Social Influence

1
Social Influence Culture
2
Social Influence

• People are motivated by the presence of others
• Social Facilitation
• Effects noted mostly on simple tasks
• Effortgtperformance
• Social Inhibition
• Effects noted mostly on complex tasks
• Explained by diffusion of responsibility and
  evaluation apprehension

3
Social Loafing

• Individuals decrease the amount of effort they
  put into a task while doing that task with other
  people
• Why?
• Inability to monitor and evaluate individual
  performance
• Diffusion of responsibility
• Group norms

4
The Importance of Norms

• Norms are socially created standards
• Norms have significant effects on behavior
• Dimensions of norms
• Intensity
• Crystallization
• Both must be present to have a strong
  organizational culture

5
A Hypothetical Norm and its Zone of Acceptance
Rate busters
High Production
Zone of Acceptance
Group Norm
Chiselers
Low Production
6
Conformity to Norms Increases With

• Situational Factors
• Group size, strength of culture
• Cultural Factors
• Emphasis on conformity vs. individualistic
  orientation
• Intergroup relationships
• Pressure exerted, degree to which individual
  identifies with the group
• Personal characteristics
• Intelligence, dogmatism, compliance, individualis

7
The Importance of Social Information

• Recall the Job Characteristics Model
• Perceptions of Core Job Characteristics can be
  manipulated by social information
• Sources of social information

8
Creating Organizational Norms

• Employee Socialization Programs
• Mentoring
• Manuals meetings
• Rapid response to deviation
• Reward norm conformity
• Build a culture that supports the norms

9
Stages of Socialization

• Investigation
• Socialization
• Maintenance
• Resocialization

• By prospective members organization
  
• Assimilation of norms by individual
  accommodation of norms by organization
• Role negotiation potential for divergence
• Assimilation, accommodation convergence

10
Motivation Through Culture and Social Control

• Organizational Culture is a pattern of beliefs
  and expectations shared by the organizations
  members. These beliefs and expectations produce
  norms that powerfully shape the behavior of
  groups and individuals. (Schwartz Davis)

11
To Create a Strong Organizational Culture

• Focus peoples attention on important
  characteristics, goals, etc.
• Provide clear guidance about what is valued
• Provide reinforcement of appropriate attitudes
  and behavior
• Select people who fit in
• Provide role models, training, coaching
• You get what you measure