, CA: Sage.