PES Business Review

Harold Andrew Patrick ¹, H. Saradha ²

Affiliations
1 Department of OB & HRM, Institute of Management, Christ University, Bangalore, IN
2 Institute of Management, Christ University, Bangalore, IN

Abstract

Socialization plays a critical role in organizations as it is one of the most essential components of building and maintaining organizational culture. Research suggests that socialization influences individual role outcomes and team performances in organizations."Tactics of organizational socialization" refers to the ways in which the experiences of an individual in transition from one role to another are structured for him in the organization. (Van Maanen, 1978). The present investigation focuses on the socialization tactics and new entrants' adjustments in the information technology context. Role orientation, role conflict, role ambiguity, commitment to organization, intention to quit and job satisfaction was related to socialization tactics. 287 new entrants' having not more than 18 months of experience were surveyed from 10 IT companies in Bangalore. The six socialization tactics were operationally defined in terms of Van Maanen and Schein's (1979) discussion. The tools were standardized and found to be reliable and valid. The study found that sequential socialisation was the most common form of socialisation tactic experienced by most of the new entrants. Respondents reported a higher amount of role conflict in spite of being taken through institutionalised socialisation. The detailed findings and suggestions for further research have been discussed.

Keywords

Socialization Tactics, Role Orientation, Job Satisfaction.

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Harold Andrew Patrick ¹

Affiliations
1 Department of OB & HRM, Institute of Management, Christ University, Bangalore, IN

Abstract

Today, leaders need to move from guiding and leading to transforming, shaping and influencing the growth by the ways in which they approach their work and interact with one another. The effectiveness of a leader will depend on the magnitude and direction of- as well as strategies used to achieve impact. The literature generally suggests that effective leaders express their need for power and influence in ways that benefit the organization and creat value. Some scholars (e.g., Clements and Washbush, 1999) contend that there is a common delusion among leaders that their efforts are always well intended and that their power is benign. They believe leaders are motivated to be pro-social toward the organization and its goals rather than driven by desire for personal gain. 515 respondents representing 87 Indian, Indian multinational and multinational I.T companies were surveyed. A standardized instrument Leadership Strategies and Impact on others developed by Robert A. Cooke's (1996) was adopted with permission. The Cronbach's Alpha reliability for the scale was 0.88 and the stratified random sampling technique was adopted. IT managers preferred to use prescriptive leadership strategies more often than restrictive strategies in IT organizations. The leadership strategies had a constructive impact on IT employees. The detail findings, conclusions, implications and suggestions for further research have been discussed in the full length paper.

Keywords

Leadership Strategies, Leadership Impact, Prescriptive Strategy, Restrictive Strategy, Constructive Impact, Passive/Defensive Impact, Aggressive/Defensive Impact.

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