Socialization where a manager is hired for

Socialization Tactics The first Socialization tactic is collective vs individual. An example is where a group of students at a university go through an orientation program together. The impact of an individual perception is likely to be minimized where a group of people is going through a homogenous motion or experience.  The second tactic is sequential vs random. This is where some basic requirements have to be met first before the next step is taken. An example could be where basic training is required before one joins established soldiers. In some countries, dictatorial Presidents recruit youths and make them go through a particular party’s political ideology until the trainers are satisfied that certain ideologies have been drilled and inculcated into recruits. The third tactic is fixed vs variable. Socialization is fixed when the newcomer is supposed to come in and fit into a scheduled scheme. On the other hand, the variable tactic allows the newcomer to be flexible and make choices. An example is where an employee is hired to perform certain functions in a programmed way that the company trusts works well for the organization. This would be an example of a fixed tactic. However, where a manager is hired to make changes and innovate, he or she is given freedom and flexibility to change things around and this tactic will resonate well with the variable tactic. The fourth tactic is serial vs disjunctive. Serial tactic refers to where experienced members of the organization are coaching new people in the organization. An example of serialization could be a trainee manager who is walked through the job by an accomplished manager. Another example is where a trainee teacher is given the same class that an experienced teacher teaches in order for the experienced teacher to show the trainee how the job is done. On the other hand, disjunctive socialization refers to a situation where newcomers do not necessarily follow laid down procedures or being handheld. They do not have guidelines. In some cases, new employees are required to craft their own job descriptions either because the job is new or the predecessor left abruptly. The fifth socialization tactic is investiture vs divestiture. Investiture socialization tactic is where positive features or attributes brought by a newcomer are documented. An example is where a manager is hired for innovation and change. The features that he brings are usually followed and documented as they are associated with the success that the manager might be bringing to the organization. On the other hand, divestiture tactics shun the significance of personal attributes of a new hire. An example is where a company is so deeply rooted in a certain culture that it would not be interested in making changes. An organization that is affiliated to a certain political ideology, although not being publicly announced, may not be interested in making changes. The sixth tactic is formal vs informal. Formal socialization is the practice of segregating a newcomer from regular organization members during a defined socialization period versus not clearly distinguishing a newcomer from more experienced members. An example is where new hires go through training and orientation before they are posted to their final job stations. Reference: Kreitner, R. , A.  (2013). Organizational behavior (10th ed.). New York, NY: McGraw-Hill Publishing Company. 


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