formal status

Status can be “formal status” or “informal status”. Formal status arises in an organisation because of the orgnisational hierarchy. The social status arises as a result of a person’s being a member of society at large.
Status congruence refers to the degree of agreement between various indicators of status and the status. The indicators of status are known as status symbols. Status incongruence creates tension in the mind of a person who suffers from it.

Social ranking

Status is social ranking of person in comparison to others in a system. According to Chester Barnard the desire for improvement of a status, especially the desire to protest the status, appears to be the basis of a sense of general responsibility. Organised work requires people to perform different functions and levels of work. These conditions cause status differences. Status provides a system by which people relate to one another. Status increases the ability to cooperate effectively. It also provides a pattern for orderly human advancement and growth.

Ambiguity exists

When expectations of role are materially different or opposite, a person tends to be in role conflict because there is no way to meet one’s expectations without rejecting the other.

When role expectations are inadequately defined or are substantially unknown, role ambiguity exists, because people are not sure how they should act in situations of this type. Research consistently discloses that where role conflict and ambiguity exist, dysfunctional results occur. There is particularly a decline in job satisfaction and need fulfillment.

Motivation and inefficiency

Obviously one cannot meet the needs of others unless one can perceive what they expect. Research shows that where is wide variance between a manager’s role perception of the job and the employee’s role expectations of that job, there tends to be poor motivation and inefficiency. They may even have difficulty communicating because they will not be talking about the same things in the same way.

Role expectations

A role set is the entire configuration of surrounding roles as they affect a particular role. That is all the different persons with who a person interacts have role expectations concerning the way in which the supervisor should act and these expectations collectively make up the role set for the job. This role set arises partly from the nature of the work itself, because managers in equivalent jobs but in different companies tend to perceive and play their role sin about the same way.
The existence of role expectations means that a manager (or other person) interacting with someone else needs to perceive at least three role values. First there is the manager’s role as required by the function being performed. Then there is the role of the person being contacted. Finally there is the manager’s role as seen by the other person.

Role

Role is the pattern of actions expected of a person in his activities involving others. It arises as a result of the position one occupies in the social structure. In order to be able to coordinate his activities with others he needs some way to anticipate their behaviour. Role performs this function. Role is the most complexly organized response pattern a human being is capable of. Activities of the organizational employees are guided by their role perceptions that is, how they think they should act in a given situation.

Sociology

It is important to recognize that when culture is applied to the filed of organizational behaviour, there are two distinct levels.
One application of culture is as a set of general attributes of people (such as learned share, and adaptive) culture can be used to identify the specific content of a particular group of people, such as blue – collar workers or high – tech employees versus customer service employees and to treat organizations “as if” they were cultures.
Sociology :
Sociology is the science of society. The major thrust of sociology is to understand interdependent social behaviour. Most relevant for the study of organizational behaviour are the concepts such as role, status, group, norms etc.

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Culture - characteristics

“Culture consists of patterns, implicit and explicit of and for behaviour acquired and transmitted by symbols constituting the distinctive achievements of human groups including their embodiments in artifacts”.
Another definition of culture would be ‘the acquired knowledge that people use to interpret experience and generate a social behaviour’.
The following are the characteristics of culture :
Culture is Learned : Culture is not genetic or biological, a human being learns the culture of the social group in which he is brought up.
Culture is shared : People as members of group or organization share culture . It is not special or specific to an individual.
Culture is Transgenerational : It is cumulative in its development and is passed down from generation to generation.
Culture is symbolic : It is based on human capacity to symbolize to use one thing to represent another.
Culture is patterned : It is based on human capacity to symbolize to use one thing to represent another.
Culture is Adaptive : It is based on human capacity to adopt as opposed to more genetically determined adaptive process of most other animals.

Influences

Many aspects of life have a significant influence upon behaviour, therefore, any understanding of employee behaviour must be preceded by study and understanding of the cultural in which they live. People meet at various places homes and street, they read books; they go to movies and they engage in may other activities that cause them to develop a set of basic values long before they seek their first employment. In fact, basic values are so well ingrained that they are very difficult to change even before a person finishes high school. They influence the amount of education one seeks, how hard one work on the job, and the way in which one cooperates with other at the work place. The basic relationship is that culture off the job affects on the job performance.

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Cultural Anthropology

Anthropology means the study of man. Although there are many subfields of anthropology the discipline of organizational behavioural draws support from cultural anthropology. Since, human behaviour is largely dominated and governed by the cultural heritage, understanding the cultural aspect becomes important for a manager.

Contribution of other social sciences

The discipline of organizational behaviour derives support from other behavioural sciences. In the main, cultural anthropology, sociology and psychology have given solid foundational support to this discipline. In the following paragraphs we discuss the main concepts from these behavioural sciences that a student of organizational behaviour should know.

Mutuality of interest

The mutual interest is represented by the statement “organization need people and people need organizations” The interests of the organization and the interests of the individual employee are interwined in such a way that the interests of one suffer if the interests of the other are affected.

Organisation as a social system

The members of the organization are the members of the society at large. They bring along with them the external social values. The existence of the social systems in the organizations implies that organizational environment is a dynamic one. All parts of the system are interdependent and subject to influence by the ideas prevailing in the external social system. It also implies that the organizational values and culture will be consistent with the values and culture of society in which the organization thrives.

Human dignity

This concept is of a different order from the other three because it is more an ethical philosophy. This concept rejects the old idea of using employees as economic tools. Everybody in the organization deserves respect simply by virtue of his being a human being contributing to the organizational cause.

Motivation

Motivation of the employees is essential to the operation of organizations. No matter how much machinery and equipment an organization has, these things cannot be put to use until they are operated by people who have been motivated.

Basically, a human being likes to work and contribute his mite to the organizational effort. The Manager has to create the bothatim in which the design work is supported.

Whole person

The organizations employ not only the skills of the employee but a whole human being along with his pluses of minuses. Employees no more are referred to as “hands”. A manager would do well to think of an employee not only as employee but also as a social being. The employee play many roles outside the firm. Therefore, if the employee is to be synchronized with organization, the manger will have to take into account his other roles too. When Manager practice organizational behaviour he tries to develop not only better employee but also a better person in terms of growth and contribution to the wider society.