Social System and Organization Culture

Topics: Sociology, Social status, Organizational studies Pages: 7 (1676 words) Published: November 24, 2013
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Social Systems and Organizational Culture

Understanding a social system
A social system is a complex set of human relationships interacting in many ways. Possible interactions are as limitless as the stars in the universe.
Two points stand out in the complex interactions among people in a social system. First, the behavior of any one member can have an impact, directly or indirectly, on the behavior of any other, simply stated, a change in one part of a system all the other parts, even though its impact maybe slight. Second, revolves around a system’s boundaries. Any social system engages in exchanges with its environment, receiving input from it and providing input and output to it. Social Equilibrium

A system is said to be in social equilibrium where its interdependent parts are in dynamic working balance. Equilibrium is a dynamic concept. Despite constant change and movement in every organization, the systems working balance can still be retained. Functional and Dysfunctional Effects

When some actions or changes become favorable for the system, the change has a functional effect but when actions or a change creates unfavorable effects, such as a decline in productivity, for the system it has a dysfunctional effect. Employees can/also have functional or dysfunctional effects on the organization. They can be creative, productive and enthusiastic and actively seek to improve the quality of the organizations product or service. Psychological Contract

When employees join an organization, they make an unwritten psychological contract with it, although often they are not conscious of doing so. It defines the conditions of each employee’s psychological involvement. If the organization honors only the economic contract and not the psychological contract, employees tend to have a lower satisfaction because not all their expectation is being met.

Exchange Theory
This theory simply suggests that whenever a continuing relationship exists between two parties, each person regularly examines the rewards and costs of that interaction. Social Responsibility
It is the recognition that organizations have significant influence must be properly considered and balanced in all organizational actions.

ROLE
The pattern of actions expected of a person in activities involving actions

reflects a person's position in the social system, with its accompanying rights and obligations, power and responsibility ROLE PERCEPTIONS
Activities of managers and workers alike are guided by their role perceptions, that is, how they are supposed to act their own roles and how others should act in their roles.

MENTORS
A role model who guides another employee by sharing valuable advice on roles to play and behaviors to avoid. They teach advice, coach, support, encourage, and sponsor to expedite their career progress. The advantages of successful mentoring programs include stronger employee loyalty, faster movement up the learning curve, better succession planning through development of replacements and increased level of goals accomplishments. They are usually older, successful themselves, and respected by their peers. They also willing to commit time and energy to help another person move up the corporate ladder, be able to communicate effectively and share ideas. ROLE CONFLICT

When others have different perceptions or expectations of a person's role. That person tends to experience role conflict.

Conflicts make it difficult to meet one set of expectations without getting rejecting another. Role Ambiguity
When 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. When role conflict and role ambiguity exists, job satisfaction and organizational commitment will likely decline.

Status
Is the social rank of a person in a group. It is a mark of the amount of recognition,...
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