Cha p t e r

i v i d u a l
I n d
e
u p 2

h
G r o

t
e n t e d b y

in
Pre s

n i z a t i o n
Or ga
 Les s o n
1

So c i a l
Sy s t e m
 Social
System- "the whole is greater
System
than the source of its parts"
(Aristotle)
- series of interrelated and
interdependent parts, such that
the interaction or interplay of
any of the subsystems (parts)
aff ects the whole in an
organization.
 Human
Organization
• comparing to a biological
system, where each individual
has a specifi c role to play,
similar to the diff erent organs
in a body. Each role is
interconnected and
interdependent, just like the
various systems in the body.
 Statu
• recognized position that an individual holds within a social

s
system, which carries specific rights, responsibilities, and duties.
It reflects the social standing or rank accorded by others,
determining the individual's role within that context.

Achieved status
Ascribed status
• earned or acquired
• assigned at through actions and
birth eff orts
(e.g., race, (e.g., bank manager,
athlete).
gender)
 Les s o n
2
a n i z a t i
Or g
on
 Organizati
on

organization encompasses
• means the social
various forms;
units (human
1. Formal Institution
groupings) deliberately
2. Informal Networks
constructed and 3. Hybrid Structures
reconstructed to seek 4. Virtual and online
specifi c goals. Organization
 Concepts of
Organization
1. The organization is always made up of
people.
2. The people in organizations interacts.
3. The interactions of people are ordered
by some structure that can be described.
4. The objectives of the people
interacting.
5. Finally, the interactions which result in
the achievement of personal objectives
that may not be the same with the
personal objective of any member.
The Organization Context
•complete understanding of
organizational behavior requires both an
understanding of human behavior and
the understanding of the organization
context within which human behavior is
acted out.

The organizational context

- is the specifi c setting within which
organizational behavior is enacted.
 Organization as Social
System

• An organization is a
Here's why relationships are
structured social system The Most Important
paramount:
consisting of groups and Aspect of
individuals working Organizations as 1. COMMUNICATION
together to meet some 2. COLLABORATION
Social Systems: 3. DECISION-MAKING
agreed-upon objectives.
(Relationships) 4. CULTURE
 Les s o n
3
n s : I t ’ s
n O r g a nizatio
u r c e s i
a n R es o e
Hu m r t a n c
Impo
 1 As non-managerial resource.
The human resource is also
important in its non-
managerial, or worker
capacity. Without application
As managerial resource. The of human eff ort, both physical
economic progress of a nation or of resource and technology, little
individual organizations depends
productive value to other
upon the integration of human
resources gives organizations
abilities with physical resources and
their synergistic potentials.
technology. The quality of the human
resource engaged in management is

2
a major determinant of the
productivity of employees and
organizations.
 3 The hierarchy of authority- is a
fundamental organizational
structure that establishes a clear
chain of command and decision-
making power within an
organization. It defi nes the levels of
As determinants of technology - management and the reporting
While technology is crucial, human relationships between diff erent
resources remain vital in positions, ensuring eff ective
determining technological coordination and control of
advancement. The human element organizational activities.
drives the development and
implementation of technology,

4
ultimately shaping an organization's
technological capabilities.
✓Rules, procedures, controls, and techniques:
•All organizations have formalized and
enforced rules, procedures, controls, and
techniques.

✓Rules
•Provide solutions for managing large-scale
organizations.
•Seen in shop rules governing personal
conduct and union agreements outlining
mutual rights and obligations.
•Can be formal or informal.
 Standard Operating
Procedure
A Standard Operating Procedure (SOP) is a set
of step-by-step instructions compiled by an
organization to help workers carry out routine
operations. These procedures aim to achieve
effi ciency, high-quality output, and consistent
performance while minimizing
miscommunication and ensuring compliance
with regulations. SOPs are not merely
suggestions they are formalized guidelines
that should be followed precisely every time a
specifi c task is performed.
The Organization Context
•complete understanding of
organizational behavior requires both an
understanding of human behavior and
the understanding of the organization
context within which human behavior is
acted out.

The organizational context

- is the specifi c setting within which
organizational behavior is enacted.
 Techniqu
es to as
•Techniques- referred the "little
method within a method."

• RTW organization:
•Operations research can be applied if
production goals are not being met.
•Human relation techniques may be
used if the work environment is
unhealthy and employee morale is low.
tH A N
YKO