A social system is a complex set of human relationships within an organization that is in a state of dynamic equilibrium. The culture of an organization represents the shared values, beliefs, and norms that guide behavior. Factors like roles, status, and power dynamics influence relationships between people in the social system and organizational culture. Maintaining equilibrium while allowing for natural changes helps the social system and culture adapt over time.

1. Social System and
Organizational
Culture

2. Social System
• is a “complex” set of human relationships
interacting in many ways

3. Understanding a Social System
• A social system is a complex set of
human relationships interacting in many
ways.
• Within a single organization, the social
system includes all the people in it and
their relationships to one another and to
the outside world.

4. Why Complex?
1. Behaviour of one affects the behaviour of
others
2. It is an “open system”

5. Social Equilibrium
• A system is said to be in social
equilibrium when its interdependent
parts are in dynamic working balance.
• Equilibrium is a dynamic concept, not a
static one. Despite constant change and
movement in every organization, the
system’s working balance can still be
retained.

6. Social Equilibrium/Disequilibrium
Equilibrium
• when there is a
dynamic working
balance among its
interdependent parts
Disequilibrium
• When the
interdependent parts
system are working
against each other

7. Psychological and Economic
Contracts
• ECONOMIC CONTRACT- where time, talent, energy
are exchanged for wages, hours and reasonable
working conditions.
• PSYCHOLOGICAL CONTRACT –the conditions of each
employee’s psychological involvement-both
contributions and expectations- with the social
system

8. The Result of the Psychological Contract &
The Economic Contract
Psychological
Contract
Economic
Contract
Employer:
• Expected Gains
• Rewards offered
Employee:
If expectations are met:
 Job satisfaction
 High performance
 Loyalty
If not:
The opposite
Employer:
If expectations are met:
• Employee retention
• Possible promotion
If not:
 Corrective
Action;discipline
 Possible separation
Employee:
• Expected Gains
• Intended
Contributions

9. Psychological contract builds upon the
concept of “exchange theory’
Whenever a continuing relationship exists between two
parties, each person regularly examines the rewards
and costs of that interaction. In order to remain
positively attracted to the relationship, both parties
must believe that a net positive ratio (rewards to costs)
exists from their perspective.

10. Social Culture

11. Social Culture
An environment of human-created
beliefs, customs, knowledge and
practices
• SOCIAL- is the behaviour of people when they
act in accordance with the expectations of
others
• CULTURE-is the conventional behaviour of her
society and it influences all her actions even
though it seldom enters her conscious thoughts

12. Culture differences
Some of the ways in which culture differ
includes:
• Patterns of decision making
• Respect for authority
• Treatment for females
• Accepted leadership styles
**Manager’s must know

13. Cultural Diversity

14. Cultural Diversity
Job related-
(organizationally created)
• Types of work
• Rank
• Physical proximity to
one another
Non job related-
(arise primarily from individual’s
personal background)
• Ethnicity
• Culture
• Socioeconomic
• Sex
• race

15. Culture Diversity
• Differences need to be recognized, acknowledged,
appreciated, and used to collective advantage.
***
• Culture adaptable
• Culture dependent

16. • This cultural diversity or rich variety of
differences among people at work, raises the
issue of fair treatment for workers who are
not in positions of authority.
• Problems may persist because of a key
difference in this context between
Discrimination And prejudice.

17. • Discrimination is generally exhibited as an
action, whereas prejudice is an attitude.
• Either may exist without the other. The law
focuses on an employer’s actions, not feelings.
• If actions lead to what is legally determined
to be results, such actions are unlawful
regardless of the employer’s alleged good
intentions.

18. Prejudice and Discrimination
• Prejudice is a system of negative
beliefs, feelings, and action-orientations
regarding a certain
group or groups of people.
18

19. Prejudice and Discrimination
Prejudice- means “prejudgment”, and
unjustifiable and usually negative attitude
toward a group--often a different cultural,
ethnic or gender group. It is a mixture of
beliefs (overgeneralized - stereotypes),
emotions (hostility, envy, or fear), and
predispositions to action (to discriminate).
19

20. Prejudice and Discrimination
Psychology of Prejudice
• The psychology of prejudice examines the
subjective state of individuals, noting three
levels of prejudice:
– Cognitive
– Emotional
– Action-orientation
• Some possible causes are self-justification,
personality, and frustration aggression
20

21. Prejudice and Discrimination
Psychology of Prejudice
• Cognitive- person’s beliefs and perceptions of
group as threatening/non-threatening, inferior/
equal, seclusive/intrusive, impulse gratifying,
acquisitive, or possessing positive or negative
characteristics
• Emotional - feelings that a minority group arouses
in an individual
• Action-orientation - positive or negative
predisposition to engage in discriminatory behavior.
21

22. Prejudice and Discrimination
Psychology of Prejudice
• Self-Justification- denigrating a person or group to justify
maltreatment of them, leading to prejudice and
discrimination against members of another group
• Authoritarian personality - harsh parental discipline,
child tends to be insecure and nurture much latent hostility
against the parent. As an adult, may demonstrate displaced
aggression against a powerless group to compensate for their
feelings of insecurity and fear.
• Frustration - result of relative deprivation in which
expectations remain unsatisfied
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24. Prejudice and Discrimination
Sociology of Prejudice
• The sociology of prejudice examines the
objective conditions of society as social forces
behind prejudiced attitudes.
• Some possible causes are--
– Socializations
– Competition
– Conformity to social norms
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25. Prejudice and Discrimination
Stereotype
• A stereotype is an overcomplicated
generalization by which we attribute certain
traits or characteristics to any person in a
group without regard to individuals
differences.
• Once established, stereotypes are difficult to
eradicate, as several studies have shown.
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26. Prejudice and Discrimination
Ethnophaulisms
• Ethnophaulisms are derogatory words or
expressions used to describe racial or ethnic
groups.
• Ethnic humor is often at the expense of a
particular group, but may also serve to strengthen
group cohesiveness, dissociate oneself from
stereotypes of one’s group, or affirm oneself by
pointing out the absurdity of one’s predicaments..
26

27. Prejudice and Discrimination
Social Prejudice
• Greater interaction and education do not
necessarily reduce the level of prejudice in a
society.
• Use of cooperative learning technique in a
classroom setting has demonstrated an
effective means of promoting better
intergroup understanding and self-esteem
27

28. Prejudice and Discrimination
• Discrimination is an action or practice of
differential and unequal treatment of other
groups of people, usually along racial,
religious, or ethnic levels.
28

29. Prejudice and Discrimination
• Like prejudice,
discrimination also
exists at different
levels of intensity:
 Verbal expression
 Avoidance
 Exclusion
 Physical abuse
 Extermination
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30. Social Culture Values

31. Social Culture Values
Work ethics
• Views work as very
important thing in life
• Views work as a desirable
goal
• Likes work and is satisfied
with it
Social Responsibility
• Is the recognition that
organizations have significant
influence on the social system
and that influence must be
properly considered and
balanced in all organizational
actions.

32. Work Ethics Declination
1. The proportion of
employees having
strong work ethic
varies sharply among
sample groups
2. The general level of the
work ethic has declined
gradually over many
decades.

33. Work Ethic
The importance of developing
a strong work ethic and how
the work ethic you develop will
impact your future as an
employee.

34. What is Work Ethic?
The Definition:
a standard of conduct
and values for job
performance

35. Expectations
for Teachers
What does a
school head
want?
What are the traits of a
winning teacher?

36. Top 10 Work Ethics
 Attendance
 Character
 Team Work
 Appearance
 Attitude
 Productivity
 Organizational Skills
 Communication
 Cooperation
 Respect

37. Role
What is a role?

38. Role
• is a pattern of expected actions
• It reflects a person’s position with its
accompanying
Rights and obligations
Power and responsibility
Function of Role in Social System:
“To anticipate other’s behaviour”

39. Roles perform by an employee
A leader An adviser A staff person
A Committee
chairperson
A specialist A golfer
A follower A worker A club president
A stockholder A consumer An accountant
A spouse A subordinate A student
A parent A musician And more!!

40. Things to know
• Role Perception
• Role Flexibility
• Role conflict
• Role ambiguity
• Importance of mentorship program

41. Status

42. Status is social rank!!!
• The amount of the recognition, honor, esteem, and
acceptance given to a person
Terms to remember
 Status System/hierarchy
 Status anxiety
 Status deprivation

43. Status Relationship
(Effect of Status)
High status people
– More influential
– Received more privileges
– More participative in group activities
– Interact more
– Opportunities for a better role in an organization

44. Status Symbols
• are the visible, external things that attach to a
person or workplace and serve as evidence of
social rank
• are most in evidence among different levels of
managers

45. Typical Symbols of Status
• Furniture
• Interior decorations
• Location of workplace
• Facilities at workplace
• Quality and newness of equipment used

46. Typical Symbols of Status
• Type of clothes normally worn
• Privileges given
• Job title or organizational level
• Employees
• Degree of financial discretion
• Organizational membership

47. Sources of Status
• Person’s abilities
• Job skills
• Type of work also
• Amount of pay
• Seniority
• Age
• stock options

48. Organizational
Culture
What is it?

49. Organizational Culture
• set of shared values and norms that
characterise a particular organization
• organizational culture is a set of shared mental
assumptions that guide interpretation and
action in organizations by defining appropriate
behavior for various situations. (Ravasi and
Schultz (2006) )

50. Importance of OC
• Gives an organizational identity to employee
• Provides a sense of security to its members
• Helps newer employees interpret what goes
on inside the organization
• Helps stimulate employees enthusiasm for
their tasks

51. Characteristics of Cultures
• Distinctive
• Stable
• Implicit
• Symbolic
• No one type is best
• Integrated
• Accepted
• A reflection of top
management
• Subcultures
• Of varying strength

52. Communicating and Changing Culture
• People are generally more willing to adapt and learn
when they want to please others, gain approval and
learn about their new work environment.
• Socialization affects employees
• Individualization affects the organization

53. Four Combinations of Socialization and
Individualization
Conformity
Creative
Individualism
Rebellion
Isolation
High
High
Low
Low Individualization
(Impact of employee on organizational
culture deviation from norms)
Socialization
(Impact of organizational
culture on employee
acceptance of norms)

54. Synthesis
“Life is a series of natural and spontaneous
changes. Don't resist them; that only creates
sorrow. Let reality be reality. Let things flow
naturally forward in whatever way they like.”
Lao Tzu