Chapter 4.pptx Macroeconomics for Bangladesh

Finance

1. Chapter Four Social Systems and Organizational Culture

2. Chapter Objective The operation of social system The psychological Contract Social cultures and their impact The Value of Cultural Diversity Role and Role Conflict in Organizations Status and Status Symbols Organizational Culture and its effects Fun workplace

3. Organization and culture Primary key to the company’s culture resides in a “covenant” that is established between top management and all employees. Social system have profound effect on the ways that employees work together. Cultures provide both direct and indirect cues telling workers how to succeed .

4. Understanding A social System Social System is a complex set of human relationship interacting in many ways . -Mutually independent - System’s boundaries Social system are open system that interact with their surroundings . Social equilibrium A dynamic concept , not a static one

5. Functional effects Dysfunctional effects The functional effect of failure is used when we have computations that may fail with a specific type of value. Either has two types of value The term dysfunctional is defined as "abnormal or impaired function" on the part of an individual person between people in any sort of relationship or amongst members of a family

6. Psychological contracts Definition: Outlines: *Employees agree to give a certain amount of loyalty. *Employees give extra effort,creativity. *In return they expect more than economic reward from the system. The psychological contract defines the conditions of each employees psychological involvement both contributions and expectations with the social system.

7. Economic contacts * Organization must met both psychological and economic expectations *Employees tend to experience satisfaction *Employees stay with organization and perform well *A desirable sense of mutuality has been reached Definition: Outlines: The economic contract is an agreement between legal persons specifying their mutual relation, rights and obligations in order to realize certain economic aims

8. Employee : *Expected gains *Intended contribution Employer: * Expected gains *Reward offered Psychological contract Economic contract Employer: If expectations are met: *Employee retention *Possible promotion If expectations are not met: *Corrective action;dicipline *Possible separation Employee : If expectations are met: *High job satisfaction *High performance *Continuance with organization If expectations are not met: *Low job satisfaction *Low performance *Possible separation

9. Social Culture A complete set of meanings, habits, values and behaviors adopted by one or more social formation. Knowledge of social culture is especially important because managers need to understand and appreciate the backgrounds and beliefs of all members of their work unit. People learn to depend on their culture.

10. Cultural Diversity Cultural diversity is the existence of a variety of cultural groups within a society. Rich variety of differences among people at work.

11. Differences between discrimination and prejudice: Discrimination Unfair treatment of members of a particular group based on their membership in that group Discrimination involves action and behavior Can be a result of prejudice Legal action can be taken Prejudice A negative ( or positive ) attitude toward a certain group that is applied to its individual members Prejudice is an attitude Can be caused by lack of knowledge, ignorance and stereotyping Legal action can not be taken

12. Social Culture Values The Work Ethic Work ethic is a belief that hard work and diligence have a moral benefit and an importance of work to strengthen character and individual abilities. It is a set of values centred on importance of work and manifested by determination or desire to work hard.

13. Example's of Good Ethics 1. Because of strong work ethic, a man was known as a hard worker throughout. 2. The lazy student must improve his work ethic if he plans to pass to the next grade. 3. A good attitude and a solid work ethic are keys that people with moral beliefs hold in their hearts.

14. Social Responsibility Social responsibility is a duty every individual has to perform so as to maintain a balance between the economy and the ecosystems for the organisation.

15. Role Pattern of actions expected of person in activities involving others. Reflects a person in the social system, with it’s accompanying rights and obligations power and responsibilities. Having roles both on the job and away from it for a person. Preforms this function in social system .

16. Who is an employee? A Follower An Adviser Staff Person A Specialist A Worker A Consumer A Subordinate A Leader A Stockholder A Committee Chairperson Each Employee Performs Many Roles

17. Role Perceptions Activities of managers and workers are guided by it. They supposed how to act their roles and how others should act with their roles. Managers can quickly adapt the changing of role. Supervisors are also need to change roles rapidly. For interact, as a manager and an employee, they need to understand at least three perceptions: Manager’s role perception as required by the job being performed. Manager’s perception of the role of the employee being contacted. Manager’s perception of his or her role as likely to be seen by the employee. One can’t meet the needs of others unless one can perceive what they expect.

18. Employee Employee’s perception of manager’s role Employee’s perception of own role A C F B E D Manager Manager’s perception of own role Manager’s perception of employee’s role Manager’s perception of the manager’s role as seen by the employee Employee’s perception of the employee’s role as seen by the manager The Complex Web of Manager – Employee Role Perceptions

19. Mentors This is role model. They teach, advice, coach, support, encourage, act as sounding boards, and sponsor their portages. The advantages of successful mentoring programs are many. Mentors are older, experienced, successful They are respected by their peers for their commitment, effective communication, sharing ideas, developing others. Mentors are often not the employee’s direct supervisor. At last, some several problem can arise in mentoring programs.

20. Role Conflict When a person can’t play others different perception or expectations, then role conflict happened. It makes difficult to meet one set of expectations without rejecting another. Role Ambiguity Substantially unknown roles called role ambiguity. People are not sure about their act at this type of situation. Job satisfaction and organizational commitment will likely decline due to role ambiguity

21. Status Status is the social rank of a person in a group. Status system Status anxiety Status deprivation

22. Status Relationships Effects of status Participations Opportunities of higher rankers Isolation of lower rankers Interactions

23. Status symbols The visible things that attach to a person of social rank. Existence (office ,shop ,warehouse ) Variation (suit , job title ,location ) Influences over customer

24. Sources of status There are numerous sources of status but in a typical work situation several sources are easily identified . Major sources of status are : Education Job level Ability Job skill

25. Other sources of status are : Amount of pay Method of pay Seniority and age Stock option

26. Significant of status Work hard to achieve success. Achieve company's goals Influences employee to transfer Serves to motivate Encouraged to qualify for high status jobs.

27. Organizational Culture Social culture creates the wide -ranging context in which organization operate. The important function of Organizational culture is Employee Behavior Shared norms help define culture Benefit of Organizational culture

28. Characteristics of Organizational Culture Distinctive : Culture has it own Independence Stable: Changing slowly over time Implicit: Unexplored there internal culture Symbolic : Represent of underlying belief and values

29. Communicating and Changing Culture Organizational socialization: which is continuous process of transmitting key elements of an organization’s culture. Organizational Individualization : It occurs when employees successfully exert influence on the social system around them at work.

30. Four Combinations of Socialization and Individualization

31. Communicate Train Formulate Reward Use stories Publicly Use slogans Appoint manager Top employees value behaviors recognize of culture Management statement heroes, heroines Very great Great Moderate Minimal Effectiveness of Methods for Changing Organization Culture

32. Fun Workplaces Key features : It is easily recognized Its means different things to various people It is relatively easy to create at work It elicits a board range of personal and organizational payoffs.

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