1. Introduction
This report will present a balanced fact-based perspective on the issue of Organisational
Socialisation. It will explore its modus operandi and examine its use as a form of behaviour
modification/manipulation technique which can be used to benefit the company. In addition,
the manipulative effect will also be studied in positive or negative perspectives depending on
use addressing specifically the question of ethics.
2. Definitions
Organisational Culture
Organisational Culture encapsulates psychology, attitudes, experiences, beliefs and values
(personal and cultural values) of an organisation. It has been defined as "the specific collection
of values and norms that are shared by people and groups in an organisation and that control
the way they interact with each other and with stakeholders outside the organisation.
Organisational Socialisation
Van Maanen and Schein (1979) state that Organisational Socialisation is the process by which
an individual acquires the social knowledge and skills necessary to assume an organisational
role. Through this process a new member or employee 'learns the ropes,' by becoming
sensitive to the formal and informal power structure and the explicit and implicit rules of
behaviour.
Wanous et al. (1984) additionally state that Organisational Socialisation is the process by
which an individual enters an organisation and becomes a fully participating and effective
member.
1
4. The socialisation of new members into an organisation's culture is no more or less than a manipulation of the individual,
and is unethical and should be condemned. Discuss whether you agree or disagree and explain the reasons for your answer.
UB NO: 08029861
3
4. The socialisation of new members into an organisation's culture is no more or less than a manipulation of the individual,
and is unethical and should be condemned. Discuss whether you agree or disagree and explain the reasons for your answer.
UB NO: 08029861
It is less easy to see ethical issues with behaviour modification through Organisational
Socialisation if looked through Van Maanen's and Schein's process scope "by which an
individual acquires the social knowledge and skills necessary to assume an organisational
role."
The recent spat between new and old members of the Association of Women for Action and
Research (AWARE) Singapore brings to importance the anticipatory phase.
If organisation had communicated its sexual ‘inclusive’ values to these new members at the
Pre-arrival stage (Pascale, 1985), would it have avoided the subsequent internal power
struggle against those who were advocates for homosexual equality? This would have avoided
a negative perception of the organisation and its inclusiveness in a public arena. To AWARE’s
management, a proper anticipatory socialisation process would have been perceived as
ethical.
However would forcing those new members to accept the values of AWARE of being
'inclusive' mean coercion upon them to compromise since they are fundamentally (through
4
4. The socialisation of new members into an organisation's culture is no more or less than a manipulation of the individual,
and is unethical and should be condemned. Discuss whether you agree or disagree and explain the reasons for your answer.
UB NO: 08029861
religious affiliation) opposed to homosexuality? To the new members this would be unethical.
Or does the debate hinge on perspective?
ii. Encounter Phase -- The initial experiences of the new member in the organisation
The encounter phase is essentially the first few days on the job. A common activity during this
phase could be an orientation programme designed to communicate the mission, vision and
values of the organisation to the new members. This is considered a formal tactic of
socialisation as identified by Van Maanen and Schein (1979). The ultimate aim of this phase is
to communicate and where possible/necessary ensure an acceptable degree of conformity to
organisational norms and the gradual acquisition of appropriate role behaviour (Johns and
Saks, 2007).
Enron’s failed corporate culture notably placed questionable emphasis on the value of money
resulting in unethical corner-cutting by pressured executives struggling to make their numbers
and the formation of a ‘yes-man’ culture. Jeff Skilling, the former CEO was even quoted as
saying “You can buy loyalty with money.” (Zellner, 2002). It can be effectively argued to force
a new member to adapt to such an environment is unethical because it causes one to
compromise professional ethics. This particular example has down-the-line repercussions in
Feldman’s third phase of socialisation – Change & Acquisition – where after a behaviour
change in new members has occurred, they now in turn show other newcomers ‘the ropes’
which is defined a Serial tactic (Van Maanen and Schein, 1979).
5
4. The socialisation of new members into an organisation's culture is no more or less than a manipulation of the individual,
and is unethical and should be condemned. Discuss whether you agree or disagree and explain the reasons for your answer.
UB NO: 08029861
The enabling of employees to continue learning can be construed / perceived as ethical. Van
Maanen and Schein (1979) themselves stated, "…that learning itself is a continuous and life-
long process, the entire organisational career of an individual can be characterised as a
socialisation process."
Most times though the need for Organisational Socialisation and ensuring culture
homogeneity stems from the negative desire to not ‘rock-the-boat’ by potentially interrupting
current practices or questioning process status quo.
5. Conclusion
The debate over the ethicality of Organisational Socialisation continues to have proponents on
both sides of the coin. For the purpose of this report, the conclusion is that Organisational
Socialisation is not unethical in itself but the socialisation tactics adopted under various
organisational conditions can have ethical dilemmas.
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4. The socialisation of new members into an organisation's culture is no more or less than a manipulation of the individual,
and is unethical and should be condemned. Discuss whether you agree or disagree and explain the reasons for your answer.
UB NO: 08029861
References
Baker, H.E. III (1992). ‘Employee socialization strategies and the presence of union
representation’, Labor Studies Journal, 17 pp.5-17
Concise Oxford English Dictionary (2004). 11th ed. Edited by Soanes, C., Stevenson, A.
John, G. and Saks, A.M. (2007). Organizational Behaviour: Understanding and Managing Life
at Work, 7th ed. Canada: Pearson Education
Ofshe, R.J., (1992). ‘Coercive persuasion and attitude change.’ In E. F. Borgatta & M. L.
Borgatta (Eds.). Encyclopedia of sociology, pp. 212-224. New York: Macmillan
Robbins, S. (2001). Organizational Behaviour. Prentice Hall, 9th ed. New Jersey
Schein, E.H. (1992). Organizational Culture and Leadership, 2nd ed. Jossey-Bass, San
Francisco, CA
Skinner, B.H. (1935). ‘The generic nature of the concepts of stimulus and response’. Journal
of General Psychology, 9, pp. 40-65.
Van Maanen, J.E., Schein, E.H. (1979). ‘Towards a theory of organizational socialization’, in
Staw, B.M. (Eds), Research in Organizational Behaviour, 1, 209-64
Wanous, J.P., Reichers, A.E., Malik, S.D. (1984). ‘Organizational Socialization and Group
Development: Toward an Integrative Perspective’. The Academy of Management Review, 9:
4, pp. 670-683
Zellner, W. (2002). ‘Jeff Skilling: Enron’s Missing Man’, Business Week, February 11, pp. 38–
40
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4. The socialisation of new members into an organisation's culture is no more or less than a manipulation of the individual,
and is unethical and should be condemned. Discuss whether you agree or disagree and explain the reasons for your answer.
UB NO: 08029861
Appendix
The key factors that distinguish coercive persuasion from other training and socialization schemes
Pascale, R.T. (1985). ‘The Paradox of Corporate Culture: Reconciling ourselves to socialization’.
Californian Management Review, 27:2, pp. 26-41
Van Maanen, J.E., Schein, E.H. (1979). ‘Towards a theory of organizational socialization’, in Staw, B.M.
(Eds), Research in Organizational Behaviour, 1, 209-64
7
4. The socialisation of new members into an organisation's culture is no more or less than a manipulation of the individual, and is unethical and
should be condemned. Discuss whether you agree or disagree and explain the reasons for your answer.