ORGANIZATION AS A SOCIAL SYSTEM AND CULTURE Chapter 2 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 ROLE CONFLICT 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

TYPES OF ROLE CONFLICT 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.

TYPES OF ROLE CONFLICT PERSON-ROLE CONFLICT ROLE OVERLOAD 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 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.

ORGANIZATIONAL CULTURE A system of shared meaning held by members that distinguishes the organization from other organizations (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