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Socialization Practices and Their Consequences; the Case of an Innovative Organization

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Socialization Practices and Their Consequences; the Case of an Innovative Organization \ WORKING PAPER ALFRED P. SLOAN SCHOOL OF MANAGEMENT Socialization practices and their consequences; The case of an innovative organization Karen A. Epstein Sloan School of Management Massachusetts Institute of Technology December, 1983 WP#1502-83 MASSACHUSETTS INSTITUTE OF TECHNOLOGY 50 MEMORIAL DRIVE CAMBRIDGE, MASSACHUSETTS 02139 Socialization practices and their consequences: The case of an innovative organization Karen A. Epstein Sloan School of Management Massachusetts Institute of Technology December, 1983 WP#1502-83 Prepared with the support of: Chief of Naval Research, Psychological Sciences Division (code 452), Organizational Effectiveness Research, Office of Naval Research, Arlington, VA 22217, under Contract #N0014-80-C-0905: m 170-911 s -1- Abstract As a result of socialization experiences, newcomers to any organization will learn what behaviors, attitudes, work styles, norms, career paths, etc., that organization considers acceptable. The critical period of socialization begins with the initial contact between an individual and an organization and continues until some time after the individual actually enters the organization. Different socialization practices will elicit different responses in individuals experiencing the socialization. The purpose of this study is to apply a theory which relates socialization practices to their outcomes in one organization. The theory of concern in this study is that of Van Maanen and Schein (1978; 1979), who present seven dimensions of socialization strategy. Each dimension reflects a pair of polar tactics which may be practiced by an organization. At a given passage into or within an organization, each tactic (strategy) either elicits or retards innovative behavior. Thus, links between tactic and outcome can be hypothesized for a passage in an organization. The data were gathered through interviews of supervisors in an innovative organization, the main engineering group of a computer firm. Supervisors were selected to represent the population on the basis of age, gender, years in the organization, years as a supervisor, and education level (n=13). Prior to the interview, each supervisor received an outline of topics to be covered. The topics range from recruiting and entry into the firm, to career planning and movement within the firm, to job assignments and evaluations. The data for each topic were content analyzed and then classified according to the seven theoretical dimensions. The data reveal that the organization seeks individuals who will fit into the organization on the basis of personality traits: newcomers are to be individualistic and creative. Hence, selection for fit results in a high degree of homogeneity, as is present in the data. The empirical test of the hypothesized links between socialization practices and outcomes confirms most of Van Maanen' s and Schein' theory: the data confiirm six of the seven hypothesized links. The one disconfirmed hypothesis is in the fixed/variable dimension. The theory is broadened by a discussion of situationally specific factors which result in this theoretical surprise. In particular, an innovative organization in a high growth and high technology environment need not prescribe fixed timetables for movement. The lack of fixed timetables does not necessarily result in the anxiety and consequent non-innovative responses theorized by Van Maanen and Schein. -2- I Introduction In any organization, new employees (newcomers) through their socialization experiences will learn what behaviors, attitudes, work styles, norms, career paths, etc., that organization considers acceptable. The critical period of socialization begins with the initial contact between an individual and an organization (often a recruiting interview) and continues until some time after the individual actually enters the organization. In the course of the first contact, the organization presents to the potential employee an overview of itself and possibly the specifics of a position. After entry into the organization, the words and actions of those around the newcomer expose him or her to additional information, both implicit and explicit, pertaining both to the organization and to working in the organization. Thus, the individual picks up cues regarding appropriate attitudes and behaviors, the norms and values of the organization, and what people with a given job title actually do. These early socialization experiences expose the newcomer to what goes on and to what is acceptable within the organization of which he or she is becoming a member. As will be discussed, different socialization practices elicit different responses in individuals experiencing the socialization. The purpose of this study is to test, in an innovative organization, a theory (Van Maanen, 1978; Van Maanen & Schein, 1979) which relates socialization practices to their outcomes. The time frame or passage of concern is entry into the organization. Thus, all socialization practices will be measured for this passage. -3- The socialization agents whose views and practices will be described are individuals on the first rung of a management career ladder (supervisors). The organization whose socialization practices are considered is the main engineering organization of a computer firm. In this paper, the engineering organzation will be referred to as LINC. -4- II Socialization theory Organizational socialization is the process by which a newcomer learns to function in an organization by an internalization of its norms, values, appropriate behaviors, and attitudes in order to make sense of the new environment (Moore, 1969; Marcson, 1960; Van Maanen, 1976; Schein, 1971; Feldman, 1980). Brim (1966) describes socialization as the means by which an individual acquires the culture of his or her group both by understanding status positions and by learning role prescriptions and role behaviors. Van Maanen (1976) and Feldman (1980) discuss the continuous nature of the socialization process: Van Maanen (1976: 68) describes the process as a "matching and melding of individual and organizational pursuits" and Feldman (1980) refers to the need for continuous acqusition of new behaviors and attitudes as ongoing socialization. Socialization can be formal or informal, its results intended or unintended (LeVine, 1969). When successful, organizational socialization results in "individuals becom[ing] members and continu[ing] as members of an organization" (Van Maanen, 1977: 15) and in the individual's developing an identity with the organization (Feldman, 1980). Studies have considered socialization of individuals into a variety of occupations. This paper focuses on socialization of computer scientists/engineers in one organization. Organizational socialization begins with the initial contact between an individual and an organization. During the period of 2 pre-entry or anticipatory socialization, the individual begins to -5- develop expectations regarding working in the organization. In addition, behaviors, values, and attitudes of those in the organization may begin to be picked up and integrated by the individual. With actual entry into the organization, the breaking in period begins. The newcomer searches for meaning in the patterns he or she observes: the clues perceived by the individual may be conflicting or hidden (Van Maanen, 1977). This search for meaning is the first step in interpreting and understanding the new environment (Van Maanen, 1976; 1977; Feldman, 1976). Part of the socialization of a newcomer is the "unfreezing" of old ways. In the course of "unfreezing," assumptions held by the newcomer may be challenged or disconfirmed by experiences in the new organization (Schein, 1968). After entry, the newcomer may also learn the relevant career timetables operating in the organization: with this knowledge, a sense of progress relative to organizational norms can be measured. Socialization outcomes and innovation Schein (1964) describes three possible outcomes of socialization: rebellion, creative individualism, and conformity. Each reflects the degree of acceptance by the newcomer of an organization's norms and values. One who rebels is totally rejecting the organizations norms and values. At the other extreme is the conformist who accepts all the norms and values of the organization. In between is the response of creative individualism which implies an acceptance only of the organization's pivotal norms and values— those norms and values that are absolutely necessary to the organization. Thus the response of creative individualism allows the newcomer to maintain some of his or her own values and norms and still function in the organization. -6- These three outcomes can be summarized along a continuum from innovative to non-innovative responses. Clearly, with an outcome of creative individualism, the individual is not constrained and is thus able to create — to innovate. Rebellion and conformity each tend toward non-innovative responses, because the individual is either accepting the existing means of functioning, or is so busy fighting the system through rebellion and rejection of its norms and values that creativity or innovation becomes an impossible response. The innovative non-innovative continuum raises some interesting issues. For instance, if, in an organization, outcomes somewhere along this continuum are desired, what can be said about how newcomers should be socialized? Van Maanen and Schein (Van Maanen, 1978; Van Maanen £e Schein, 1979: 7-8) present a theory of "interrelated theoretical
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