Social Systems and Organizational Culture Ch 4.ppt

Social system: A social systems is a complex set of human relationships interacting in many ways.
Open systems: Social systems are open systems that interact with their surroundings.
Social Equilibrium: A system is said to be in social equilibrium when there is a dynamic working balance in its interdependent parts.The system is like a sea

1. Chapter 4
Social Systems
and Organizational
Culture

2. UNDERSTANDING A SOCIAL SYSTEM
Socialsystem:Asocialsystemsisacomplexsetofhumanrelationships
interactinginmanyways.
Opensystems:Socialsystemsareopensystemsthatinteractwiththeir
surroundings.
SocialEquilibrium:Asystemissaidtobeinsocialequilibrium
whenthereisadynamicworkingbalanceinitsinterdependentparts.The
systemislikeasea.

3. FunctionalandDysfunctionalEffects:Whena
changecreatesfavorableeffectsforthesystemithasafunctional
effectandifachangecreatesunfavorableeffects,ithasa
dysfunctionaleffect.
Functionaleffects
•Enhancedcreativity
•Productiveemployees
•Qualityimprovements
Dysfunctionaleffects
•Lowerproductivity
•Lowersatisfaction
•Lowercommitment

4. PsychologicalandEconomicContracts:
Whenemployeesjoinanorganization,theymakean
unwrittenpsychologicalcontractwithit,thiscontract
isinadditiontotheeconomiccontractwheretime,
talent,andenergyareexchangedforwages,hours,
andreasonableworkingconditions.

5. UNDERSTANDING A SOCIAL SYSTEM
Figure
The
results
of the
psychological
contract
and the
economic
contract

6. SOCIAL CULTURE
SocialCulture:Cultureistheconventionalbehaviorofone’ssocietyandit
influencesallhis/heractionseventhoughitseldomentersherconsciousthoughts.
CulturalDiversity:Employeesaredividedintosub-groupsofvarious
kinds.Formationofgroupsisdeterminedbytwobroadsetsofconditions:
1)Jobrelatedconditionsii)Non-jobrelatedconditions.
Equalemploymentopportunity(EEO):EEOistheequalopportunitiesto
securejobsandrewardsinthem,regardlessofconditionsunrelatedtojob
performance.
Affirmativeaction:ManyorganizationsdevelopedAffirmativeactionplans
whichincludesnondiscriminationpolicies,reviewedtheirpersonnelpracticesand
monitoredtheirprogress.
Discrimination:Discriminationisgenerallyexhibitedasanaction.
Prejudice:prejudiceisanattitudeholdbyanindividual.

7. POTENTIAL SOCIAL BENEFITS OF EEO
Equal citizen access to jobs
More useful contributions to society
(Fewer on Welfare)
Reinforcement of social objectives
Better use of labor force
Higher family earnings
Higher national output
Better self image for citizens
EEO

8. Social Culture Values
• The Work Ethic: Work ethic to many people mean
that they view work as very important and as a desirable goal in life.they
tend to like work and derive satisfaction from it.
• SocialResponsibility:Socialresponsibilityisthe
recognitionthatorganizationshavesignificantinfluenceonthesocial
systemandthatthisinfluencemustbeproperlyconsideredandbalanced
inallorganizationalactions.

9. ROLE
ROLE:Aroleisthepatternofactionsexpectedofapersonin
activitiesinvolvingothers.Rolereflectsaperson’spositioninthe
socialsystem,withitsaccompanyingrightsandobligations,
powerandresponsibility.

10. Who is an
Employee?
A Leader
A Worker
A Follower
A Spouse
An Accountant
An Advisor
A ConsumerA Parent
ROLE PERFORMED BY EMPLOYEE

11. ROLE
RolePerceptions:Activitiesofmanagersandworkers
alikeareguidedbytheirroleperceptions,thatis,howthey
thinktheyaresupposedtoactintheirownrolesandhow
othersshouldactintheirroles.

12. ROLE
Figure The complex web of manager-employee role perceptions

13. Mentors
Mentors:Amentorisarolemodelwhoguidesanother
employee(protégé)bysharingvaluableadviceonrolestoplay
andbehaviorstoavoid.Seetipsforprotégéandmentorsfrom
thebook.Tipsformentorsprotégés(Seep-82,Newstrom)

14. RoleConflict:whenothershavedifferentperceptionsor
expectation’sofaperson’srole,thatpersontendstoexperience
roleconflict.
Forexample,Acompanypresidentfacedroleconflictwhenshe
learnedthatboththecontrollerandthepersonneldirector
wantedhertoallocatetheneworganizationalplanningfunction
totheirdepartments.
RoleAmbiguity:Whenrolesareinadequatelydefinedor
substantiallyunknown,roleambiguityexists,becausepeopleare
notsureabouthowtheyshouldactinsituationsofthis
type.Exampleofanunionstewardandhissupervisor(seefrom
thebook)

15. STATUS
STATUS:StatusisthesocialrankofapersoninaGroup.Itismarkof
theamountofrecognition,honor,andacceptancegiventoaperson
•Statussystems:Individualsareboundtogetherinstatussystems,or
statushierarchies,whichdefinetheirrankrelativetoothersinthegroup
•Statusanxiety:Ifpeoplebecomeseriouslyupsetovertheirstatus,they
aresaidtofeelstatusanxiety.
•Statusdeprivation:Lossofstatus–sometimescalled‘losingface’or
statusdeprivation-isaseriouseventformostpeople

16. Status Relationships:
High status people within a group usually have more power and
influence than those with low status,.
Status Symbols:
There are visible external things that attach to a person or work
place and serve as evidence of social rank such as exclusive
furniture, interior decorations, facilities at work etc.
Sources of Status:See the following figure
Continued………

17. SOURCES OF STATUS
Figure
Major
sources
of
status
on
the
job

18. ORGANIZATIONAL CULTURE
Organizationalculture:Itisthesetofassumptions,
beliefs,valuesandnormsthataresharedbyanorganization’smembers.

19. CHARACTERISTICS OF CULTURE
TenCharacteristicsofCulture:
•Distinctive
•Stable
•Implicit
•Symbolic
•Noonetypeisbest
•Integrated
•Accepted
•Areflectionoftopmanagement
•Subcultures
•Ofvaryingstrength

20. Communicating and Changing Culture
Conformity
Rebellion
Creative
Individualism
Isolation
High
Low
Low
High
Individualization
(Impact on employee on organizational culture;
Deviation from norms)
Socialization
(Impact of organizational culture on
Employee; acceptance of norms)

21. Very
great
Great
Moderate
Minimal
Communicate
Top
Management
support
Train
Employees
Formulate
Value
statement
Reward
behaviors
Use stories
And
myths
Publicly
Recognize
Heroes
And heroines
Use
Slogans
Appoint a
Manager of
culture
Probable Effectiveness
Culture-change methods
Effectiveness of Methods for
Changing Organizational Culture

22. Questions