Teaching PowerPoint Slides - Chapter 2

2 SOCIAL SYSTEM AND
CULTURE OF AN
ORGANIZATION
LEARNING OUTCOMES
After studying this chapter, you should be able to:

Define social system
Explain the concepts of a social system
Explain role and role conflict, status and status symbols
Define organizational culture
Explain the steps in creating an organizational culture
Describe the factors shaping organizational culture
Organizational Behaviour Second Edition All Rights Reserved

© Oxford Fajar Sdn. Bhd. (008974-T), 2017 2– 3
NATURE OF A SOCIAL
SYSTEM
 A complex set of human relationships interacting in

many ways (Newstrom and Davis, 2002).

SOCIAL SYSTEM CONCEPTS
 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 outcomes for the organization.

(cont.)
 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.
 Impact of Roles
– A prescribed or expected behaviour associated with a
particular position or status in a group or organization.

(cont.)
 Role Conflicts
– A situation in which an individual is confronted with
divergent role expectations.
– Types of Role Conflicts

• Intra-sender Role Conflict
• Inter-sender Role Conflict
• Inter-role Conflict
• Person-role Conflict
• Role Overload
• Role Ambiguity
(cont.)
 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 another person.
 Inter-role Conflict
– The roles expected of a person are in conflict with the
other roles that a person holds.

(cont.)
 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.

(cont.)
 Status
– Status is the social rank of a person in a group
(Newstrom and Davis, 2002).
– The position of an individual in relation to another or
others, especially with regard to social or professional
standing.
 Status Symbols
– The visible, external things attached to a person or
workplace and serve as evidence of social rank
(Newstrom and Davis, 2002).

ORGANIZATIONAL CULTURE
 A system of shared meaning held by members that

distinguishes the organization from other organizations
(Robbins and Judge, 2009).

(cont.)
Do Organizational Cultures Change?

Two ways of cultural change:
(1) Cultural Revolution
– A situation whereby cultural changes happen drastically
and dramatically, resulting in culture shocks and also
leads to high stress levels for employees.
(2) 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.

(cont.)
Two Types of Organizational Culture:

Dominant Culture
– Dominant cultures are the core values that are shared
by everyone in an organization.
Subcultures
– Subcultures are developed by groups within a larger
culture 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.
CREATING ORGANIZATIONAL
CULTURE

FACTORS SHAPING

SUSTAINING
There are six guiding principles in sustaining culture:

(1)Aligning vision and action
(2)Making incremental changes within a comprehensive
transformation strategy
(3)Fostering distributed leadership
(4)Promoting staff engagement
(5)Creating collaborative relationships
(6)Continuously assessing and learning from change


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2 SOCIAL SYSTEM AND

After studying this chapter, you should be able to:

Organizational Behaviour Second Edition All Rights Reserved

 A complex set of human relationships interacting in

Organizational Behaviour Second Edition All Rights Reserved

 Functional and Dysfunctional Effects of Change

Organizational Behaviour Second Edition All Rights Reserved

 Psychological and Economic Contracts

Organizational Behaviour Second Edition All Rights Reserved

– Types of Role Conflicts

 Intra-sender Role Conflict

Organizational Behaviour Second Edition All Rights Reserved

Organizational Behaviour Second Edition All Rights Reserved

Organizational Behaviour Second Edition All Rights Reserved

 A system of shared meaning held by members that

Organizational Behaviour Second Edition All Rights Reserved

Do Organizational Cultures Change?

Organizational Behaviour Second Edition All Rights Reserved

Two Types of Organizational Culture:

Organizational Behaviour Second Edition All Rights Reserved

Organizational Behaviour Second Edition All Rights Reserved

There are six guiding principles in sustaining culture:

Organizational Behaviour Second Edition All Rights Reserved

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