chap004-social systems and organizational culture
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Chap004-Social Systems and Organizational CultureTRANSCRIPT
Organizational Behavior Human Behavior at WorkThirteenth Edition
Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
Chapter Four
Social Systemsand Organizational Culture
Chapter Objectives
To understand:
• The operation of a social system• The psychological contract• Social cultures and their impact• The value of cultural diversity• Role and role conflict in organizations• Status and status symbols• Organizational culture and its effects• Fun workplaces
4-3
Cultural Cues
Direct Cues
• Orientation training• Policy statements• Advice from supervisors and peers
Indirect Cues
• Inferences made from promotions• Patterns of acceptable dress
4-4
Understanding a Social System
Social System
• Complex set of interacting human relationships• All parts are mutually interdependent• Engages in exchanges with its environment
(open system)
4-5
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
4-6
Functional and Dysfunctional Effects of Change
Functional effects (favorable)
• Creativity• Productive employees• Quality improvements
Dysfunctional effects (unfavorable)
• Lower productivity (hard)• Lower satisfaction (soft)• Lower commitment (soft)
To elicit functional behaviors, provide clear
expectations and promises of reward
4-7
Psychological and Economic Contracts
Employer:• Expected gains•Rewards offered
Employer:• Expected gains•Rewards offered
Employer: If expectations are met:• Employee retention•Possible promotion
If expectations are not met: • Corrective actions; discipline• Possible separation
Employer: If expectations are met:• Employee retention•Possible promotion
If expectations are not met: • Corrective actions; discipline• Possible separation
Employee:If expectations are met• High job satisfaction• High performance• Continuance with organization
If expectation are not met:• Low job satisfaction• Low performance•Possible separation
Employee:If expectations are met• High job satisfaction• High performance• Continuance with organization
If expectation are not met:• Low job satisfaction• Low performance•Possible separation
Economiccontract
Economiccontract
Psychologicalcontract
Psychologicalcontract
Employee:• Expected gains•Intended contributions
Employee:• Expected gains•Intended contributions
4-8
Psychological and Economic Contracts
The psychological contract builds upon the concept of exchange theory
• To remain attracted to the relationship, both parties must have a net positive ratio
• The contract is continually examined and revised
4-9
Psychological and Economic Contracts
To prevent breakdowns of the psychological contract, employers are urged to:
• Help employees clarify their expectations and perceptions
• Initiate explicit discussions of mutual obligations
• Exercise caution when conveying promises• Provide candid explanations for broken
promises• Alert employees to the realistic prospects of
reneging
4-10
Social Culture
Acting in accordance with the expectations of others
• Human-created beliefs, customs, knowledge, and practices
• Distinctive social cultures can exist within a single nation
Managers must understand and appreciate the backgrounds and beliefs of work unit members
• One-culture dependency may create intellectual blinders
4-11
Cultural Diversity
Job-Related Diversity
• Organizationally created differences & similarities Ex. Type of work, Rank, Physical proximity,
Group affiliation
Non-Job-Related Diversity
• Arise primarily from an individuals personal background Ex. Culture, Ethnicity, Socio-economics, Sex
4-12
Cultural Diversity
Discrimination and Prejudice
• Discrimination is generally an action• Prejudice is an attitude• Either may exist without the other
The law prohibits…
• Actions, not feelings• Any action that has discriminatory results,
regardless of intentions
4-13
Cultural DiversityApproaches to Overcome Discriminatory
Practices • Change underlying attitudes, values & beliefs
• Programs aimed at managing & valuing diversity
• Differences should be recognized, acknowledged, appreciated and used to the collective advantage
• Workforce should explore their differences, learn from others, respect the values that others contribute and use that information to build a strong organization
• Requires inclusion & cultural competency
4-14
Social Culture Values
The Work Ethic
• Group differences• Gradual decline
But why?
Should an employer impose a work ethic and its expectations on employees?
Social Responsibility
• Costs and benefits• Strive for balance
4-15
Role
A pattern of expected actions
• Facilitates interaction• Multiple roles
4-16
Role
4-17
Role Perceptions
B D
CA
Manager
Manager’s perception of own role
Manager’s perceptionOf employee’s role
Employee
Employee’s perceptionof manger’s role
Employee’s perceptionof own role
Figure 4.3: The Complex Web of Manger-Employee Role Perceptions
4-18
Mentors
A role model who guides another employee
• Stronger employee loyalty• Faster movement up learning curve• Better succession planning• Increased level of goal accomplishments
Assigning mentors can result in
• Resentment• Abuse of power• Unwillingness to serve
4-19
Tips for Protégés Using Mentors
1. Select more than one mentor. 2. Consult them periodically. 3. Brief them on your progress, current issues, and
problems you are facing. Be candid, and expect candor in return.
4. Seek feedback from them. 5. Share and compare your strengths and weaknesses,
and your action plan for overcoming your limitations. 6. Ask your mentors to watch for new opportunities
opening up that might use your skills.7. Seek their advice on career-building moves that will
enhance your promotability.
4-20
Tips for Mentors Who Have Protégés
1. Identify protégé strengths, and help them build on them.2. Foster self-discovery by asking insight-generating
questions.3. Let the protégé make decisions, for that will increase
ownership.4. Choose your words carefully; avoid being directive or
judgmental.5. Listen; watch from a distance; intervene only when
necessary.6. Don’t place yourself on a pedestal; avoid sounding like an
expert.7. Be real; be authentic; be supportive; eliminate signs of
power.8. Be open to alternative views and choices; help the protégé
refine them.4-21
Mentors
Mentors are usually
• Older • Successful themselves• Respected by their peers (influential)• Able and willing to help another person move
up the corporate ladder• Able to communicate effectively and share ideas
in a non-threatening manner• Happy to participate in the one-on-one
development of others• Not the direct supervisor of the protégé
4-22
Mentors: Potential Problems
Some mentors are not as effective at being role models
Some protégés are less aggressive at seeking prime candidates for a mentor
A mentor might provide advice or information that actually hinders the protégé’s development
It may be difficult to find successful role models from the same gender or ethnic group
Where there are gender differences, a legitimate but close emotional bond can stimulate rumors of a sexual relationship
A protégé’s career might be abruptly stifled if the mentor is transferred or leaves the organization
4-23
Role Conflict
Others have different perceptions or expectations of a person’s role
• Boundary roles• Role ambiguity
Fairly Common
• 48% experience role conflict• 15% believe role conflict was frequent and
serious
4-24
Role Ambiguity
Exists when roles are inadequately defined or substantially unknown
Employees are more satisfied with their jobs when
• their roles are clearly defined by job descriptions • Receive statements of performance expectations
4-25
Status
Social rank of a person in a group
• Status systems• Status anxiety• Status deprivation• Status relationships• Status symbols
4-26
Sources of Job Status
4-27
Status
Significance of Status
• Employees consumed by the desire for status can be a source for employee problems & conflict
• Influences transfers and jobs employees take• Helps determine informal leaders• Motivates those seeking to advance• Some want high status job regardless of other
working conditions
4-28
Organizational Culture
Complex social system of laws, values, customs
• Behavior = Interaction between personal characteristics and the environment
• Shared norms
Benefits of Organizational Culture• Provides organizational identity
• Source of stability, continuity, security
• Provides sense of security to members
• Provides context
• Helps stimulate employee enthusiasm for tasks
• Typically identifies and rewards high-producing and creative individuals (role models)
4-29
Characteristics of Organizational Culture
DistinctiveStableImplicitSymbolicIntegrated
AcceptedReflection of top
managementSubculturesVarying strength
No single type of culture is best
4-30
Measuring Organizational Culture
Difficult at best
• Examination of stories, symbols, rituals, and ceremonies
• Interviews and open-ended questionnaires• Examination of corporate philosophy statements• Directly survey employees• Become a member of the organization and
observe
4-31
Communicating and Changing Culture
Culture is communicated through
• 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
4-32
Communicating and Changing Culture
Organizational Socialization
• Continuous process of transmitting key elements of an organization’s culture to its employees
• Formal and informal means• Storytelling
Individualization
• Employees exert influence on the social system around them by challenging the culture or deviating from it
4-33
Socialization and Individualization
4-34
Methods for Changing Organizational Culture
4-35
Fun Workplaces
Key Features
• Easily recognized• Means different things to various people• Is relatively easy to create• Elicits a broad range of personal and
organizational payoffs
4-36
Fun Workplaces
Employee Benefits
• Decreases stress• Reduces boredom• Stimulates friendships• Increases satisfaction• Produces beneficial physiological results
4-37
Fun Workplaces
Corporate Benefits
• Employee enthusiasm and creativity rise• Attracting and retaining employees is easier• The company’s values and norms become
clearer• Customer satisfaction improves because of how
they are treated by energized employees
4-38