Social systems and organizational culture

Social systems and organizational culturePart TwoROLEA role is the pattern of actions expected of a person in activities involving others.

Role reflects a persons position in the social system, with its accompanying rights and obligations, power and responsibility.

Figure 1A person has roles both on the job and away from it. One person performs the occupational role of worker, the family role of parent, the social role of club president, and many others. In those various roles, a person is both buyer and seller, supervisor and subordinate, and giver and seeker of advice. Each role calls for different types of behavior. Within the work environment alone, a worker may have more than one role, such as a worker in group A, a subordinate to supervisor B, a machinist, a member of a union, and a representative on the safety committee.3Role PerceptionsHow managers think they are supposed to act in their own roles and how others should act in their roles.Figure 2CBADEF

When two people, such as a manager and an employee, interact, each one needs to understand at least three role perceptions. For a manager, the three roles are as follows:There is the managers role perception as required by the job being performed (A).There is the managers perception of the role of the employee being contacted (B).There is the managers perception of his or her role as likely to be seen by the employee.

Obviously, one cannot meet the needs of others unless one can perceive what they expect. Three related roles perceptions exist from the employees perspective, with dramatic differences (from the managers perceptions) possible especially int the direct comparisons such as A-D, B-E, and C-D. the key is for both parties to gain accurate 5MentorsA mentor is a role model who guides another employee (a protg) by sharing valuable advice on roles to play and behaviors to avoid.

Role Conflict When others have different perceptions or expectations of a persons role, that person tends to experience role conflict.Role AmbiguityWhen roles are inadequately defined or are substantially unknown, role ambiguity exists, because people are not sure how they should act in situations of this type. STATUSStatus is the social rank of a person in a group. It is a mark of the amount of recognition, honor, and acceptance given to a person.

Individuals are bound together in status systems, or status hierarchy which define their rank relative to others in the group.If they become seriously upset over their status, they are said to fell status anxiety. Loss status sometimes called losing face or status deprivation is considered a much more devastating condition.Status RelationshipsEffects of Status Affects power and influenceAffects the interaction inside the organizationAffects the role or activities inside the organization

However,Status provides a system by which people can relate to one another as they work.

Status SymbolsThe status systems reaches its ultimate end with status symbols. These are the visible, external things that attach to a person or workplace and serve as evidence of social rank. But, status symbols are a serious matter and requires management attention.

They exist in the office, shop, warehouse, refinery, or wherever work groups congregate. They are most in evidence among different levels of managers, because each successive level usually has the authority to provide itself with surroundings just a little different from those of people lower in the structure.11Sources of StatusMajor sources of status on the job:Figure 3Significance of StatusIt often is the source of employees problem and conflicts.It influences the kinds of transfers that employees will take.It helps determine who will be an informal leader of a group.It serves to motivate those seeking to advance in the organization.

Organizational culture is the set of assumption beliefs, values, and norms that are shared by an organizations members. May have been consciously created by its key members, or may have simply evolved across time. Represents a key element of the work environment in which employees perform their jobs. Importance of Organizational Cultures:Give an organizational identity to employees a defining vision what the organization represents.An important source of stability and continuity to the organization.Help newer employees interpret what goes on inside the organization.Help stimulate employee enthusiasm for their tasks.

This idea of organizational culture is somewhat intangible but is present and pervasive. It surrounds and affect everything that happens in an organization.

Importance of Organizational Cultures:Give an organizational identity to employees a defining vision what the organization represents - provides security to its members.

An important source of stability and continuity to the organization.

Help newer employees interpret what goes on inside the organization - by providing an important context for events that would otherwise seem confusing.

Help stimulate employee enthusiasm for their tasks Cultures attract attention, convey a vision, and typically honor high-producing and creative individuals as heroes. By recognizing and rewarding these people, organizational cultures are identifying them as role models to emulate.

15Characteristics of Organizational CulturesCharacteristics of Organizational StructureDistinctiveIntegrated StableAcceptedImplicitA reflection of top managementSymbolicSubculturesNo one bestOf varying strengthFigure 4Measuring Organizational Culture Systematic measurements:Examination of stories, symbols, rituals and ceremoniesInterviews and open-ended questionnairesExamination of corporate philosophy statements espoused cultureSurveying employeesBecome a member of the organizationCommunicating and Changing CultureOrganizational SocializationThe continuous process of transmitting key elements of an organizations culture to its employeesConsists of:Formal methodInformal methodPoint of views:Organizations POVEmployees POV

Organizations are to consciously create and manage their cultures, they must be able to communicate them to employees, especially to the newly hired ones. People are generally more willing to adapt when they want to please others, gain approval, and learn about their new work environment. Organizations are anxious to have the new employees fit in, thus, intentional approach that helps make this happen is used by many firms.

Examples of formal communication vehicles for transmitting organization cultures include executive visions of the firms future, corporate philosophy statements, and codes of ethical conduct.

Informal means involve publicly recognizing heroes and heroines, retelling historical success stories and even allowing myths to become exaggerated.

Organizational SocializationThe continuous process of transmitting key elements of an organizations culture to its employees

Formal military indoctrination at boot camp corporate orientation training for new employeesInformal role modeling

18Communicating and Changing CultureIndividualizationOccurs when employees successfully exert influence on the social system around them at work by challenging the culture or deviating from it. Figure 5 Socialization (impact of organizational culture on employee; acceptance of norms)Individualism(impact of employee on organizational culture; deviation from norms)High

LowLow