Q. Describe Hopwood’s Social controls?
Group norms, staff culture and social interaction can control what is acceptable and unacceptable behaviour, it also can determine acceptable customs, jargon, dress code, work ethic, and toleration to absenteeism or poor performance from other staff. Quality circles, corporate or team events can all help create better conditions for social interaction. A strong or concentrated organisational culture can be far more effective when attempting to improve performance and direction, rather than perhaps a bureaucracy of rules and procedures. Strong beliefs and values can help build effective brand reputation and core competences for an organisation. The limitations of creating a strong corporate culture is that it could like bureaucracy, standardise values and beliefs too much e.g. through constant recruitment of 'like minded individuals'.
Culture is about the shared values of an organisation, the beliefs and norms that affect every aspect of the organisation, 'the way that things are done around here' e.g. leadership style, work rituals and learned ways which govern and shape the organisation. Social control can help bind and unify members together, better solidarity can improve performance and motivation. Group members frequently discipline individuals who underachieve e.g. social discipline such as 'ostracising' members who underperform or let the team down. Fear of letting your team members down can be a powerful motivating force for effective team performance.