In partial fulfillment
of
Human Behavior in Organization
SOCIAL SYTEM &
ORGANIZATION CULTURE
(REPORT)
PRESENTED BY:
AGUILA, MONINA ANDREA
CASTRO, LEREINA
CUYO, KAIZEL RAINE
BSAT 3RD YEAR
DATE PRESENTED:
July 12, 2017
UNDERSTANDING SOCIAL SYSTEM
WHAT IS A SOCIAL SYSTEM?
A complex set of interacting human relationships.
All parts are mutually interdependent.
Engages in exchanges with its environment.
SOCIAL EQUILIBRIUM
- When all interdependent parts are in dynamic working balance.
A single event can throw a system out of balance.
When in disequilibrium, the parts work against each other.
Over time, the basic character changes little.
FUNCTIONAL & DYSFUNCTIONAL EFFECTS
- Functional Effects:
Creativity
Productive employees
Quality2 improvements
- Dysfunctional Effects
Lower productivity
Lower satisfaction
Lower comm5itment
CULTURAL DIVERSITY
DISCRIMINATION & PREJUDICE
Discrimination is generally an action
Prejudice is an attitude
Either may exist without the other
THE LAW PROHIBITS
Any action that has discriminatory results, regardless of intentions
VALUING DIVERSITY
Prejudicial stereotypes
Differences must be recognized, acknowledge, appreciated, & used to collective
advantage
Organizations are under political, economic, social, & technical pressures to
change.
Actively managing diversity provides a competitive advantage
SOCIAL CULTURAL VALUES
THE WORK ETHICS
Group differences
Gradual decline
SOCIAL RESPONSIBILITY
Discrimination is generally an action
Prejudice is an attitude
ROLE
ROLE
- A pattern of expected action.
Facilitates interaction
Multiple roles
ROLE PERCEPTION
MENTORS
POSITIVE EFFECT
- A role model who guides another employee.
Stronger employee loyalty
Faster movement up learning curve
Better succession planning
Increased accomplishments
Gradual decline
NEGATIVE EFFECT
-Assigning mentors can result in..
Resentment
Abuse of power
Unwillingness to serve
ROLE CONFLICT
Others have different perceptions or expectations of a persons role
- Boundary roles
- role ambiguity
STATUS
STATUS
Social rank of a person in a group
Status systems
Status anxiety
Status deprivation
Status relationships
Status symbols
SOURCES OF JOB STATUS
Education
Job level
Skills
Occupation
Methods of pay
Seniority
Age
Stock
SIGNIFICANCE OF STATUS
Influences transfers and jobs employees take
Helps determine informal leaders
Motivates those seeking to advance
Some societal backlash
ORGANIZATIONAL CULTURE
ORGANIZATIONAL CULTURE
Set of assumptions, beliefs, values and norms that re shared by an
organization.
IMPORTANCE OF ORGANIZATIONAL CULTURE
Provides organizational identity
Sources of stability, continuity, security
Provides context
Typically identifies and rewards high-producing and creative individual
CHARACTERISTICS OF ORGANIZATIONAL CULTURE
Distinctive
Stable
Implicit
Symbolic
Integrated
Reflection of top management
Subcultures
Varying strength
No one type is best
MEASURING ORGANIZATION CULTURE
Difficult at best
Examination of stories, symbols, rituals, and ceremonies
Interviews and open-ended questionnaires
Examination of corporate philosophy statements
Become a member of the organization and observe
COMMUNICATING & CHANGING CULTURE
Difficult at best
Formal communication channels
Informal means
Unintentional ways
storytelling
People are more willing to adapt and learn when they want to
Please others
Gain approval
Learn about their work environment
