Chapter 2

Organizational Socialization
The process by which a person learns the values, norms and required behaviors
which permit him to participate as a member of the organization
Process which people learn the ropes
New employees learn to adapt to the culture
Promoting and reinforcing the organizations core values and beliefs

Timberland
Interns given responsibility and opportunities to share ideas
Make sure new hires are passionate about corporate social responsibility

Golds Gym
High employee involvement
Education tools to help associates understand the value of living healthy
Orientation tour of facilities

Direct Capital
Extremely passionate
Passion drives success in everything
Employers to provide feedback to all of their employees
Point employees down the path of success

Chapter 14
Transformational leaders
Engender trust seek to develop leadership in others, exhibit self-sacrifice and
serve as moral agents, focusing themselves and followers on objectives that
transcend the more immediate needs of the work group
Leaders identifies the needed change
Creates a vision to guide them through change
Four key sets of leader behavior
o Idealized influence
o Inspirational motivation
o Individualized consideration
o Intellectual stimulation

Golds Gym-
Drive, effort and focus
Organizational passion for change
Created a culture of action

Timberland
Encourage interns and new employees to jump in and speak out with new
ideas
 Encourage change
Keeping employees effectively engaged

Direct Capital
Passion drives employees to engage and success
Teamwork

Chapter 15
Organic Organizations
Are flexible networks of multitalented individuals who perform a variety of
task.
Open communication
Employee development
Social consciousness
Human resources
Internal communications
Decentralized
o Need for complex decision-making
More Complex harder to form
Adaptable, and flexible to their environment
Change structures, roles and processes to respond and adapt to the
environments
Employees must be proficient and up to date to any changes inside and
outside the company
High differentiation of task

Golds Gym

Direct Capital
Family-oriented
Fun work environment

Chapter 15
Mechanistic Organizations
Are rigid bureaucracies with strict rules, narrowly defined task, and top-down
communication
Hierarchical culture
Orderliness expected to produce reliability and consistency in internal
process
o Resulting in higher efficiency, quality and timeliness
Decision making centralized
 o Occurs when key decisions are made by top management
Tightly controlled
Environment stable

Timberland
Top-down bottom up approach
o Integrate social and environmental awareness into all levels of the
company