Social-System-and-Organizational-Culture.pptx

Social System and Organization

1. SOCIAL SYSTEM AND ORGANIZATIONAL CULTURE 1 Reported by: CPT CHRISTIAN J DELOS SANTOS (ART) PA CPT ELDIE N CAIRAN (ART) PA

2. Topic Outline Understanding a Social System Social System Social Equilibrium Functional/Dysfunctional Effects Psychological and Economic Contracts Social Culture Social Culture Cultural Diversity Social Culture Values Social Responsibility Organizational Culture Organization Culture Characteristics of Culture Measuring Organizational Culture Communicating and Changing Culture IV. Fun Workplaces 2

3. I. UNDERSTANDING A SOCIAL SYSTEM 3

4. What is a Social System? A social system is a complex set of human relationships interacting in many ways. Within a single organization, the social system includes all the people in it and their relationships to one another and to the outside world. 4

5. Two points stand out in the complex interactions among people in social system. First, the behavior of one member can have an impact, directly or indirectly, on the behavior of any other. Although, these impacts may be large or small, all parts of the system are mutually interdependent. Simply stated, a change in one part of a system affects all other parts, even though its impact may be slight. 5

6. A second important point revolves around a system boundaries. Any social system engages in exchanges with its environment, receiving input from it and providing output to it. Social systems are, therefore, open systems that interacts with its surroundings. 6

7. Social Equilibrium A system is said to be in social equilibrium when its interdependent parts are in dynamic working balance. Equilibrium is a dynamic concept, not a static one. Despite constant change and movement in every organization, the system’s working balance can still be retained. 7

8. Social Equilibrium/Disequilibrium Equilibrium When there is a dynamic working balance among its interdependent parts. Disequilibrium When the interdependent parts system are working “against” each other. 8

9. FUNCTIONAL AND DYSFUNCTIONAL EFFECTS If the effects of change are favorable for the system, it has a functional effect. When the action or change creates unfavorable effects, such as a decline in productivity, for the system it has a dysfunctional effect. 9

10. Psychological and Economic Contracts PSYSCHOLOGICAL CONTRACT – the conditions of each employee’s psychological involvement-both contribution and expectations-with the social system. Employees agree to give certain amount of loyalty, creativity, but in return they expect more than economic rewards. ECONOMIC CONTRACT – where time, talent, energy are exchanged for wages, hours and reasonable working conditions. 10

11. The result of the Psychological Contract & The Economic contract Employee: Expected Gains Intended Contributions Employer: Expected Gains Rewards offered Psychological Contract Economic contract Employee: If expectation are met: High Job satisfaction High performance Continue with organization If not: The opposite Possible separation Employer: If expectations are met: Employee retention Possible promotion If not: Corrective Action; discipline Possible separation 11

12. Psychological contract builds upon the concept of “exchange theory Whenever a continuing relationship exist between two parties, each person regularly examines the rewards and cost of that interaction. In order to remain positively attracted to the relationship, both parties must believe that a net positive ratio (reward to costs) exists from their perspective. receives Individual Gives Gives Individual receives Psychological contract 12

13. II. Social Culture 13

14. Social Culture SOCIAL- is the behavior of people when they act in accordance with the expectation of others. CULTURE- is the conventional behavior of her society and it influences all her actions even though it seldom enters her conscious thoughts An environment of human-created beliefs, customs, knowledge and practices 14

15. Culture differences Some of the ways in which culture differ includes: Pattern of decision making Respect for authority Treatment for female Accepted leadership styles “Manager’s must know” 15

16. Knowledge of social cultures 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. It gives them stability and security, because they can understand what is happening in their cultural community and know how to respond while in it. 16

17. “ However, this one-culture dependency may also place intellectual binders on employees, preventing them from gaining the benefits of exposure to people from other culture backgrounds.” 17

18. Cultural Diversity Employees in almost any organizations are divided into subgroups of various kinds. Formation of groups is determined by two broad sets of conditions. 18

19. First, job-related (organizationally created) differences and similarities, such as: Type of word Rank in the organization, and Physical proximity to one another, Sometimes cause people to align themselves in groups. 19

20. A second set of non-job related conditions(those related to culture, ethnicity, socioeconomics, sex and race) arise primarily from an individual’s personal background; these conditions are highly important for: Legal Moral, and Economic reasons. 20

21. This cultural diversity or rich variety of differences among people at work, raises the issue of fair treatment for workers who are not in positions of authority. Problems may persist because of a key difference in this context between Discrimination and prejudice . Discrimination is generally exhibited as an action, whereas prejudice is an attitude. 21

22. Valuing Diversity A promising approach to overcoming discriminatory practices actually attempts to change the underlying attitudes. Prejudicial stereotypes develop from unfounded assumptions about others and from their overlooked qualities. Differences need to be recognized acknowledged, appreciated, and used for collective advantage. 22

23. Prejudice and Discrimination Psychology of Prejudice The psychology of prejudice examines the subjective state of individuals, noting three levels of predict: Cognitive Emotional Action-orientation Some possible causes are self-justification, personality and frustration aggression 23

24. Cognitive – person’s beliefs and perceptions of group as threatening, inferior/equal, seclusive/intrusive, impulse gratifying, acquisitive, or possessing positive or negative characteristics. Emotional – feelings that a minority group arouses in an individual. Action-orientation – positive or negative predisposition to engage in discriminatory behavior. 24

25. Prejudice and Discrimination Psychology of Prejudice Self-Justification - denigrating a person or group to justify maltreatment of them, leading to prejudice and discrimination against members of another group. Authoritarian personality – harsh parental discipline, child tends to be insecure and nurture much latent hostility against the parent. As an adult, may demonstrate displaced aggression against a powerless group to compensate for their feelings of insecurity and fear. Frustration – result of relative deprivation in which expectations remain unsatisfied 25

26. Sources of prejudice Psychological Low self-esteem Anxiety Insecurity Social Groupthink Conformity Parental messages Societal Messages (ads, etc.) Economic Majority’s desire to preserve its status Competition for job, power, resources Culture Ethnocentrism Desire for group identity The justification of war 26

27. Prejudice and Discrimination Sociology of Prejudice The Sociology of prejudice examines the objective conditions of society as social forces behind prejudiced attitudes. Some possible causes are Socializations Competition Conformity to social norms 27

28. Prejudice and Discrimination Stereotype A stereotype is an overcomplicated generalization by which we attribute certain traits or characteristics to any person in a group without regard to individuals differences. Once established, stereotypes are difficult to eradicate, as several studies have shown. 28

29. Ethnophaulisms Ethnophaulisms are derogatory words or expressions used to describe racial or ethnic groups. Ethnic humor is often at the expense of a particular group, but may also serve to strengthen group cohesiveness, dissociate oneself from stereotypes of one’s group, or affirm oneself by pointing out the absurdity of one’s predicaments. 29 Prejudice and Discrimination

30. Social Prejudice Greater interaction and education do not necessarily reduce the level of prejudice in a society. Use of cooperative learning technique in a classroom setting has demonstrated an effective means of promoting better intergroup understanding and self-esteem. Discrimination is an action or practice of differential and unequal treatment of other group of people, usually along racial, religious, or ethnic levels. 30 Prejudice and Discrimination

31. Verbal expression Avoidance Exclusion Physical abuse Extermination Like prejudice, discrimination also exist at different levels of intensity: 31 Prejudice and Discrimination

32. Social Culture Values What is Work Ethic? A standard of conduct and values for job performance. Work ethic means, that they view work as very important and as desirable goal in life. They tend to like work and derive satisfaction from it. They usually have a stronger commitment to the organization and to its goals than do other employees. These characteristics of the work ethic make it highly appealing to employers. 32

33. According to research: First, the proportion of employees with a strong work ethic varies sharply among sample groups. Second, the general level of the work ethic has declined gradually over many decades. 33

34. Top 10 Work Ethics Productivity Organizational Skills Communication Cooperation Respect Attendance Character Team Work Appearance Attitude 34

35. Social Responsibility Every action that organization take involves cost as well as benefits. In recent years there has been a strong social drive to improve the cost-benefits relationship to make it possible for society to gain benefits from organizations and for the benefits to be fairly distributed. 35

36. Social responsibility is : The recognition that organizations have significant influence on the social system; and That this influence must be properly considered and balanced in all organizational actions. The presence of strong social values such as social responsibility has a powerful impact on organizations and their actions. 36

37. Role Is pattern of expected action It reflects a person’s position with its accompanying Rights and obligations Power and responsibility Function of role in Social System: “ To anticipate other’s behavior ” 37

38. Role Perception Activities of managers and workers alike are guided by their role perceptions, that is, how they think they are supposed to act in their own roles and how others should act in their roles. Since managers perform many different roles, they must be highly adaptive (exhibiting role flexibility) in order to change from one role to another quickly. Supervisors especially need to change roles rapidly as they work with both subordinates and superiors , and with technical and nontechnical activities. 38

39. A B C D E F 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 Employee’s perception of manager’s role Employee’s perception of own role Employee’s perception of the employee’s role as seen by the manager FIGURE 4.3 The Complex Web of Manager–Employee Role Perceptions 39

40. Mentoring A mentor is a role model who guides another employee by sharing valuable advice on roles to play and behaviors to avoid. Teaches, advises, coaches, supports, encourages, acts as sounding boards and sponsors their mentees so as to expedite their career progress. The advantages of successful mentoring programs include: Stronger employee loyalty, faster movement up the learning curve, Better succession planning through Development of replacements, and Increased level of goal accomplishments. 40

41. Role Conflict When others have different perceptions or expectations of a person’s role that person tends to experience role conflict. Such conflict makes it difficult to meet one set of expectations without rejecting another. 41

42. Role Ambiguity When roles are inadequately defined or are substantially unknown, role ambiguity exists, because people are not sure how they should act in situations of this type. When role conflict and role ambiguity exist, job satisfaction and organizational commitment will likely decline. On the other hand, employees tend to be more satisfied with their jobs when their roles are clearly defined by job descriptions and statements of performance expectations. A better understanding of roles helps people know what others expect of them and how they should act. If any role misunderstanding exists when people interact, then problems are likely to occur. 42

43. Status Status is the social rank of person in a group. It is a mark of the amount of the recognition, honor, esteem and acceptance given to a person. Within groups, differences in status apparently have been recognized ever since civilization began. Wherever people gather into groups, status distinctions are likely to arise, because they enable people to affirm the different characteristic and abilities of group members. Individuals are bound together in status systems, or status hierarchies, which define their rank relative to others in the group. If they become seriously upset over their status, they are said to feel status anxiety. Loss of status – sometimes called “losing face” or status deprivation – is a serious event for most people; it is considered a much more devastating condition, however, in certain societies. 43

44. Status Relationship High-status people within a group usually have more power and influence than those with low status. They also receive more privileges from their group and tend to participate more in group activities. They interact more with their peers than with those of lower rank. Basically, High status give people an opportunity to play a more important role in an organization. As a result, lower-status members tend to feel isolated from the mainstream and to show more stress symptoms than higher rank members. In a work organization, status provides a system by which people can relate to one another as they work. Without it, they would tend to be confused and spend much of their time trying to learn how to work together. Though status can be abused, normally it is beneficial because it helps people interact and cooperate with one another. 44

45. Status Symbol The status system reaches its ultimate end with status symbols. These are the visible, external things that attach to a person or workplace and serve as evidence of social rank. They exist in the office, shop, warehouse, refinery, or wherever work group congregate. They are most in evidence among different levels of managers, because each successive level usually has the authority to provide itself with surroundings just a little different from those people lower in structure. Many organizations have a policy that persons of equal rank in the same department should receive approximately equal status symbols. 45

46. Sources of Status The sources of status are numerous, but in a typical work situation several sources are easily identified. Major sources of status: Education, job level, Person’s abilities, job skills, type of work. Other sources of status are: a) Amount of pay- gives economic recognition and an opportunity to have more of the amenities of life, such as travel. b) Method of pay – (hourly versus salary) and working conditions also provide important status distinctions, such as distinguishing blue-collar and white-collar work. c) Seniority and Age –Seniority and age often earn for their holder certain privileges, such as first choice of vacation dates, or the respect of co-workers for their longevity at work. d) Stock options- provide employees with the opportunity to share the financial success of firm. 46

47. Significance of Status Status is significant to organizational behavior in several ways. When employees are consumed by the desire for status, it is often the source of employee’s problems and conflicts that management needs to solve. It influences the kinds of transfers that employees will take, because they don’t want a low- status location or job assignment. It helps determine who will be and informal leader of a group, and it definitely serves to motivate those seeking to advance in the organization. Some people are status seekers, wanting a job of high status regardless of other working conditions. These people can be encouraged to qualify themselves for high- status jobs so that they will feel rewarded. 47

48. III. Organizational Culture 48

49. Organizational Culture Set of shared values and norms that characterize a particular organization and mental assumptions that guide interpretation and action in organizations by defining appropriate behavior for various situations. (Ravasi and Schultz(2006)) It represents a key element of the work environment in which employees perform their jobs. This idea of organizational culture is somewhat intangible, for we cannot see it or touch it, but it is present and pervasive. Like the air in a room, it surrounds and affects everything that happens in an organization. Because it is a dynamic systems concept, culture is also affected by also most every thing that occurs within organization. 49

50. Importance of Organizational Culture Gives an Organizational identity to employees- a defining vision of what the organization represents. Source of stability and continuity to the organization, which provides a sense of security to its members. Helps newer employees interpret what goes on inside the organization, by providing an important context for events that would otherwise seem confusing. Helps stimulate employees enthusiasm for their tasks. Attracts attention, convey a vision, and typically honor high-producing and creative individuals as heroes. Recognizes and rewards these people, and identifies them as role models to emulate. 50

51. Characteristics of Culture Distinctive Stable Implicit Symbolic No one type is best Integrated Accepted A reflection of top management Subcultures Of varying strength 51

52. Measuring Organizational Culture Systematic measurement and comparison of cultures is difficult at best. Most early attempts by the researchers relied on examination of stories, symbols, rituals, and ceremonies to obtain clues and construct a composite portrait. Others have used interviews and open-ended questionnaires in an attempt to assess employee values and beliefs. Another approach is to survey employees directly and seek their perceptions of the organization’s culture. One of the more interesting methods is to become a member of the organization and engage in participant observation. 52

53. Communicating and Changing Culture Consciously create and manage their cultures and must be able to communicate them to employees, especially the new hired ones. People are generally more willing to adapt and learn when they want to please others, gain approval and learn about their new work environment. It consists of both formal methods( such as military indoctrination at boot camp or corporate orientation training of new employees) and informal means (like role modeling provided by mentors). All these approaches help shape the attitude thoughts and behavior of employees. Socialization can be functional for both employees. Storytelling as a way forge a culture and build organizational identity. Individualization affects the organization. 53

54. IV. Fun Workplaces 54

55. Society encourages and provides many ways in which people can play and have fun in their recreational lives. A fun work environment is a unique and increasingly popular organization culture in which supervisors encourage, initiate, and support a variety of playful humorous activities. Key features : It is easily recognized It means different things to various people. It is relatively easy to create at work. It elicits a broad range of personal and organizational payoffs. 55 Fun Workplaces

56. Summary When people join a work group, they become part of that organization’s social system. It is the medium by which they relate to the world of work. The variables in an organizational system operate in a working balance called social equilibrium. Individuals make a psychological contract that defines their personal relationship with the system. The broad environment that people live in is their social culture. People need to accept and appreciate the value that a diversity of cultural backgrounds can contribute to the success of an organization. Role is the pattern of action expected of a person in activities involving others. Related ideas are role perception, mentors, role conflict, and role ambiguity. Organizational cultures reflect the assumptions and values that guide a firm. They are intangible but powerful influences on employee behavior. 56

57. Synthesis “ Life is a series of natural and spontaneous changes. Don’t resist them; that only creates sorrow. Let reality. Let thins flow naturally forward in whatever way they like.” Lao Tzu 57

58. References: 1. Organizational Behavior – Human Behavior at Work (12 th Edition) by John W. Newstrom , Ph.D. University of Minnesota Duluth. 2. Google SlideShare https://www.slideshare.net/slideshow/chapter-4-social-system-and-organization-culture/71191281#2 3. WIKIPEDIA https://en.wikipedia.org/wiki/Social_system 58

59. That’s End Of our PRESENTATION Thank You and good day!!! 59