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

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