2. ORGANIZATION AS A SOCIAL SYSTEM AND CULTURE
Chapter 2
ORGANIZATION AS A SOCIAL SYSTEM AND CULTURE

3. SOCIAL SYSTEM
A complex set of human relationships interacting in many ways (Newstrom and Davis, 2002)

4. 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.

5. 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.

6. ROLE AND ROLE CONFLICT ROLE ROLE CONFLICT
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.

7. TYPES OF ROLE CONFLICT INTRA-SENDER ROLE CONFLICT
INTER-SENDER ROLE CONFLICT
INTER-ROLE CONFLICT
PERSON-ROLE CONFLICT
ROLE OVERLOAD
ROLE AMBIGUITY

8. TYPES OF ROLE CONFLICT 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.

9. TYPES OF ROLE CONFLICT PERSON-ROLE CONFLICT ROLE OVERLOAD
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.

10. STATUS AND STATUS SYMBOLS
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.

11. ORGANIZATIONAL CULTURE
A system of shared meaning held by members that distinguishes the organization from other organizations (Robbins and Judge, 2009).

12. 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.

13. 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.

14. STEPS IN CREATING AN ORGANIZATIONAL CULTURE
Formulate Strategic Values
Develop Cultural Values
Create Vision
Initiate Implementation Strategies
Reinforce Cultural Behaviours

15. FACTORS SHAPING ORGANIZATIONAL CULTURE
Characteristics of People within the Organization
Nature of Employment Relationship
Design of Organizational Structure
Organizational Ethics