Occupational Socialization Essay
analytical Essay
1911 words
Femi Taiwo
CRJU 6811- Module 5 Exercise
1) Explain how occupational socialization influences the criminal justice system.
Occupational socialization is the process by which a person acquires the values, attitudes, and behaviors of an ongoing occupational social system (Stojkovic, Kalinich, & Klofas, 2013, p. 250). It is a continuous process and may result in both legal and illegal behaviors. Becoming aware of organizational and occupational practices, internalizing them, and carrying them out as participating members of the work group, affects the way they perceive, influence, and interact with citizens in a law enforcement capacity. These are influenced intentionally while going through training when beginning the primary introduction into a new organization, and through the actual experience in the office and on the job interactions. Police socialization for example, ensures that individuals acquire the necessary knowledge to perform adequately on the job.
2) Define and explain organizational culture.
An organizational culture is defined as a set of assumptions, values, and beliefs shared by members of an organization (Stojkovic, Kalinich, & Klofas, 2013, p. 250 & 251). These shared traits develop
…show more content…
In this essay, the author
- Explains occupational socialization is the process by which a person acquires the values, attitudes, and behaviors of an ongoing social system and may result in both legal and illegal behaviors.
- Defines an organizational culture as a set of assumptions, values, and beliefs shared by members of an organization. this culture contributes to the cohesion and functionality of the group.
- Analyzes how police officers' unique, conflicting and complicated role in society evolved from the unique nature of their task requirements. the community at large sees policeman as one to be tolerated and avoided.
- Explains that role conflict is one of the problems in which take place within the socialization process.
- Explains that socialization occurs during recruitment and selection, such as a poolee awaiting training in boot camp, and cadets, police officers, sergeants and captains.
- Explains that power relations can have far reaching effects. different expressions of power will have different impacts on organizations. legitimate, charismatic, and expert power are more universally accepted.
- Explains that to manage effectively, it is helpful to understand the personalities of different employees and also useful for placing people into jobs and organizations.
- Defines openness as the degree to which a person is curious, original, intellectual, creative, and open to new ideas. their open-mindedness leads them to seek information and feedback about how they are doing and to build relationships.
- Explains that moody people have trouble forming and maintaining relationships and are less likely to be someone people go to for advice and friendship. neurotic people tend to have emotional adjustment problems and experience problems at work.
- Explains that extraversions are effective managers and demonstrate inspirational leadership behaviors. they are outgoing, talkative, sociable, and enjoy socializing.
- Explains that agreeable people help others at work consistently, are likeable and get along with others. they may be valuable additions to their teams and effective leaders.
- Explains that there is a relationship between legitimacy and political behavior in criminal justice organizations.
- Analyzes how van maneen's "learning the ropes" describes the occupational socialization process in the federal judiciary.
- Analyzes how van maneen's essay, "the asshole," explains the role of police humor as depicted by pogrebin and poole.
- Explains legal authority is rooted in rules and regulations of an organization. superiors are subject to rules that limit their powers, separate their private lives from official duties and require written documentation.
- Explains that social psychologists john french and bertram raven identified five bases of power: legitimate, reward, and expert.
Power relationships can remain deeply embedded in relationships and institutions and may, therefore, be difficult to transform. Different expressions of power will have different impacts on organizations. Consequences of power relations within organization are along two dimensions: behavioral and attitudinal conformity. Types of power are not equally effective in every situation. Legitimate, charismatic and expert power are more universally accepted whereas, reward and coercive power can be effective if used for a legitimate purpose. However, reward and coercive power may lead to dysfunctional effects if used illegitimately; learned helplessness (psychological dependence), or resistance (psychological
Related
- explanatory
- analytical
- Case Study Of Rosecrance's Organizational Cultureexplanatory essayDefinition of an Organizational culture: Within an organization, a shared set of beliefs, expectations, values, and norms are established to influence groups, teams, and individuals to interact and work together collectively to achieve organizational goals (Jones and George, 2014, p. 84).
In this essay, the author
- Explains the comprehensive interview of health care professionals in leadership: rosecrance health network in rockford, illinois.
- Explains that they believe in the power of fellowship, hope, and the desire of every human spirit to heal.
- Opines that spirituality is central to the recovery process and acknowledges the presence and power of god.
- Describes how the rosecrance’s our core values positively influence the organizational culture of the organization to inspire adolescents, adults, children, and families to change their lives for the better.
- Describes the latest advancements and/or treatments that rosecrance's facilities serve adolescents, adults, children, and families.
- Asks how rosecrance wants to change the negative culture of mental illness and substance abuse stigmatized in today's society.
- Describes the reasons why they think they are a leader.
- Describes rosecrance's vision of making a lasting societal impact by offering behavioral health services for adolescents, adults, children, and families.
- Opines that rosecrance's mission has become possible to better the lives of individuals who enter one of its facilities, homes, offices, and campuses in the chicagoland and rockford area.
- Explains the importance of addressing community's concerns at rosecrance health network. the not-for-profit organization provides substance abuse and mental health services for adults and children.
- Describes rosecrance's latest advancements and/or treatments that need to be reinforced or improved to fit the needs of patients who enter one of its facilities.
977 wordsRead More - The Organizational Culture Of The Lincoln Electric Companyexplanatory essayOrganizational culture is the intangible quality keeping the workforce, leadership, customers and stakeholders bounded together. It is the system with which an organization functions and produces. “Organizational culture refers to a system of shared assumptions, values, and beliefs that show people what is appropriate and inappropriate behavior” (Flat World Knowledge, n.d.).
In this essay, the author
- Explains that organizational culture is the intangible quality keeping the workforce, leadership, customers and stakeholders bounded together. it's the system with which an organization functions and produces.
- Explains how lincoln electric company began as a small and unassuming business in 1895, when john c. lincoln began manufacturing his patented motor. from these humble beginnings, the company grew into an organization with employees who do not leave.
- Explains that james lincoln, younger brother to john, took over the company in 1914 as general manager and vice president, and began to build the organizational culture.
- Explains how a people-oriented culture was blooming, as evidenced by the activities borne of the advisory board and implemented by mr. lincoln.
- Explains how a piecework pay system introduced the outcome-oriented culture of lincoln electric. employees were paid every two weeks and earnings were adjusted according to the consumer price index.
- Explains that lincoln electric company continues its operations in the same outcome-oriented culture. all employees, from the top down, are equally accountable for the success of the business.
- Explains that employees are included in organizational decision-making. input is encouraged from everyone based on the idea that workers doing the work are directly responsible for the company's success.
- Explains that lincoln electric is an organization with more than one culture. it remains people-oriented but is very much an outcome oriented company as well.
- Explains that lincoln electric has a third culture, one of innovation. innovation is included on the merit rating cards used for employee evaluations — ideas and cooperation.
- Analyzes how lincoln electric's flat hierarchy is seen in the lack of fringe benefits for leadership. the on-site cafeteria serves meals costing about 60% of usual costs, and management pays to eat at the same rates as employees.
- Explains that lincoln electric company's success and longevity are rooted in the values and traditions of its founders, john and james lincoln. customer is always first, employee second, and stockholders last.
765 wordsRead More - Organizational Cultureanalytical essayOrganizational culture can be defined as a system of shared beliefs and values that develops within an organization and guides the behavior of its members. It includes routine behaviors, norms, dominant values, and a feeling or climate conveyed. The purpose and function of this culture is to help foster internal integration, bring staff members from all levels of the organization much closer together, and enhance their performance.
In this essay, the author
- Defines organizational culture as a system of shared beliefs and values that develops within an organization and guides the behavior of its members. it helps foster internal integration, bring staff members from all levels of the organization closer together, and enhance their performance.
- Opines that there is a widely held misconception that organizations have only one uniform culture, which fails to recognize that in many organizations there are groups that are unique of the dominant culture.
- Analyzes how the company's perception of a "fortress culture" may have been due to the fact that it was in the highly competitive field of financial services. the theory is inadequate because it assumes that many of the individuals are full-time staff members and have short-term job certainty.
- Explains that many of the fail points within an organization could be traced directly back to its socialization process.
- Explains that the company followed the traditional pattern of selecting potential candidates through trained recruiters and a standardized procedure. the organization had many similarities with the next step in which the successful candidates were placed in challenging environments.
- Explains that the company was unsure whether they would retain the services of the new staff, which made many new recruits feel inadequate when compared to their full-time counterparts.
- Analyzes how the socialization theory concluded that the staff and the firm would work together in promoting these shared beliefs and dismissed those individuals that deviated from the norm.
- Explains how the socialization process fails when the field of business is competitive. older staff members would not be willing to accept new staff and help them develop their skills.
- Opines that if the organization wanted to maintain competition between its staff members, it would have been more appropriate for their socialization process to be much more rapid.
- Analyzes how the uncertainty surrounding the position was a reflection of the department head's managerial style. he believed that uncertainty would make individuals more productive and in line with the firm’s notion of accepted norms and behaviors.
- Opines that the company would have been more successful if the manager tried to promote the culture in a positive way.
- Analyzes how the theory of sharedness and intensity explains how an organization failed to achieve its goal.
- Explains that the degree of intensity can also be connected to the reward structure. when individuals realize that they will be rewarded for doing things the "corporate way," their desire increases dramatically.
1767 wordsRead More - The Collins English dictionary (2016) defines organizational culture as customs, rituals and values shared by the members of an organization that have to be accepted by new members. Stephen Robbins identified organizational culture as uniform perception of an organization which has common characteristics (Robbins, 1986). Denise Rousseau on the other hand defined organizational culture as a set of commonly experienced stable characteristics of an organization which shows the distinctive features of an organization which differentiates it from others (Rousseau, 2000). Geert Hofstede identified culture as the collective programming of the human mind that distinguishes the members of one group for those of another. According to Hofstede, culture
In this essay, the author
- Explains that the collins english dictionary defines organizational culture as customs, rituals and values shared by the members of an organization that have to be accepted by new members.
- Explains that schein saw culture as an abstraction that needed to be understood at a deeper level for us to understand it. he divided organizational culture into 3 levels.
- Explains that values are a useful alternative to control and order through bureaucracy and provide the moral compass for an organization.
- Argues that schien's 3 level of culture model is one of the few conceptual models in organizational culture.
- Explains how schein's cultural foundations are based on underlying assumptions, which are not easily observable and can be adapted to study organizational culture.
- Explains that artifacts can be seen, heard and felt about an organization through its people, infrastructure, and processes related to the organization.
- Analyzes how schein's model has contestations and gaps. gagliardi and hatch argue that the active role of assumptions in developing and redeveloping culture is not addressed.
1633 wordsRead More - Organizational Culture In Enronanalytical essayAccording to (Organic Workspaces, n. d) an organization’s culture refers to the observable, powerful forces in any organization, usually constituted by the employees’ shared values, beliefs, symbols, and behaviors. The organizational culture ideally influences its decisions and actions (Tharp, n. d). (Watkins, 2013) also defines organizational culture as a consistent and observable pattern of behavior in organizations. An organization’s culture channelizes individual decisions and actions at a subconscious level, and thus, can have a potent effect on an organization’s success. Organizational cultures facilitate the existence of a common ground for all stakeholders, particularly the employees and managers in addressing various issues within an organization. It reduces uncertainty thus providing a sense of direction and vision for the organization. Organization’s cultures can be observable in its people, processes and products as well as leadership’s embraced values in shaping its operations.
In this essay, the author
- Explains the role and responsibility of the leadership of an organization is to create and sustain an organizational culture that bolsters a sense of direction and vision regarding the code of ethics and business ethics.
- Explains that the leadership of an organization drives its organizational culture, which in turn drives employee behavior in achieving organizational goals and objectives.
- Defines organizational culture as a consistent and observable pattern of behavior in organizations. organizational cultures facilitate the existence of common ground for all stakeholders, especially the employees and managers.
- Explains that business ethics refers to a set of organizational values and codes of principles, by which it evaluates its actions and business-related decisions.
- Argues that jeff skilling's leadership style exemplified the organizational culture at enron, but most aspects negatively impacted the company.
- Argues that a good human resource system can improve an organization's ethical environment by creating an assurance that employee efforts to report incidences of illegal or unethical practices are recognized and rewarded.
1788 wordsRead More - The Power Of Poweranalytical essayPower is an essential in Organizational Behavior. According to the authors (Uhl-Bien, Schermerhorn Jr., Osborn, 2013), power is the ability of an individual or group to influence or control others in any sort of aspect. Power is classified into two categories; one being position power which stems from the formal hierarchy or authority that comes with the specific position or role and two personal power which resides in the individual themselves and generates relationships with others (Uhl-Bien, Schermerhorn Jr., Osborn, 2013). There are many ways individuals respond to power.
In this essay, the author
- Argues that one-way communication is not effective as an interpersonal communication. hertz allows consumers to rent their vehicle by themselves without even needing to speak to any of the company's representatives.
- Explains that providing an interpersonal communication where consumers can question the hidden fees right away is one solution that can later lead to the growing success of hertz.
- Explains that power is the ability of an individual or group to influence or control others in any sort of aspect.
- Explains that communication is the process of sending and receiving messages. interpersonal communication can ensure the receiver and sender can achieve the same understanding and cause a conflict.
1238 wordsRead More - The Organizational Culture Of Starbucksanalytical essayDefining culture has always been a debatable topic, however culture can be determined by consistent observable patterns of behavior in organizations, or as Aristotle said, “We are what we repeatedly do,” (Watkins, Michael D, 2013.) Organizational culture relates to long existing shared beliefs and values within an organization and executed by staff. An organization’s culture influences employees, business success, profitability and so much more. Managers adjust leadership behaviors to accomplish the goals and missions envisioned by the organization; employees then follow suit under the direction of their managers. An organization with a strong organizational culture uses their culture to their advantage creating success.
In this essay, the author
- Explains that an organization's culture influences employees, business success, profitability and so much more. managers adjust leadership behaviors to accomplish the goals and missions envisioned by the organization.
- Explains that starbucks opened in 1971 in seattle, washington, and in 1981, howard schultz walked in and the rest was history. he went on to study coffee bars in countries like italy and eventually purchased starbucks in 1987.
- Describes the key elements of starbucks' organizational culture that contributes to its success in a global economy.
- Explains that starbucks has many aspects to their culture, but the main features of their open culture are the following:servant leadership (employees first)relationship driven approachcollaboration and communicationopennessinclusion and diversity. howard schultz believed if his employees were successful, starbucks too would be successful.
- Evaluates the effectiveness of starbucks' management decisions in providing innovative offerings for its customers in order to achieve its current competitive marketplace advantage.
- Explains that fast food restaurants have implemented mobile apps for customers to use from their smart phones. taco bell, chick fil-a, and starbucks are just some of the many restaurants that have debuted mobile app and been successful.
- Explains that fast food service is making a move similar to what gas stations did when they became self-serve stations. technology can perform one of the basic functions done by employees allowing the focus to be on customer service.
- Describes one (1) key management competency that a successful manager at starbucks is likely to have.
- Opines that successful managers focus on their employees, the organization, and strengthening their leadership skills. exceptional managers make sure that employees are well trained and developed.
- Opines that a manager focused on employee growth and personal development would be good fit at starbucks. starbucks believes that employees are better when they are supported, and the better the employee is, the company is to succeed.
- Evaluates starbucks' ability to achieve long-term sustainability as a global leader in the coffee industry without the organization's ceo, howard schultz.
1001 wordsRead More - Organizational Culture Definitionexplanatory essayAccording to our textbook numerous authors have different definitions for organizational culture. One definition from Pizer and Hartel defines organizational culture as “Shared assumptions, values, and beliefs of a social group” (pg. 93). I define organizational culture as a group of individuals who share the same traits, they don’t have to be of the same race, ethnicity, or culture but have the same concepts of how they want to accomplish goals and agree unanimously how to implement those goals in order to succeed. Having the same values could mean in my opinion having the same values when it comes to tradition and how we each look up to our cultures. Shared assumptions means that cultures have the same way of thinking and taking on messages, and finally beliefs is what we as individuals have faith in what we believe to be right and wrong, how we live our lives should be carried on.
In this essay, the author
- Defines organizational culture as shared assumptions, values, and beliefs of a social group.
- Explains that organizational culture has three characteristics: shared understanding, intangible nature, and human behavior.
- Describes the disney institute as one of the major developmental production companies in the world. the institute is based around values, such as leadership, and inspires individuals in reaching the next goal.
- Explains that mickey mouse and the other disney characters represent the cultural environment of disney. the institute uses a metaphor to communicate how members act towards each other, clients, customers, competitors, and other members.
545 wordsRead More - According to (Organic Workspaces, n. d) an organization’s culture refers to the observable, powerful forces in any organization, usually constituted by the employees’ shared values, beliefs, symbols, and behaviors. The organizational culture ideally influences its decisions and actions (Tharp, n. d). (Watkins, 2013) also defines organizational culture as a consistent and observable pattern of behavior in organizations. An organization’s culture channelizes individual decisions and actions at a subconscious level, and thus, can have a potent effect on an organization’s success. Organizational cultures facilitate the existence of a common ground for all stakeholders, particularly the employees and managers in addressing various issues within an organization. It reduces uncertainty thus providing a sense of direction and vision for the organization. Organization’s cultures can be observable in its people, processes and products as well as leadership’s embraced values in shaping its operations.
In this essay, the author
- Explains the role and responsibility of the leadership of an organization is to create and sustain an organizational culture that bolsters a sense of direction and vision regarding the code of ethics and business ethics.
- Explains that the leadership of an organization drives its organizational culture, which in turn drives employee behavior in achieving organizational goals and objectives.
- Opines that madsen, s., vance, c. (2009) unlearned lessons from the past: an insider’s view of enron's
- Defines organizational culture as a consistent and observable pattern of behavior in organizations. organizational cultures facilitate the existence of common ground for all stakeholders, especially the employees and managers.
- Explains that business ethics refers to a set of organizational values and codes of principles, by which it evaluates its actions and business-related decisions.
- Argues that jeff skilling's leadership style exemplified the organizational culture at enron, but most aspects negatively impacted the company.
- Argues that a good human resource system can improve an organization's ethical environment by creating an assurance that employee efforts to report incidences of illegal or unethical practices are recognized and rewarded.
1719 wordsRead More - Theory Of Organizational Cultureexplanatory essayThe concept of organizational culture is one of the most debated topics for researchers and theorists. There is no one accepted definition of culture. People even said that it is hard to define culture and even more change it. It is considered a complex part of an organization although many have believed that culture influences employee behavior and organizational effectiveness (Kilmann, Saxton, & Serpa 1985; Marcoulides & Heck, 1993; Schein, 1985a, 1990).
In this essay, the author
- Explains that the concept of organizational culture is one of the most debated topics for researchers and theorists. there is no one accepted definition of culture.
- Explains that there have been varying definitions or theorists about the concept. some define it as a single idea while others relate it to values, meanings, norms.
- Describes pettigrew's definition of organizational culture as a system of publicly and collectively accepted meanings operating for the given group, which led to it being one of the most studied topics.
- Explains how schein (2004) divided culture into six parts: it is a pattern of basic assumptions, it must be invented, discovered, or developed; it copes to the current situation through external adaptation and internal integration.
- Explains schein's organizational culture model, which is divided into three layers: artifacts and symbols, espoused values, and assumptions.
- Explains that schein (2006) identified two levels from an outside perspective: visible elements and invisible elements, which develop over time through the history and the relationship of people in the organization.
- States that although there are different definitions of culture in organizations, all researchers agree that there is an individual fit for each organization. however, this does not mean that organizational culture is abstract and cannot be defined or determined as a whole.
- Defines corporate culture as the basic assumptions about how the world is and ought to be that a group of people share and that determines their perceptions thoughts, feeling, and overt behavior.
739 wordsRead More