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Social system and organizational culture

Organization Culture
Social system

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Social system and organizational culture

  1. 1. Social System and Organizational Culture REPORTER: RIZA PODIRSKY
  2. 2. Objectives To be able to understand and reflect: • Social System • Social Cultures and their Impacts on our behavior • The Value of Cultural Diversity • Importance of Role knowledge • Status and Status Symbols • Organizational Culture
  3. 3. “REFLECTION” Activity Positive  Very Industrious  I like you  You’re doing it well Negative  Your lazy!  That is useless!  I don’t like you!
  4. 4. Understanding a Social System WHAT IS A SOCIAL SYSTEM?
  5. 5. Social System • is a “complex” set of human relationships interacting in many ways Social System Presentation:
  6. 6. Why Complex? 1. behavior of one affects the behavior of others 2. It is an “open system”
  7. 7. 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. 8. Psychological and Economic Contracts • ECONOMIC CONTRACT- where time, talent, energy are exchanged for wages, hours and reasonable working conditions. • PSYCHOLOGICAL CONTRACT –the conditions of each employee’s psychological involvement-both contributions and expectations- with the social system
  9. 9. The Result of the Psychological Contract & The Economic Contract Economic Contract Psychological Contract Employer: • Expected Gains • Rewards offered Employee: If expectations are met:  Job satisfaction  High performance  Loyalty If not: The opposite Employer: If expectations are met: • Employee retention • Possible promotion If not:  Corrective Action;discipline  Possible separation Employee: • Expected Gains • Intended Contributions
  10. 10. Psychological contract builds upon the concept of “exchange theory’ Whenever a continuing relationship exists between two parties, each person regularly examines the rewards and costs of that interaction. In order to remain positively attracted to the relationship, both parties must believe that a net positive ratio (rewards to costs) exists from their perspective.
  11. 11. Social Culture
  12. 12. Social Culture An environment of human-created beliefs, customs, knowledge and practices • SOCIAL- is the behaviour of people when they act in accordance with the expectations of others • CULTURE-is the conventional behavior of her society and it influences all her actions even though it seldom enters her conscious thoughts
  13. 13. Culture differences Some of the ways in which culture differ includes: • Patterns of decision making • Respect for authority • Treatment for females • Accepted leadership styles **Manager’s must know
  14. 14. Cultural Diversity
  15. 15. Cultural Diversity Job related- (organizationally created) • Types of work • Rank • Physical proximity to one another Non job related- (arise primarily from individual’s personal background) • Ethnicity • Culture • Socioeconomic • Sex • race
  16. 16. Culture Diversity • Differences need to be recognized, acknowledged, appreciated, and used to collective advantage. *** • Culture adaptable • Culture dependent
  17. 17. Social Culture Values
  18. 18. Social Culture Values Work ethics • Views work as very important thing in life • Views work as a desirable goal • Likes work and is satisfied with it Social Responsibility • Is the recognition that organizations have significant influence on the social system and that influence must be properly considered and balanced in all organizational actions.
  19. 19. Work Ethics Declination 1. The proportion of employees having strong work ethic varies sharply among sample groups 2. The general level of the work ethic has declined gradually over many decades.
  20. 20. Role What is a role?
  21. 21. Role • is a pattern of expected actions • 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”
  22. 22. Figure 4.2 Each employee performs many roles A leader An adviser A staff person A Committee chairperson A specialist A golfer A follower A worker A club president A stockholder A consumer An accountant A spouse A subordinate A student A parent A musician And more!!
  23. 23. Things to know • Role Perception • Role Flexibility • Role conflict • Role ambiguity • Importance of mentorship program
  24. 24. Status
  25. 25. Status is social rank!!! • The amount of the recognition, honor, esteem, and acceptance given to a person Terms to remember Status System/hierarchy Status anxiety Status deprivation
  26. 26. Status Relationship (Effect of Status) High status people • More influential • Received more privileges • More participative in group activities • Interact more • Opportunities for a better role in an organization
  27. 27. Status Symbols • are the visible, external things that attach to a person or workplace and serve as evidence of social rank • are most in evidence among different levels of managers
  28. 28. Typical Symbols of Status • Furniture • Interior decorations • Location of workplace • Facilities at workplace • Quality and newness of equipment used
  29. 29. Typical Symbols of Status • Type of clothes normally worn • Privileges given • Job title or organizational level • Employees • Degree of financial discretion • Organizational membership
  30. 30. Sources of Status • Person’s abilities • Job skills • Type of work also • Amount of pay • Seniority • Age • stock options
  31. 31. Organizational Culture What is it?
  32. 32. Organizational Culture • set of shared values and norms that characterise a particular organization • organizational culture is a set of shared mental assumptions that guide interpretation and action in organizations by defining appropriate behavior for various situations. (Ravasi and Schultz (2006) )
  33. 33. Importance of OC • Gives an organizational identity to employee • Provides a sense of security to its members • Helps newer employees interpret what goes on inside the organization • Helps stimulate employees enthusiasm for their tasks
  34. 34. Characteristics of Cultures • Distinctive • Stable • Implicit • Symbolic • No one type is best • Integrated • Accepted • A reflection of top management • Subcultures • Of varying strength
  35. 35. Communicating and Changing Culture • People are generally more willing to adapt and learn when they want to please others, gain approval and learn about their new work environment. • Socialization affects employees • Individualization affects the organization
  36. 36. Four Combinations of Socialization and Individualization Conformity Rebellion Creative Individualism Isolation High High Low Low Individualization (Impact of employee on organizational culture deviation from norms) Socialization (Impact of organizational culture on employee acceptance of norms)
  37. 37. References • Newstrom 12th edition • Wikipedia • Merriam online dictionary • culture-giving-032710984--finance.html
  38. 38. Synthesis “Life is a series of natural and spontaneous changes. Don't resist them; that only creates sorrow. Let reality be reality. Let things flow naturally forward in whatever way they like.” Lao Tzu
  39. 39. Thank you for the time  MAY GOD BLESS US ALL