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

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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

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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

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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

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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

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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.

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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

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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

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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

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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

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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)

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Characteristics of Organizational Culture

DistinctiveStableImplicitSymbolicIntegrated

AcceptedReflection of top

managementSubculturesVarying strength

No single type of culture is best

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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

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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

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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