Globalization

1. What is globalisation?
a. Growing worldwide interconnection, leading to better integration
i. Transport and communications, sharing of information (Launch of
worldwideweb - internet).
b. Rapid, discontinuous change in social, political, economic spheres
i. Asian economic crisis (Initially affected only asia, then later on
spread across the world)
ii. Unsteady change
iii. Development is fast in first world countries. However there is a time lag
for people to keep up with the change (e.g implementation of new
manufacturing technology).
c. Increase participants diversity
i. In short term - more cultural exchanges due to increase mobility of people
ii. More participation of SME besides MNC
iii. Both private and public firms have access to the global market
iv. Global market shifting - Technology shift allows diversity of markets (e.g
nokia used to dominate the handphone market. Now apple, samsung
etc. Another e.g is app developers)
v. In long term - Standardization of culture, loss of culture
d. Growing complexities of activities (economic, political)
i. Higher complexity in business if one is looking at a global market,
consider different factors in different countries, not just local.
ii. Macdonalds have specialized menu overseas to suit the tastes in
different countries. They also changed their physical restaurant
appearance to suit the country’s economic status.

2. Views on globalization
a. Skeptical view
i. History repeats itself - Nothing new, happened in the past before.
ii. Large corporations account for the same amount of world output as
they did 10 years ago.
iii. Silk Road open middle east to china
b. Hyperglobalist view
i. Globalization is a new stage of human history where the power of a
nation/state is supercede / replace by business activities.
ii. Globalization is an economic phenomenon.
iii. Businesses care about themselves (Profits). Disinterested parties working
for their own self-interest.
iv. Businesses can displace or reshape local authorities/government.
1. Exploitation of BP in nigeria, lack of care for environment.
2. Burning of forest in indonesia (Plantation companies) that
lead to large scale haze.
 v. Businesses affect political relations and power spheres.
c. Transformationist view
i. Globalization is a phenomenon where interconnections and
interdependence forge new relationships and dissolve existing ones
ii. For e.g global business often pay their workers more than national
average. - Good relationship formed (Corporate social
responsibility)
iii. Involved in human rights - Microsoft involved in efforts to stop
human trafficking
iv. Microsoft provide immunization for childhood diseases,
concentrating on areas where many children do not live past 5 years
old.

3. Technological Innovation
a. Greater functionality at smaller scale and lower costs (Example of Handphone)
b. Shortened product lifetime and product life cycle
i. Handphone and computer have limited life span, will get phased out with
improvement in technology
c. Imitative competition
i. Level of product differentiation is very subtle (e.g samsung vs apple)
d. Reduced time to develop and bring new products to the market
i. More money pumped into R&D to stay competitive
ii. E.g Game apps, everyday got new apps

4. Global Trends
a. Businesses expanding to the international market
b. Fewer distinction between industrial and service businesses
c. New technologies
d. Demand for better quality and price for services and products
e. Opening of local market to foreign firms
f. Shortening product life cycles
g. Outsourcing
h. International migration of labor and talents

5. Impact of globalization
a. Increase in degree of virtual networking and relationships
i. Better understanding of cultural/language/language differences
b. Demographic shifts
i. Aging societies
ii. Causing business to shift their model of business to focus on what the
market wants
iii. For e.g. Growing demand for work-life integration lead to companies
shifting their method of operation for their employees (paper to email)
c. Generational differences
 i. Baby boomers vs Gen X and Gen Y.
ii. Differences in terms of work, ethics, flexibility, communications style

6. Impact on Organizations (Career, diversity, organizational structure,

organizational transformations)
a. Globalization leads to a shift in demographics, in singapore/Japan where there is
aging population because couples do not want to give birth due to high level of
stress and competition. Because of this, people demand more work life balance.
Organization changes their strategies and goals to engage these people. They
cannot pursue their goals at the expense of the employees.
b. Globalization opens up international job market and there are more career
opportunities for people to choose from. This is made easier by the ease of
mobility with improvement in transportation technology. There is a shift in the way
people define social contract between employers and employees. Employees
value opportunities for development and exposure to different job environment.
Organizations change the way the structure their career progression to engage
their employees. For e.g. Novartis has Graduate Tech Ops program for high
performing staff to have opportunities to work in overseas headquarters and be
recognized as a talent for leadership roles.
c. Increase worldwide interconnection and participants diversity leads to increase in
diversity of an organization. Diversity can enhance an organization’s ability to
adapt to the fast pace changes in the globalized market. For e.g when diversity
was introduced into Nissan, the new foreign CEO changed the old inefficient
process of the company and managed to revive it in the globalized market.
Another example is in universities where the Scientific American Study shows
that increased in international collaboration leads to better research. This can be
seen in NUS where its ranking improved and can be largely attributed to the wide
diversity of researchers and students.
d. Increased competition caused by globalization can cause organizational decline
or organizational growth, depending on the ability of the organization to adapt to
changes. (Use Model of organizational life cycle - Birth, growth decline death)
e. Growing complexity (Demand, nature of operations) caused by globalization
changes the strategy of the organization. The strategy of organization must be
dynamic and flexible to keep up with the fast pace changes and complexity. For
e.g (SAF aims to secure a swift and decisive victory over the aggressors should
deterrence fails, deterrence first. SAF build up its capabilities that is sufficient to
achieve its goal. People and Processes are tuned as well. Process: NS and
Reservist, people: NSmen, NSF. SAF develops people through reservist
Structure: hierarchical and organized into different units for different purposes)
i. Components of the organizational structure (Star Model) changes to
support the overall strategy
ii. Star Model - Capabilities, People, Structure, Rewards, Processes
 f. Peter Senge’s view on learning organization. Changes organization’s processes
and develop people to be a learning organization that adapt to the complexities
of the globalized market and stay competitive by learning faster than competitors.

7. Impact on Individuals (Self, Role and Identities, Learning, Career)

a. More opportunities for individuals in terms of career. Shift in the way one views
career.
b. Globalization is an agent of socialization that shapes a self. (For e.g, tv programs
from USA being aired in Singapore shapes the way one perceives his/her
environment and friends.) - Use concepts from socialization to explain how one
can be socialized by globalization. For e.g (sense of self is affected how other
people perceive you, C H cooley. Media shapes the expectation of other people
have of you and your sense of self will be negatively affected other people if your
expectation does not match up to other people’s perception of yourself.
c. Globalization improves the evaluation of self concept using the mead and role-
taking concept. For adults, they engage in role-playing to better understand other
people from other cultures that are presented on TV or through interaction with
other people. By understanding other people better, they get to self-reflect and
engage in role-taking to better understand their own self.

8. Globalization, more challenges or opportunities?

a. More challenge
i. More competition
ii. Fast pace
b. More opportunities
i. Bigger markets
ii. Few barriers to entry

Organizational Structure
1. Star Model: Framework for decision making
a. Components in the star model should work together to support
organization’s strategy - A set of capabilities that an organization must
excel in order to achieve strategic goals.
b. Strategy is a company’s formula for success, sets the organization’s
direction and encompasses the company’s vision and mission, as well as
short and long term-goals. Cornerstone of the organization design
process.
i. Purpose: Gain competitive advantage - the ability to offer customer
better value through lower prices or greater benefits and services
than competitors can
 ii. Business model: internal logic of a company’s method of doing
business. Business’s value proposition, target customer segments,
distribution channels, cost structure and revenue model. For e.g
internet music site may operate on subscription basis (Unlimited
song for monthly fee)
iii. Business portfolio is a set of product lines or business units that a
firm manages.
c. Idea of strategy dictating organizational form is based on Contingency
Theory - No one best way to organize, organizational design is based on
strategy and the environment that it operates in.
d. Alignment is fundamental to the star model. It is best thought of as an
ongoing process rather than a one time event. The ability to realign as
circumstances change is as important as the initial alignment of
organization to achieve its goals.

2. Components of star model

a. Capabilities
i. Unique combinations of skills, processes, technologies, and human
abilities that differentiate a company.
ii. Created internally and difficult to replicate.
iii. Superior organizational capabilities allow one to gain competitive
advantage - goal as well
iv. Different strategies requires different capabilities and hence,
different organization design. Each design can be tested against
design criteria to determine if it is helpful in creating desired
organizational capabilities.
1. For e.g, pharmaceutical company developing novel
prescription drugs requires strong research and
development capability and an ability to build
relationships with physicians. Whereas a company that
specializes in OTC needs efficient manufacturing
processes and strong consumer marketing capability.
Procter & Gamble has not only strong research and
development capacity but also the capability of bringing
ideas to market. Its crest whitestrips product comes
from blending the company’s technological expertise in
the unrelated area of bleaching, dental care and
adhesives. Campbell soup does not necessarily make
better soup than competitors, but instead it creates
innovative packaging and works effectively with
 retailers on displayers that highlight the convenience of
its product.
v. The process of identifying the most important organizational
capabilities is the first step in drawing connection between strategy
and the form of organization. Once capabilities are identified, a set
of organization implications can be generated to form the basis for
a discussion of alternatives.
b. Structure
i. Determines where formal power and authority are located. Typically
formed around functions, products, geographies or customers.
ii. Sets out reporting relationships, power distribution and
communication channels.
1. Function
a. Organized around major activity groups such as
finance, human resources, research and
development, manufacturing and marketing.
b. Promote standardization, reduce duplication, create
economies of scale, promote sharing of knowledge
and specialization.
c. Suitable for small businesses and large companies
that are in a single line of business and need to
realize the benefits of scale. E.g Fast food focuses on
low price and consistency, have supply chain,
marketing, training, real estate and franchise
relations.
d. Basically it is useful if there is a single line of business
serving 1 set of customer, small organization or large
single business, need for depth and specialization,
common standards are impt, scale efficiencies, long
product development and life cycle.
2. Product
a. Multiple product lines involved.
b. Allows product development cycle to be compressed
because all employees focused on the product are
housed together, promote product improvements and
innovation by focusing narrowly on 1 product, new
opportunities can be easily pursued because of the
autonomy afforded by divisional structure.
c. Employees develop strong sense of team identity.
 d. Can share basic functions at corporate level such as
finance and purchasing.
e. Caterpillar is an example of a large company that
moved from a functional structure to product
division structure (e.g loaders and excavators,
tractors, mining equipment) in order to gain more
focus and accountability for each of its product
lines. Company able to reduce its product
development cycle time for heavy machineries
from 72 to 36 months.
f. Problems: Knowledge within function not easily
shared, breakthrough in 1 division that can be
beneficial for others is not easily shared. Duplication
of efforts can also occur by functions housed in each
division, creating a divergence in policy and system,
resulting in difference in culture and operating
practices across divisions. Finally, customers can be
frustrated when they have to deal with each division
independently to buy equipment.
g. Useful for: short product life cycle. emphasis on quick
product development. Multiple products lines. Product
lines with different business models. Product divisions
large enough to achieve minimum efficient scale
required so that duplication of functions is not costly.
3. Geography
a. Geographic dimension is employed as a company
saturates its home market and grows by expanding
into new territories.
b. E.g Mr bean, llaollao
c. Disadvantages similar to product division. Power and
resources controlled by regional or country managers
may favor their own unit’s need over shared global or
regional needs.
d. Useful for: Transportation to customers is costly.
Buying pattern have strong local differences based on
culture and language. Host government is active in
economic sector and strong government and
community relationship need to be developed.
4. Customers
 a. Customers, particularly businesses buying from other
business often want a single point of contact.
b. Customer structure looks like product structure,
except that the divisions are based on customer
segments, in which customers share the same
needs/buying pattern.
c. Allows dedicated service relationship.
d. E.g International Revenue Service - reorganized
themselves in late 1990s by the US government to
reflect groups of taxpayers with similar
characteristics: wage earners, sole proprietors,
small businesses, medium and large businesses,
and government and non-profit entities.
e. Disadvantage similar to product structure. Activities
may be duplicated, incompatible and systems might
be developed to serve different sets of customers,
losing economies of scale.
f. Useful for: Customers powerful, deep customer
knowledge provides advantage, customer segments
can be differentiated such that products or services
are unique to each customer group, the organization
is large enough to achieve minimum efficient scale
within each segment.
c. Processes (Matrix, Team-based, Network)
i. Process is a series of connected activities that move information up
and down and across the organization.
1. Work process - develop new products
2. Management process - planning, forecasting, price setting,
quality management
ii. Lateral connections can be used to bridge barriers erected by an
organization’s structure
1. Networks - webs of interpersonal relationships that people
form across organizations and serve to coordinate work
informally.Networks can be encouraged by:
a. Co-locate people who need to work together. Create
common space for informal interaction. For e.g.
Facebook has Happy hour and ‘come to work’
culture provides common spaces for employees
to bond. (Cafe)
 b. Create communities of practice that bring together
employees who are in different organizational units
but have shared interest through
meetings/teleconference. (Novartis - NOSSCE)
c. Use meetings, retreats, and training programs to build
relationships among individuals from different units.
(Novartis)
d. Rotate work assignments to bring knowledge,
relationships, and culture from one unit to another and
create understanding and appreciation for different
organizational perspectives. (SAF)
e. Use technology and e-coordination to make
knowledge sharing easy and help staff find others
with complementary skills or interests. (SAF)
2. Teams
a. Cross-business structure that bring people together to
work interdependently and share collective
responsibility for outcomes.
b. If pri structure is functional, a team can focus its work
on another dimension: product, customer, or
geography.
c. Formal structure, requires a leader or project
manager, dedicated resources, senior level
sponsorship and attention.
d. Team charter will specify accountability and expect
outcomes.
3. Integrative roles
a. Provides a higher level of coordination than teams.
b. An integrative role is a full-time manager charged with
orchestrating work across units.
c. E.g customer relationship manager and brand
manager. They have accountability for results but do
not directly manage the resources they need to
achieve these results.
d. Successful integrators are people with high credibility
and strong influence skills
4. Matrix
a. A set of dual reporting relationships used to balance
two or more dimensions in an organization.
 b. Network, teams and integrative roles all serve to
integrate a secondary dimension. The matrix allows
both dimensions to be equal.
c. For e.g organizational dimensions of function and
customer are equally important. Matrixed
manager has to balance the perspectives and
objectives of each organizational dimension when
making decisions. If asked to upgrade the
desktop operating system for the branch banking
business, he will have to ensure that it meets the
global standards set by the desktop functional
area and satisfies the needs of branch banking
cutomster. It forces managers at lower level in
organization to make decisions from a general
management perspective.
iii. Processes and lateral connections are principal means of
coordinating activities. Ensure that right people are brought
together to speed decision making and more decisions to be made
closer to customers and activities affected, allowing the company to
be responsive to multiple constituencies.
d. Rewards
i. Reward system motivates employees and reinforces the behaviors
that add value to the organization through salary, bonuses, stock,
recognition and benefits.
e. People (Career, learning, diversity, self, role identities, leadership)
i. People practices - Human resource policies for selection, staffing,
training and development that are established to help form the
capabilities and mindsets necessary to carry out the organization’s
strategy.
ii. Managers must have strong organizational and interpersonal skills
iii. Employees at all levels must have a fundamental set of
competencies to interact across organizational boundaries,
participate on teams, and make decisions that take multiple
perspectives into account.
iv. Ability that an organization should develop are:
1. Holistic view of issues from cross-functional and cross-
cultural perspective
2. Negotiate and influence without formal authority or positional
power
 3. Build relationships and networks and skillfully work through
informal channels
4. Advocate and collaborate without bullying or compromising
5. Share decision rights and resources to make decisions with
peers
6. Exhibit flexibility and resolve conflicts
7. Manage projects with discipline
8. Make decisions in situations of ambiguity and change
3. Design principles
a. Requisite complexity
i. Organization should be as complex as its business requires, do not
over simplify.
ii. Do not overcomplicate things as well.
iii. Complexity cannot be avoided, but can be intelligently designed
and managed.
b. Complementary sets of choices
i. Organization designer must learn the set of complementary choices
that work best together.
ii. Assist organization’s leaders to build, align and optimize these
alternatives
c. coherence, not uniformity
i. Large complex organization that spans geographical boundaries
has a set of differentiated networks. Suborganization is designed in
accordance with the environment it operates in.
ii. Leaders can make their organizations responsive to local
conditions and at the same time remain coherent by differentiating
where appropriate.
iii. Use integrative mechanisms to link organization into 1 system.
d. Active leadership
i. Leaders must clearly and continually communicate strategy and
priorities throughout the organization.
ii. Create decision frameworks in which employees operate.
iii. Do not shy away from conflicts, complexity or difficult choices.
iv. Allow employees to know where to focus and make intelligent
trade-offs.
e. Reconfigurability (Adaptable and flexible)
i. Internal rate of change has to be as fast as external environment’s
rate of change.
ii. The larger the organization, the harder for it to change.
 iii. Lateral capability (Processes) helps bring right people together
quickly around risks or opportunities. Powerful means for changing
direction.
iv. Robust lateral capability allows processes and lateral connections
to be rerouted and new ones created to change priorities.
v. Allows design in advance of a change of strategic direction.
f. Evolve, DO NOT INSTALL
i. Lateral connections are cumulative.
ii. Capabilities developed at lower level are necessary for the next
level to work well.
iii. For e.g. organization need to use teams effectively. For this to
happen, strong informal networks must be developed. Lateral
capabilities should be built by beginning at the low end of the
continuum and work upwards. As people gain necessary skills and
behavior, begin instituting the next type of lateral connection if
strategy calls for it. Build up from networks -> teams -> integrative
roles -> matrix.
g. Start with the lightest coordinating mechanism (Coordination is expensive
in terms of management time and attention)
i. Choose the least costly and least difficult coordination process to
meet the required objectives.
ii. Start with networks and teams, then move on to integrative roles
and matrix if only required.
h. Make interfaces clear
i. When interfaces becomes numerous and unclear, the amount of
communication becomes overwhelming and coordination suffers.
ii. Clear interfaces between units helps to manage complexity.
i. Organize rather than reorganize
i. Successful companies are continually evaluating and adjusting their
organizations.
ii. Rather than periodic reorganization events that cause the
organization to lurch forward, leaving employees with whiplas, aim
for 80% initial alignment, with a plan for how to continue organizing
towards the ideal.

Organizational Culture
1. What is organization culture?
a. Basic pattern of shared assumptions, values, beliefs and learned ways
b. Developed through organization’s history
c. Governs the way employees think and act on problems and opportunities
 d. Manifested in daily material arrangement and behaviors
2. Level of organization culture
a. Observable artifacts (Dressing, outward appearance)
b. Espoused values (What they claim to be, stated values and norms)
c. Basic assumptions (Core values of the organization’s culture, those that
are taken for granted)
d. Examples
i. Artefacts
ii. languages
iii. rites, rituals, ceremonies
iv. norms
v. heroes
vi. values beliefs, attitude
vii. history
3. Purpose of shaping a desirable organization culture
a. Shapes behavior (Organizational identity)
b. Influences stability (Social system stability)
c. Reduces uncertainty (Sense-making device)
d. Coordinates and controls (collective commitment)
e. Motivates (collective commitment)
f. Creates competitive advantage (collective commitment)
g. Basis for recruitment and retention (Organizational identity)
h. Possible unethical/inappropriate applications (collective commitment)
4. How to build up culture in organizations?
a. Formal statements
b. Slogans & sayings
c. Stories, legends, & myths
d. Leader reaction to crisis
e. Role modeling & training , & coaching
f. Physical design
g. Rewards, titles, promotions, & bonuses
h. Organizational goals & Performance criteria
i. Measurable & controllable activities
j. Organizational structure
k. Organizational systems & procedures
5. Reaction of employees to organization’s culture (Concept of Self/role
identity to explain this)
a. Unequivocal adherence
b. Strain adherences
c. Secret non-adherence
 d. Open non-adherence

Self
1. Self-Concept - totality of our beliefs and feelings about ourselves
a. Social self
b. Physical self
c. Active self
d. Psychological self
The knowledge of self-concept allow us to understand what are our beliefs,
values, principles, motives -> Career with a Heart.
Know about what you have and what you don’t have -> engage in learning and
drive changes to fit your life goals.

Reduces Learning disability -> Not worried about what others thinking of you by
esteem.
2. GH Mead
a. Role-taking; role-making and role-playing in the development of a self
concept.
b. First, role-taking: to understand the world from the POV of others through
taking on someone else’s role or imitation
c. Role-making; conceptualizing, construction of a role, and anticipating
others’ responses to the role
d. Role-playing: actually taking on the role, and learn the demands and
expectations of roles
3. CH Cooley
a. Looking Glass self: sense of self is derived from the perceptions of others
b. By observing who others are, and how they interact with us, we
understand who we are
c. Steps: 1: we imagine how our personality and appearance will look to
others
d. We imagine how other people judge the appearance and personality that
we think we present
e. We develop a self-concept. If we think the evaluation of others is
favourable, our self-concept is enhanced. If we think the evaluation is
unfavourable, our self-concept is diminished.
f. The self develops only through contact with others, just as social
institutions and societies do not exist independently of the interaction of
individuals.
4. P89 important psychological and sociological theories of dev’t
a. Freud: id; ego; superego
 b. Piaget: children go through 4 stages of cognitive development:
understanding through sensory contact (lowest) to abstract thought
(highest)
c. Mead; and Cooley
5. Personality
a. Beliefs, values, principles, motives
b. Self concept
i. Self esteem
ii. Self efficacy
c. Personal conceptions
i. Locus of control - Internal,external
1. Assertive of situation? Or do you let external affect you
ii. Authoritarianism/Dogmatism
1. Things must be done according to your way
iii. Machiavellianism - high, low Machs
1. High mach - influence people to get things done in a subtle,
tacit way, politically correct way (manipulative way)
2. Low mach - You don’t try to get people to do things your way
iv. Self-monitoring
1. Reflective person
v. Type A/B orientation
1. Type A - Very competitive in nature, uptight, suppress
feelings
2. Type B - Relax, expressive with emotions
6. Attitudes
a. Attitudes are predispositions to respond in a positive way to someone or
something in your environment
b. Components
i. cognitive
ii. Affective
iii. Behavioural
7. Perception
a. Perception and the perceptual process
b. Common perceptual distortions
c. Influencing perceptions

Self & Socialization - readings

Socialization:
· Lifelong process of social interaction through which individuals acquire a self–identity &
the physical, mental & social skills for survival in society
 Sociologist: Humans design their own culture & transmit it

Sociobiologist: Genetic make–up is a major in shaping human behavior

Effect of Social Isolation & Maltreatment

Eg: Harlow’s experiment on nonhuman primates
· Isolation in first 6 monthsàthey were fearful of or hostile toward others

Eg: Isolated children

· Case 1: Anna born in 1932
o 6yrs: no speed, cant walk etc.
· Case 2: Genie
o 13yrs: unable to chew solid food, no control over motor functions

Child maltreatment: even when basic emotional needs are not met. Children brought up
with affection, warmth & closenessàsee the world as safe and comfortable and vice
versa.

Social Psychological Theories of Human Development

-how individual personality develops

1. Freud & the Psychoanalytic Perspective

· Human behaviours & personality originate from unconscious forces within.
· Exists 3 different levels of personality: id, ego, superego
o Id: biological drives and needs
o Ego: reality–oriented
o Superego: moral and ethical aspects
· Psychological conflicts between these 3 shape one’s behavior & personality

2. Piaget & Cognitive Development

· Child’s activities are governed by their percpeption of the world
· Logical thinking as a result of biological maturation and socialization
· 4 stages of devt:
i. sensorimotor : object
permanence
ii. preoperational: words trigger
mental images
iii. concrete operational: starts
exhibiting logical thinking. Draw conclusions about actions, take on
roles, empathize
 iv. formal operational: abstract
thinking. Think abt future and evaluate options
3. Kohlberg & the Stages of Moral Development
-classifies moral reasoning into 3 sequential levels
1. Preconventional: based on punishment and obedience
2. Conventional: concerned with how they r seen by peers; conformity to
rules
3. Post conventional: ‘morality’ based on principles of human rights

4. Gilligein’s view on gender & moral development

- men and women hv diff views on morality because of differences in
socialization and life experience
- males and females are often socialized differently, and females are more apt
than males to stress interpersonal relationships and take responsibility for the
well-being of others. Gilligan suggested this difference is due to the child's
relationship with the mother and that females are traditionally taught a moral
perspective that focuses on community and caring about personal relationships.
Men act mostly on justice–based morality

Sociological theories of human development

-forming personal identity through social contact
4 components of self concept: physical, active, social and psychological self

1. Cooley & the Looking–Glass Self

-Way in which self–concept is derived from perceptional others
-3 step process
a. Imagine how our personality looks to others
b. Imagine how others will judge
c. Self concept is enhanced if favourable and vice versa

2. Mead & Role–Taking

-link self–concept to role–taking
-role taking: mentally assume role of othersàfrom other person’s POV,
understand own roles’ expectations and demands(construct own rolesàrole–
making)
-need to balance the ‘I’ and ‘Me’

‘I” vs. “Me’

‘I’: spontaneous unique traits
 ‘Me’: internalized attitudes and demands of society. Formed during 3 stages of
devt.
1. Preparatory: imitate ppl around them
2. Play: see themselves in relation to others. Pretent to role take
3. Game: understand own social position & position of others

Agents of Socialization: teach us what we need to know to participate in society

· Family
o Functionalist perpective
§ Transmit cultural and social values
§ Determines social position in society
· Also influences how we r socialized: working class instill
obedience and conformity. Middle and upper class give more
freedom to decision–making and to be creative
o Conflict theorist perspective
§ Socialization reaffirms the class structure rather than challenging it
· School
o Functionalist perspective
§ Social control & personal devt
§ Selection, training & placement of individuals on diff rungs in society
o Conflict theorist perpective
§ Diff experience depending on social class/race/ethnic grp
§ Students for leadership positions get diff exp than those wld be
entering working class

· Peer groups
o Source of info and approval about social behaviours
o Provide opportunity for successful adaptation
· Mass Media
o Positive
§ Enhance lang abilities, concept–formation skills, reading skills,
encourage prosocial devt
o Negative
§ Television violence
§ Negative images of women & people of colour

Gender Socialization
· Learn what gender specific attitude, behavior is appropriate
· Working class families adhere to more-regid gender expectations than
middle class families
 · African Americanàno gender socialization, Korean Americanà traditional
gender socialization

Racial/Ethnic Socialization
· Relates to our identity, interpersonal relationships in social hierarchy.
· Attitude towards other race; aspects of racial identityàpassed down in
families; taught in subtle, largely unconscious ways
· Ethnic values and attitudes are entrenched by age of 4

Socialization through Life course

· Childhood
o Sense of self is formed early; family support and guidance is crucial
· Adolescence
o Pursue own routes to self–identity
o Plan and educated for future rolesàanticipatory socialization
o Experience varies with socioeconomic background and personal choices
· Adulthood
o More freedom to make own choices due to financial independence
o Workplace socialization
· Late Adulthood and Ageism
o Social devaluation: considered to hv less social value
o Esp. when they leave roles tt defined their sense of social identity
o Ageism and myth that age reduces “sexual value” of women
o “Old Pat Moore’s” Experience: It is other people’s rxn to their age, not their
age tt places them at a disadvantage

Resocialization: learning new/diff attitudes, values & behaviours from those in one’s
background & previous experience
· Voluntary
o Assume a new status out of one’s own volition.
o Eg: becoming student/employee/medical psychological treatment/religion
conversion
· Involuntary
o Against person’s wishes and occurs within a total institutionà ppl r isolated
from society for a period of time.
o Eg: boot camps, prisons, jails etc
o 2 step process
§ 1. Depersonalized through degradation ceremony: prisoners are
deprived of many basic rights to privacy etc.
§ 2. Staff attempt to build a more compliant person using a system of
rewards and punishments
Learning, learning organization
1. Mental Model - Explanation of someone’s thought process about how something
works in the real world.
2. Learning builds competitive advantage because you are developing your people.
3. People are organization’s assets
4. Organizations values knowledge, skills, abilities in the employees

5. Characteristics of learning organizations:

a. Anticipating and adapting
b. Accelerating and development of new products, services and processes
c. Proficiency at learning from competitors and collaborators
d. Expediting the transfer of knowledge from one part of the organization to
another
e. Learning effectively from mistakes
f. Stimulate continuous improvement
g. Shortening time required to implement strategic changes
6. Peter Senge’s 5 disciplines:
a. Building shared vision
b. Personal mastery
c. Mental Models
d. Team Learning
e. System thinking
7. Learning disabilities (Self and organization) - Perceptions
a. I am my position
i. Individual units in the company focuses on their own units (micro
scale), lose out on macro
b. The enemy is out there
i. Always finding external agents to blame for your failure and not
learn from it.
c. Illusion of taking charge
i. When reactivity is taken as proactivity.
ii. When someone reacts to situation, we take that as truth. Like for
e.g when people react negatively to an event, we take it as the
truth.
d. Fixation on events
i. Fixated on short term events and missed out on long term or
pattern (trend) explanation for why things happen.
e. Delusion of learning from experience
 i. I think i am learning from experience, but actually i’m not learning
fully from it.
ii. Some effects are beyond the current limit of awareness, but we
thought we experience everything when in fact we haven’t actually
learnt everything.
f. Myth of the management team
i. Skilled incompetence. With this disability, management team
protect themselves from the threat of appearing uncertain or
ignorant from inquiry.
ii. Management act like they know, but actually they don’t know
anything just to protect themselves. They cannot admit that they
are unskilled and behaved in certain way to protect themselves.
g. Parable of boiled frog
i. When you do not observe gradual changes and adapt to it, that’s
the problem.
ii. Do not pay attention to subtle events which could lead to
catastrophic events.
8. Learning Disabilities
a. Unrecognized inconsistencies
b. Skilled Incompetence
i. Espoused theory (stated) vs theory in use (tacit, implicit)
ii. Cannot see a non-threatening way to test inference
iii. Invalid inferences (assume them to be facts and not tested)
iv. Defensive routines (Embarrassed to talk about inference -
particularly if it is negative) Detrimental to organisational learning!
v. Presume others would be less truthful about acknowledge the
accuracy of our inference - someone is always out there to screw
you.
9. Factors influencing learning (Organization POV)
a. Organizational structure
i. Hierarchy (facebook)
b. Culture
i. Collaborative learning
ii. Nissan as a failure
iii. Facebook have a “move fast and break things” culture to
provide ‘psychological safety’ net for employees to take risk
and learn.
c. Leadership
d. Management
e. Opportunities
 f. Rewards

10. Factors influence learning (Self)

a. Defensive routine
b. Personal conceptions
c. Beliefs, values, principles, motives
d. Self concept

Role identities
1. Sheldon Stryker
a. Salience hierarchy (inside out thing)
i. An important role that you choose to be committed to and you feel
strongly about.
ii. Emotions are a marker of adequacy
1. Their performance is acceptable or not
iii. Indicator of which roles are higher salience
1. The level of commitment to that role
iv. Negative emotions can either prompt individuals to lower the role in
salience hierarchy or to make efforts to improve
v. Identity verification by external people
2. McCall & Simmons
a. Prominence hierarchy (affected by external people)
i. A role that reflects the idealized view of individual that is supported
by audiences. In other words, their commitment to the role is
dependent on the extrinsic and intrinsic rewards and support for
identity.
ii. Extrinsic rewards such as money or reinforcers that are visible.
iii. Intrinsic rewards that provide less visible means of reinforcement
for the individual - pride, satisfaction and comfort.
iv. Third and MOST IMPORTANT reward is the support for identity.
v. 8 mechanism to get role support. - if it fails, people will be more
cautious in committing themselves openly and fully to particular role
performances in front of certain audiences
vi. Identity verification by external people
3. Peter Burke
a. Identity control theory
i. Idealized self, working self, principle self
ii. Self is an occupant of role in situation
iii. Idealized self - general view of myself, who i actually am (Self
concept)
 iv. Working self - what other people see in the day to day interaction
v. Principle self - Cultural standards and values and upbringing, and it
influences your working self (Influences behavior in situations, and
also is part of how individuals see themselves)
1. Your self image (idealized principles) that you want to
portray is the set point.
2. Behavioral (working self) is the output.
3. Working self has an impact on other people, and other
people will feedback to the person who exhibits this
behavior. This will be the image that the person is reflecting
to others.
4. This image will be compared with the idealized image and
the corresponding behavioral output will be changed
accordingly to match the discrepancy.
5. E.g Loving person (idealized self), Christian values (Principle
self), working self (how other people actually see you)
vi. Identity verification ( For example, a person whose identity standard
demands that he or she be considered a good student will feel
positive emotions toward others, such as professors and fellow
students, when this identity is confirmed. If this verification
consistently occurs in school, this person will trust others and be
attached to the school.)
1. If cannot verify no matter how much a person changes his
output, he will experience loss of efficacy, greater sense of
alienation and dissatisfaction.
4. Jonathan Turner
a. Theory of transactional needs
i. Transactional needs as a critical force in human interaction
Diversity
1. Types of diversity
a. Superficial/primary level
i. Physical differences
ii. Race
b. Deeper/Secondary level
i. Religion
ii. Intellectual level
2. Benefits of diversity in workplace (Got from other sources as well)
a. Increased adaptability and productivity
i. Diverse experience of workers bring unique experience and
perceptions to the company
 ii. Pooling the diverse skills of culturally distinct workers can boost
productivity and responsive of company to changing conditions
(Globalization)
iii. Company can do so be leveraging on the strength of workers
through appropriate management style and policies. Strength can
be used to complement weaknesses to make greater impact to the
company.
b. Broader service range
i. Strengthen company’s relationship with specific customer groups
by enhancing communication.
ii. Customer service can be paired up with customers from their
specific demographics, making customer feel comfortable with
representative.
iii. For e.g, companies in north america hire bilingual customer service
reps to deal with spanish-speaking customers in their native
language.
c. Attract and retain talent
i. Culture of inclusiveness makes employees feel comfortable
regardless of their background
ii. Increase loyalty
iii. Attracts foreign talents from all over the world, not limited to local
pool of talents
d. Increase creativity and problem solving
i. Diverse minds come together to provide different perspectives to a
problem
ii. Enhance problem solving ability of the company
iii. This also promotes creativity when perspective of employees are
enhanced with diversity.
iv. New and more effective processes can be discovered (University
research)
e. Learning and growth (Learning organization and individual)
i. Employee’s personal growth (careers)
ii. Exposure to new culture and ideas helps individual to grow
intellectually and gain a clearer view of their surroundings
iii. Break down subconscious barriers of ethnocentrism and
xenophobia, encouraging employees to be more well-rounded
members of society
iv. This builds up a culture of inclusiveness and learning (refer to
learning organization and organizational culture)
3. Problems with diversity
 a. Communication issues
i. Impede effective communication (Language, accent)
ii. Slows down productivity and dampens cohesiveness of groups
iii. Spending time with diverse employees can break down
communication barriers, but first impressions and co-worker’s
orientation period can be difficult to control when there is cultural
clash.
b. Integration issues (hinder effective sharing of knowledge, skills and
experience, curbing productivity and effectiveness of teams)
i. Formation of cliques and exclusive social groups
ii. Informal divisions in their staff
iii. Culturally diverse employees avoid exposure to each other during
break times and after work
c. Myriad accommodation that increases workload for hr staff (Hinder
productivity and is an opportunity cost)
i. Making accommodations for numerous diverse groups can become
burdensome on employers, making diversity management difficult.
ii. Employees requests and work constraints based on religion,
national origin, gender and race can become overwhelming due to
large diversity.
iii. For example, accommodating diverse groups of employees
include translating materials into multiple languages and
having interpreters on hand for meetings with employees,
accommodating employees absence due to religious practices
or disabilities, as well as adjusting business hours to coincide
with preferred schedules for employees with different work
style and personal obligations
d. Inherent prejudice

4. Challenges that organization face in managing diversity

a. Stereotypes
b. Xenophobic
c. They thought that they are addressing diversity, but in fact they are not
doing enough. Parable of the boiled frog
i. Lack of information because superior did not pass on info to
subordinates
ii. Presence of perceived equity (When in fact it is not equity at all)
1. Informal “rules of conduct” were unspoken and prevalent
within the organization. They become so institutionalized that
its difficult for those socialized into the company to see how
 their behaviour, policies and procedures continue to promote
inequity, insensitivity and lack of access.
5. Barriers to diversity
a. Organizational policies
i. Stay committed to encourage diversity in workplace
ii. Policies should be aligned with organizational mission and vision
iii. Hire diversity consultant, offering array of diversity training
programs
b. Management style
i. Value differences among employees
ii. Acknowledging differences
iii. Prevent discrimination and promote inclusiveness
iv. However, there is lack of information from leadership, thus there is
a gap between who we think we are serving and whom we would
like to serve and who we really serve.
c. Perceived inequity in hiring, promotion, placement(Has to be addressed)
i. Managers want to clone themselves by hiring people who are like
them in style and substance
ii. Increase comfort level among coworkers and foster continuity in
agency that is consistent with current management culture.
However, it is detrimental to diversity goals and limits the ability of
organization to be inclusive.
iii. Selecting or hiring employees based on the rule “he is color of me”
causes a huge loss of talent pool from organization.
6. Ways to manage diversity
a. Management style
i. Managers to understand discrimination and its consequences
ii. Recognize their own cultural biases and prejudice
1. Each individual is unique and does not speak or represent a
particular group
iii. Must be willing to change the organization if necessary
1. Ability to understand what is best for the company based on
teamwork and dynamics of the workplace
iv. Employees and managers must be aware of their own prejudice so
as to understanding respect other cultures. Appreciate the values of
working with different people.
v. Promote a “safe” place for associates to communicate. Common
spaces such as social gatherings, business meetings.
vi. Mentoring programs to provide associates with information and
opportunities.
 vii. Associates should never be denied necessary, constructive, critical
feedback for learning about mistakes and success.
viii. Enhancing teamwork
ix. Positive handling of conflicts
x. Appropriate communication
xi. Appreciating the values of working with different people
xii. For example: Facebook has a flat hierarchy structure and a
open and transparent culture that promotes communication
and bonding (All hands meeting). They have a “move fast and
break things” culture to provide ‘psychological safety’ net for
employees to take risk and learn.
xiii. Happy hour and ‘come to work’ culture provides common
spaces for employees to bond. (Cafe)

Careers

1. Career with a Heart

a. Having a passion for things that one cannot wait to get going and engage
in.
i. Satisfaction is linked to the head, not the heart.
b. Having career with a heart refers to how one feels about the work itself as
well as to the positive emotions derived from intrinsic enjoyment of one’s
daily activities.
c. Important difference between satisfaction and heart is duration.
d. People with career with a heart is likely to reap substantial, life-giving
benefits.
e. Career with a heart comprises of three dimension as shown below.

Characteristic of a career with a heart are as follows:

2. Career must be self-directed and aligned with an individual’s own values. (Career
driven by a protean orientation)
a. Strong sense of self-agency - person’s career is in his/her hands
b. Self direction - person’s sense of control and feeling that they can make a
difference
i. Studies shown that performance is enhanced when employees are
aware of their effects on other people.
ii. Knowledge builds up their self efficacy when they know they can
improve the lives of others.
c. Individual must be clear of his/her values
i. Self-awareness is the key in becoming clear of one’s value
 ii. Self-awareness leads to choosing goals that are aligned with
deeply held values
iii. Requires reflective activities
d. Protean career orientation is a mindset rather than behavior
i. Defined according to internal psychological subjective criteria.
ii. People find their work meaningful
iii. Individuals often make changes in their work until they have a
meaning to their work.
iv. Act in self-directing and driven by mindset
3. Career generated positive emotions
a. Positive feelings will be associated with work - joy, happiness,
gratification, contentment
b. Positivity is likely to be spread to others. This increased well-being,
enhanced energy improve performance.
c. Critical to career progress and success
d. Positive emotions are consistent in someone who has a career with a
heart although negative emotions may be expected at times
e. “Fake it till you make it” -> Think positive and you’ll be happy.
4. Career fits with overall life
a. The person must feel good about how the work fits in with the rest of their
lives, across multiple domains such as family, community and leisure.
b. Maintain a healthy balance between work and life although one may love
their work
c. E.g integrating work with hobby -> must be perceived as fulfilling
5. Career as a series of mindful negotiations
a. Self directed people interact and rely on other people, but still take
responsibility for their career choices, behaviors and decisions.
b. Working with other people involves negotiating identities, roles and mutual
expectations.
c. Negotiation is an interpersonal decision-making process that is essential
to career growth and changes.
d. Negotiating mindfully involves being aware and integrating both the mind
and heart. The person values holistic, person to person interactions. It is
characterized by positive regard and not constrained by formal roles.
i. People have the capacity to change, potential for healthy and
creative growth.
ii. Empathy and being genuine create a foundation for compassion
toward oneself and others.
 e. Negotiating mindfully requires a reflective capacity, which is a state of
mind that allows objective observation and accepting one’s thoughts and
feelings in the moment.
f. Negotiating mindfully means attending simultaneously to both their own
and other’s protean orientations, emotions and factors that enable fit with
a person’s overall life, as well as instrumental dimensions of career
negotiations. -> involves creating value for both parties, not just a self-
serving process.
i. Identify and agree on issues that are compatible and bring value to
both parties.
ii. Trade off concessions on lower priority issues for gains on higher
priority issues.
g. To pursue a career with a heart, one must negotiate along the three
dimensions - protean orientation, positive emotions and integration with
life.
h. Set realistic goals that are not too aggressive. Should be ambitious yet
practical.
i. If one is stuck in a job that does not feel as if it is a career with a heart,
can negotiate short term fixes to bring one’s job closer to trajectory. Job
crafting is a way to do so, moving from one position to the next
progressively.
6. Boundaryless organization gives rise to boundaryless career
a. Blurring of boundaries demolished the previously clear and static career
systems.
b. Careers are more open and diverse
c. Less structured and less controlled by employers.
d. “Intelligent career” manifest the elements needed for an effective career.
i. Know how. Career competencies: skills, expertise, capabilities
ii. Know whom. Networking relationships and how to find right people
iii. Knowing what are opportunities, threats and requirements
iv. Knowing where to get training, where to enter for good career
(company) and advancement.
v. Knowing the timing of choices and activities
7. Multi-dimensional career model (New paradigm)
a. Navigate your own career path and select whichever direction you feel
right.
b. You define your success
8. Two theories - Hall’s protean career and Peiperl and Baruch’s Post-corporate
career concepts explains present phenomenon
 a. Protean career concept states that individual take responsibility for the
planning and managing of their careers according to their will. It is a
contract between one and the self. This means that there is a decrease in
the role of organization in planning and managing career
b. Post-corporate career concept - There is a wide variety of career
options as opposed to options that the organization can only offer as a
single employer. This allow the paradigm to shift to a multi-directional
career instead of the old unidirectional model. These options includes
alternative arrangement: individual level and organizational options. E.g
Individual level options are consulting, temp work, self employment.
Organizational options are outsourcing, start-up ventures, buy-out,
professional partnerships. Organizations no longer is the sole owner of
career system and planning of career paths. People having more options
for their career choices. Companies also take advantage of this new
system - E.g instead of laying off employees, they can outsource
activities, enabling the entire team to form a satellite firm or buy-out
parts of the operation, hire consultants and offer alternative job
arrangement.
9. Employers no longer provide secure jobs and do not pretend such commitment is
manageable. They help employees improve their competencies and ability to
acquire employment in case they are made redundant or decide to move on.
a. Intelligence, resilience and employability are essential survival tools to
endure change.
b. Employers lay off their employees on a large scale, unlike convention and
tradition. rationalising, delayering, downsizing, flattening are some terms
used to lay off employees - reality is brutal - job is scarce and to gain
competitive edge, employers lay off employees.

10. Career paradigm shift

Aspect Traditional deal Transformed deal

Environment Stability Dynamism

characteristic

Career choice being Ones, at an early career Repeated, sometimes

made age cyclical, at different age
stages

Main career Organization individual

responsibility lies with

Career horizon One organization Several organization

 (workplace)

Career horizon (time) Long Short

Scope of change Incremental Transformational

Employer Loyalty and commitment Long time working hours

expect/employee give

Employer Job Security Investment in

expect/employee expect employability

Progress criteria Advance according to Advances according to

tenure results and knowledge

Success means Winning the touranment Inner feeling of

i.e progress on hierarchy achievement
ladder

Training Formal programmes, On-the-job, company

generalist specific

Essence of career Linear Multidirectional

direction

7. Boundaryless organization gives rise to boundaryless careers