Organizational Behaviour Oxford Fajar Sdn Bhd 008974 T
Organizational Behaviour © Oxford Fajar Sdn. Bhd. (008974 -T), 2013 All Rights Reserved 1– 1
Chapter 2 ORGANIZATION AS A SOCIAL SYSTEM AND CULTURE Organizational Behaviour © Oxford Fajar Sdn. Bhd. (008974 -T), 2013 All Rights Reserved 1– 2
SOCIAL SYSTEM q A complex set of human relationships interacting in many ways (Newstrom and Davis, 2002) Organizational Behaviour © Oxford Fajar Sdn. Bhd. (008974 -T), 2013 All Rights Reserved 1– 3
MAJOR IDEAS OF A SOCIAL SYSTEM q SOCIAL EQUILIBRIUM – A situation in which all interdependent subsystems in an organization are in a dynamic working balance. q FUNCTIONAL AND DYSFUNCTIONAL EFFECTS OF CHANGE – Situations where changes result in favourable or unfavourable outcome for the organization. Organizational Behaviour © Oxford Fajar Sdn. Bhd. (008974 -T), 2013 All Rights Reserved 1– 4
MAJOR IDEAS OF A SOCIAL SYSTEM q 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. Organizational Behaviour © Oxford Fajar Sdn. Bhd. (008974 -T), 2013 All Rights Reserved 1– 5
ROLE AND ROLE CONFLICT q ROLE – A prescribed or expected behaviour associated with a particular position or status in a group or organization. q ROLE CONFLICT – A situation in which an individual is confronted with divergent role expectations. Organizational Behaviour © Oxford Fajar Sdn. Bhd. (008974 -T), 2013 All Rights Reserved 1– 6
TYPES OF ROLE CONFLICT q q q INTRA-SENDER ROLE CONFLICT INTER-ROLE CONFLICT PERSON-ROLE CONFLICT ROLE OVERLOAD ROLE AMBIGUITY Organizational Behaviour © Oxford Fajar Sdn. Bhd. (008974 -T), 2013 All Rights Reserved 1– 7
TYPES OF ROLE CONFLICT q INTRA-SENDER ROLE CONFLICT – Occurs when a person is expected to perform roles which are inconsistent to one another. q 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. q INTER-ROLE CONFLICT – The roles expected of a person are in conflict with the other roles that a person holds. Organizational Behaviour © Oxford Fajar Sdn. Bhd. (008974 -T), 2013 All Rights Reserved 1– 8
TYPES OF ROLE CONFLICT q PERSON-ROLE CONFLICT – A role that contradicts or violates the role holder’s attitudes, values, beliefs and behaviour. q ROLE OVERLOAD – Roles that are unmanageable, where there is not enough time for a person to perform the expected roles. q ROLE AMBIGUITY – Role holder lacks sufficient information in performing the role. Organizational Behaviour © Oxford Fajar Sdn. Bhd. (008974 -T), 2013 All Rights Reserved 1– 9
STATUS AND STATUS SYMBOLS q STATUS – 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. q STATUS SYMBOLS – The visible, external things that attach to a person or workplace and serve as evidence of social rank. Organizational Behaviour © Oxford Fajar Sdn. Bhd. (008974 -T), 2013 All Rights Reserved 1– 10
ORGANIZATIONAL CULTURE q A system of shared meaning held by members that distinguishes the organization from other organizations (Robbins and Judge, 2009). Organizational Behaviour © Oxford Fajar Sdn. Bhd. (008974 -T), 2013 All Rights Reserved 1– 11
CULTURAL CHANGE Two ways of cultural change: q CULTURAL REVOLUTION – A situation where cultures change drastically and dramatically, resulting in cultural shocks and high levels of stress among employees. q 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. Organizational Behaviour © Oxford Fajar Sdn. Bhd. (008974 -T), 2013 All Rights Reserved 1– 12
TYPES OF ORGANIZATIONAL CULTURE q DOMINANT CULTURE – Dominant cultures are the core values that are shared by everyone in an organization. q 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. Organizational Behaviour © Oxford Fajar Sdn. Bhd. (008974 -T), 2013 All Rights Reserved 1– 13
STEPS IN CREATING AN ORGANIZATIONAL CULTURE q q q Formulate Strategic Values Develop Cultural Values Create Vision Initiate Implementation Strategies Reinforce Cultural Behaviours Organizational Behaviour © Oxford Fajar Sdn. Bhd. (008974 -T), 2013 All Rights Reserved 1– 14
FACTORS SHAPING ORGANIZATIONAL CULTURE Characteristics of People within the Organization q Nature of Employment Relationship q Design of Organizational Structure q Organizational Ethics q Organizational Behaviour © Oxford Fajar Sdn. Bhd. (008974 -T), 2013 All Rights Reserved 1– 15
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