Toward a Theory of Organizational Socialization

Toward a Theory of Organizational Socialization

| John Van Maanen and Edgar H. Schein
The chapter introduces the concept of organizational socialization, which is the process by which individuals learn and adapt to the cultural, structural, and social norms of a work organization. It highlights that organizational cultures are deeply rooted in the recurrent problems and common experiences of members, and they serve as a way to cope with and make sense of the work environment. The process of socialization involves the transmission of information and values, and it can occur through various forms, from quick self-guided learning to lengthy training and apprenticeship. The authors emphasize that socialization is not always functional for both individuals and organizations, and it can lead to both positive and negative outcomes. They also discuss the importance of understanding the organizational setting, including its functional, hierarchical, and inclusionary dimensions, which help explain how socialization occurs and how individuals respond to it. The chapter concludes by outlining the key assumptions and propositions that guide the study of organizational socialization, emphasizing the need for a comprehensive theoretical framework that can explain the structure and outcomes of socialization processes.The chapter introduces the concept of organizational socialization, which is the process by which individuals learn and adapt to the cultural, structural, and social norms of a work organization. It highlights that organizational cultures are deeply rooted in the recurrent problems and common experiences of members, and they serve as a way to cope with and make sense of the work environment. The process of socialization involves the transmission of information and values, and it can occur through various forms, from quick self-guided learning to lengthy training and apprenticeship. The authors emphasize that socialization is not always functional for both individuals and organizations, and it can lead to both positive and negative outcomes. They also discuss the importance of understanding the organizational setting, including its functional, hierarchical, and inclusionary dimensions, which help explain how socialization occurs and how individuals respond to it. The chapter concludes by outlining the key assumptions and propositions that guide the study of organizational socialization, emphasizing the need for a comprehensive theoretical framework that can explain the structure and outcomes of socialization processes.
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