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Management - Vikhanskiy OS

2.4. Completion of the process of inclusion of a new person in an organization

The final stage in the process of including a new member in the organization is its transition to full members of the organization. This is a very important part of the whole process of entry, and the organization should take it very seriously. From the point of view of the organization, this transition can be carried out when the new member of the organization has actually, and not in words, mastered its norms and values. For a person, this process consists in the fact that the organization makes it a full member and indicates it accordingly. The form of transfer of a new employee to full members of the organization usually varies in different organizations. However, one can point to some of the most common forms of implementation of the transition process. This may be the appropriation of a title or title, the empowerment of certain decision-making powers, access to confidential information, participation in certain activities for a limited number of persons, and so on. Not necessarily an event for transfer to full-fledged members should be public in nature and be known to a wide range of people. However, irrespective of the degree of publicity and the form of the process, the transition should be carried out in such a way that the new employee is perfectly clear that he has finally been accepted by the organization and has become a full member of it.

2.5. Assimilation of norms and values ​​of the organization by a new employee

The degree of inclusion of a person in an organization, the success or failure of the process of its adaptation to the organizational environment largely depends on how much the person has learned and accepted the norms and values ​​of the organization. When entering the organization, a person faces many norms and values, learns about them from colleagues, from prospectuses and training materials, from individuals who are not members of the organization. A person can accept all norms and values ​​of an organization, can accept a part of them, may not accept them at all. Each of these cases has its own distinctive consequences for the inclusion of a person in the organization, can be differently estimated by the person himself, perceived by the organizational environment and evaluated by the organization.

In order to give a general description and assessment of how the perception of norms and values ​​affects the inclusion of a person in an organization, it is important not only to know how fully he has learned and accepted the norms and values ​​of the organization, but also what norms and values ​​have been accepted by man, And which are torn away.

All norms and values ​​of the organization from the point of view of its mission, goals and organizational culture can be divided into two groups: absolutely necessary for acceptance by all members of the organization and accepted, but not necessarily necessary norms and values. Depending on what norms and values ​​are accepted by the new member of the organization, four types of adaptation can be singled out:

• denial (no norms and values ​​are accepted);

• conformism (all norms and values ​​are accepted);

• mimicry (basic norms and values ​​are not accepted, but non-mandatory norms and values ​​that mask the rejection of basic norms and values ​​are observed);

• adaptive individualism (mandatory norms and values ​​are accepted, optional ones are accepted in part or not fully accepted).

It is obvious that the first and the third type of human perception of the norms and values ​​of the organization make its adaptation to the organizational environment impossible, lead to its conflict with the organization and the severance of ties. The second and fourth type allow a person to adapt and join the organization, although they lead to significantly different inclusions.

It can not be said that any of these two types is better, so how does the assessment fundamentally depend on which organization a person enters. In bureaucratic organizations, in organizations dominated by standardized activities, where ingenuity, independence and originality of behavior are not required, an organization can be better and faster accepted by a person who perceives all its norms and principles. In entrepreneurial and creative organizations, where the individuality of behavior can produce positive results, adaptive individualism in most cases can be considered as the best way for people to perceive the system of norms and values ​​of the organization.