FOR DISCUSSION HOW DOES THE FOREGOING ADVICE SQUARE WITH YOUR PAST EXPERIENCES IN STARTING A NEW JOB? ARE THERE THINGS YOU WISH YOU COULD HAVE DONE DIFFERENTLY?

How to Stand Out in a New Job: Fitting into an Organization’s Culture in the First 60 Days

“Once you are in the real world—and it doesn’t make any difference if you are 22 or 62, starting your first job or your fifth,” say former business columnists Jack and Suzy Welch, “the way to look great and get ahead is to overdeliver.”1

Overdelivering means doing more than what is asked of you—not just doing the report your boss requests, for example, but doing the extra research to provide him or her with something truly impressive.

Among things you should do in the first 60 days:2

Be Aware of the Power of First Impressions

Within three minutes of meeting someone new, people form an opinion about where the future of the relationship is headed, according to one study.3“When meeting someone for the first time, concentrate on one thing: your energy level,” advises one CEO, who thinks that seven seconds is all the time people need to start making up their minds about you. Amp it up, he advises. “If you don’t demonstrate energetic attitude on your first day, you’re already screwing up.”4 (However, don’t be too upset if you feel you’ve blown it with someone on the first meeting. What’s key is to make sure you have other chances to meet that person again so that you can show different sides of yourself.5)

Come in 30 Minutes Early & Stay a Little Late to See How People Behave

“Many aspects of a company’s culture can be subtle and easy to overlook,” writes one expert. “Instead, observe everything.” Thus, try coming in early and staying a little late just to observe how people operate—where they take their lunches, for example.

Get to Know Some People & Listen to What They Have to Say

“You’ve got to realize that networking inside a company is just as important as when you were networking on the outside trying to get in,” says a business consultant.6 During the first two weeks, get to know a few people and try to have lunch with them. Find out how the organization works, how people interact with the boss, what the corporate culture encourages and discourages. Walk the halls and get to know receptionists, mail room clerks, and office managers, who can help you learn the ropes. Your role here is to listen, rather than to slather on the charm. Realize that you have a lot to learn.7

Make It Easy for Others to Give You Feedback

Ask your boss, coworkers, and subordinates to give you feedback about how you’re doing. Be prepared to take unpleasant news gracefully.8 At the end of 30 days, have a “How am I doing?” meeting with your boss.

Overdeliver

Because performance reviews for new hires generally take place at 60 to 90 days, you need to have accomplished enough—and preferably something big—to show your boss your potential. In other words, do as the Welches suggest: overdeliver.

For Discussion How does the foregoing advice square with your past experiences in starting a new job? Are there things you wish you could have done differently?

We consider organizational cultures and organizational structures, and how they should be aligned to help coordinate employees in the pursuit of organization’s strategic goals. We then consider the three types of organizations and seven basic characteristics of an organization. We next discuss seven types of organizational structures. Finally, we look at five factors that should be considered when one is designing the structure of an organization.

Page 226 Aligning Strategy, Culture, & Structure
Why is it important for managers to align a company’s vision and strategies with its organizational culture and structure?

THE BIG PICTURE

The study of organizing, the second of the four functions in the management process, begins with the study of organizational culture and structure, which managers must determine so as to implement a particular strategy. Organizational culture consists of the set of shared, taken-for-granted implicit assumptions that a group holds in the workplace. Organizational structure describes who reports to whom and who does what.