Dayana’s Group Case Study The Church Search 1. ) How have Marsha’s experiences so far represented aspects of the anticipatory socialization process? Is it also possible to consider anticipatory socialization from the point of view of the church searching for a new pastor? What does anticipatory socialization look like from the organization’s point of view? * There are a couple experiences Marsha went through so far that represent aspects of the anticipatory socialization process.
The first is when she is in her living room reading through the profiles of churches, when she stubbles upon Nancy’s church she knew their values and mission matched her commitments. That’s where she got a general idea of Nancy’s congregation. Secondly when Nancy and Marsha meet up at the restaurant, is where Marsha would get a real good feel of the organization through what Nancy is discussing.
With Nancy arriving with a long step process of things to do it shows Marsha how enthusiastic the church is and gives Marsha a good idea of what it would be like to work as a pastor there before actually starting. * Yes, it is possible to consider anticipatory socialization through the point of view of the church. By the search committee reading the pastors’ profile of past, values, goals, strengths, and etc. they can get a good idea of who would make a good fit for their organization. The anticipatory socialization looks at the prospected employee just as she looks at the church. The organization looks at their resumes and interview processes to get a general idea of what kind of person and worker the employee might be before their start with the organization. 2. ) During the weekend ahead, what questions should Marsha anticipate during the interview process? What questions should she ask? What are the various functions that the interview will serve for both Marsha and the congregation? Some questions Marsha should be anticipating during the interview process are questions about her personality, how motivated she is toward the occupation, and communication skills. Here is where the organization can get a glimpse of the work quality of the prospective employee. * Some questions Marsha should ask are questions to dig a little deeper into the organization where she can get a general since of what it would be to work as the pastor for Nancy’s church. Probably asking overt questions to get direct answers about her concerns or curiosities. The interview will benefit both parties in the way that they will both gain more knowledge of each other. Marsha and the congregation will get asked questions and get to ask questions where they will gain more knowledge of each other’s values, goals, ambitions, motivation, personality, environment, and socialization. With more information learned from one another they can determine if the match with benefit each party. 3. ) Assuming that Marsha eventually takes on the role of pastor with this church, what should she anticipate during her first few months in her new role?
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Are there steps that she can take before and after moving to Michigan to ease her transition? Are there steps the congregation can take to help her “makes sense” of life in the new church? * Marsha should anticipate her superiors giving her different tasks, to learn about her skills and motivation to help her find her role. Then it will continue on to making her roll through exchange resources with superiors to develop her role definitions. * In the metamorphosis phase is the final stage of socialization where there might be job transfers which might entitle a new location.
She should keep high communication with her supervisor and coworkers to help ease the transition experience. * There are no specific steps to help her “make sense” of the new church but Marsha can use the newcomer information-seeking tactics and the church be supportive with her questioning. With the congregation helping Marsha with here questions and concerns she can get into routine where she starts to feel as an insider. 4. ) A pastor’s role is one in which the “supervisor” could be seen as the congregation.
How could the leader-member exchange model be adapted to account for these kinds of organizational positions? * The role routinization phase there would be a little adaptation to the in-group stage for organizational positions like a pastor. The in-group would be characterized by high trust where the congregation has trust for on another. High influence due to “what the people want” with the majority of superiority through the people of the congregation, might lead to an out numbering with decisions.
Mutual rewards, high rewards coming from morality with having the ability to spread the “word of god”, and the community itself and the low rewards would come from the church isn’t built to turn a profit. High support with the amount of people who are members of a congregation there would be a lot of support with the pastor to make sure things go as planned and smooth. Latitude in task development where everyone would most likely all have the same outlook, goals, and pace of development for the church.
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