PD Lecture 8 social system culture

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Lecture 8

ORGANIZATION AS A SOCIAL SYSTEM AND CULTURE


SOCIAL SYSTEM

A complex set of human relationships interacting in many ways (Newstrom and Davis, 2002)


MAJOR IDEAS OF A SOCIAL SYSTEM

SOCIAL EQUILIBRIUM– A situation in which all interdependent

subsystems in an organization are in a dynamic working balance.

FUNCTIONAL AND DYSFUNCTIONAL EFFECTS OF CHANGE– Situations where changes result in

favourable or unfavourable outcome for the organization.


MAJOR IDEAS OF A SOCIAL SYSTEM

PSYCHOLOGICAL AND ECONOMIC CONTRACTS– It is an automatic and unconscious

contract/agreement made between the employer and employee on what to give and what to expect from each other.


ROLE AND ROLE CONFLICT

ROLE– A prescribed or expected behaviour associated

with a particular position or status in a group or organization.

ROLE CONFLICT– A situation in which an individual is confronted

with divergent role expectations.


TYPES OF ROLE CONFLICT

INTRA-SENDER ROLE CONFLICT INTER-SENDER ROLE CONFLICT INTER-ROLE CONFLICT PERSON-ROLE CONFLICT ROLE OVERLOAD ROLE AMBIGUITY



INTRA-SENDER ROLE CONFLICT– Occurs when a person is expected to perform

roles which are inconsistent to one another. INTER-SENDER ROLE CONFLICT

– Happens when someone expects a role holder to perform a role that is incongruent with a role expected by other person.

INTER-ROLE CONFLICT– The roles expected of a person are in conflict with

the other roles that a person holds.



PERSON-ROLE CONFLICT– A role that contradicts or violates the role holder’s

attitudes, values, beliefs and behaviour. ROLE OVERLOAD

– Roles that are unmanageable, where there is not enough time for a person to perform the expected roles.

ROLE AMBIGUITY– Role holder lacks sufficient information in

performing the role.


STATUS AND STATUS SYMBOLS

STATUS– A social rank of a person in a group.– The position of an individual in relation to another

or others, especially in regard to social or professional standing.

STATUS SYMBOLS– The visible, external things that attach to a person

or workplace and serve as evidence of social rank.


WHAT IS ORGANIZATIONAL CULTURE?

Organizational culture is defined as “a system of shared meaning held by members that distinguishes the organization from other organizations”. Culture can change in two ways; culture revolution and cultural evolution (Robbins and Judge, 2009).


CULTURAL CHANGE

Two ways of cultural change: CULTURAL REVOLUTION

– A situation where cultures change drastically and dramatically, resulting in cultural shocks and high levels of stress among employees.

CULTURAL EVOLUTION– A cultural change that happens slowly and

gradually, leading to low levels of stress among employees because employees are more prepared for the change.


TYPES OF ORGANIZATIONAL CULTURE

DOMINANT CULTURE– Dominant cultures are the core values that are

shared by everyone in an organization.

SUBCULTURES– Subcultures develop to reflect common problems,

situations or consequences that are faced by members in a department. It however will include the core values of the organization.


STEPS IN CREATING AN ORGANIZATIONAL CULTURE

Formulate Strategic Values Develop Cultural Values Create Vision Initiate Implementation Strategies Reinforce Cultural Behaviours


FACTORS SHAPING ORGANIZATIONAL CULTURE

Characteristics of People within the Organization

Nature of Employment Relationship Design of Organizational Structure Organizational Ethics

PD Lecture 8 social system culture

Investor Relations

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