Organizational Behavior-Socialization Essay

Collective vs. Individual socialization is an exciting way of socializing newcomers by introducing them to a similar set of experience rather than separating them into individual experiences (Ashforth, 2001). In collective socialization, newcomers are introduced to new skills together, which means that they get to learn their environment as a group rather than individually. Collective socialization can be applied when establishing a new organization. Employees can be hired at the same time and oriented into the organization together. On the other hand, personal socialization segregates the newcomer from the rest of the group and introduces him or her to the experiences (Kinicki & Kreitner, 2006). For example, a new employee joining an organization for the first time would be set for individual socialization.

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Formal socialization entails separating a newcomer from the rest of the existing members of an organization whenever there is a socialization period (Ashforth, 2001). On the other hand, informal socialization entails incorporating a newcomer into the socialization process within a group in a way that he or she cannot be told apart (Ashforth, 2001). For instance, a new employee undergoing formal socialization would be trained through a clear designate and separate program. Informal socialization entails a newcomer inquiring about internal environment and processes from the existing members and receiving the knowledge one on one. College first-year students undergoing orientation activities are also noticeable.

Sequential socialization entails a situation whereby the organization offers a new employee identifiable steps he or she can follow in the socialization process. (Ashforth, 2001) This type of socialization occurs in subsequent steps that lead to a particular role. For example, an organization may offer a new employee clear steps that he or she can follow to get a supervisory role in the company. On the hand, random socialization lacks clear steps that can be followed by a newcomer to attain a particular position (Kinicki & Kreitner, 2006). The same example of a new employee applies, whereby an organization could fail to provide clear guidelines and steps that lead to a managerial position.

Fixed vs. Variable socialization entails an organization providing clear timelines that stipulate assumption of the new role (Ashforth, 2001). For fixed socialization, the new employee is given a clear timetable indicating when he or she is supposed to complete passage and get into a new role. For examples, new employees within an organization may be directed to accept assignments whether they prefer to or not. Variable socialization allows employees to finish the onboarding process according to their preferred pace (Schein, 2003). For example, business organizations that are affected by factors out of their control such as turnover and low economic rates often consume this socialization category.

Serial vs. Disjunctive socialization is also widely encompassed with the procedure of skilled organization staff in mentoring the new members of the organization (Ashforth, 2001). A good example of serial socialization would be a police officer who just joined the force receiving instructions of a patrol from a more experienced officer. On the other hand, disjunctive socialization there are no mentor assignments. As such, new members of an organization do not follow their predecessors' guidelines.

Investiture vs. divestiture socialization entails the affirmation that a newcomer's experience and global role identity are accepted into the organization (Cummings & Worley, 2014). On the other hand, divestiture socialization is denying the newcomer his or her sense of self and reconstructing it according to the image of the organization (Schein2003. For instance, new officers of the law are required to wear uniforms and regard themselves as representatives of the force.

References

Ashforth, B. E. (2001). Role Transitions in Everyday Life: An Identity-based Perspective.

Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage learning.

Kinicki, A., & Kreitner, R. (2006). Organizational behavior: Key concepts, skills & best practices. Columbus, OH: McGraw-Hill/Irwin.

Schein, E. H. (2003). Organizational socialization and the profession of management. Organizational influence processes, 36(3), 283-294.