1、Chapter 3,Organizational culture and the Environment,The manager : omnipotent or symbolic,The omnipotent view: the quality of an organizations managers determines the quality of the organization itself. The symbolic view: its unreasonable to expect managers to significantly affect an organizations p
2、erformance.,Reality suggests a synthesis,Managers can still influence an organizations performance despite these constraints that imposed by the organizations culture and environment.,The organizations culture,An organization has a personality which we call its culture. The organizations culture is
3、a system of shared meaning and beliefs held by organizational members that determines ,in large degree,how they act toward each other and outsiders.,Dimensions of organizational culture,Attention to detail:degree to which employees are expected to exhibit precision, analysis and attention to detail.
4、 Outcome orientation: degree to which managers focus on results or outcomes are chieved. People orientation : degree to which management decisions take into account the effects on people in the organization.,Team orientation: degree to which work is organized around teams rather than individuals. Ag
5、gressiveness: degree to which employees are aggressive and competitive rather than cooperative. Stability: degree to which organizational decisions and actions emphasize maintaining the status quo,Innovation and risk taking: degree to which employees are encouraged to be innovative and to take risks
6、 . Please contrast organizational cultures on page 53,Strong versus weak cultures,Strong cultures-cultures in which the key values are deeply held and widely sharedhave a greater influence on employees than do weak cultures. When values are clear and widely accepted ,employees know what they are sup
7、posed to do and whats expected of them, so they can act quickly to take care of problems.,The source of culture,The vision or mission of the organizations founders. Example:Ingvar Kamprad(英格瓦坎普拉德),The contents of culture,Surface levelmaterial culture Shallow levelbehavior culture Middle level-instit
8、utional culture Central level-spiritual culture,How employees learn culture,Stories Rituals Material symbols language,The process of shaping new culture,Describe the vision or mission of the managers Bring up the chief points of values Rewrite story Become something of a ritual Find some Material sy
9、mbols for values,How an organizations culture continues,The actions of top executives have a major impact on the organizations culture An organization must help employees adapt to its culture through a process called socialization. The employee selection process is also important.,Current organizati
10、onal culture issues facing managers,Creating an ethical culture Creating an innovative culture Creating a customer-responsive culture Creating a spiritual culture,Defining the external environment,The specific environment(customers, suppliers, competitors, pressure groups) The general environment (economic conditions ,political/legal conditions,sociocultural conditions,demographic conditions ,technological, global),How the environment affects managers,Five factors analysis,
