1、Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,31,Organizational Culture and Environment,Chapter3,Management Stephen P. Robbins Mary Coulter,tenth edition,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,32,Learning OutcomesFollow this Learning Outline as you re
2、ad and study this chapter.,3.1 The Manager: Omnipotent Or Symbolic?Contrast the actions of managers according to the omnipotent and symbolic views.Identify the two constraints on managerial discretion.3.2 Organizational CultureIdentify the seven dimensions of organizational culture.Discuss the impac
3、t of a strong culture on organizations and managers.Explain how a culture is formed and maintained.Describe how culture affects managers.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,33,Learning Outcomes,3.3 Current Organizational Culture Issues.Describe the characteristics of
4、an ethical culture, an innovative culture, and a customer-responsive culture.Explain why workplace spirituality seems to be an important concern.Describe the characteristics of a spiritual organization.3.4 The Environment.List the components of the specific and general environments.Explain the two d
5、imensions of environmental uncertainty.Identify the most common organizational stakeholders.List the four steps in managing external stakeholder relationships.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,34,The Manager: Omnipotent or Symbolic?,Omnipotent View of ManagementMana
6、gers are directly responsible for an organizations success or failure.The quality of the organization is determined by the quality of its managers.Managers are held accountable for an organizations performance, yet it is difficult to attribute good or poor performance directly to their influence on
7、the organization.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,35,The Manager: Omnipotent or Symbolic?,Symbolic View of ManagementMuch of an organizations success or failure is due to external forces outside of managers control.The ability of managers to affect outcomes is infl
8、uenced and constrained by external factors.The economy, customers, governmental policies, competitors, industry conditions, technology, and the actions of previous managersManagers symbolize control and influence through their action.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hal
9、l,36,Exhibit 31Parameters of Managerial Discretion,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,37,The Organizations Culture,Organizational CultureA system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towa
10、rds each other.“The way we do things around here.”Values, symbols, rituals, myths, and practicesImplications:Culture is a perception.Culture is shared.Culture is descriptive.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,38,Exhibit 32Dimensions of Organizational Culture,Copyrigh
11、t 2010 Pearson Education, Inc. Publishing as Prentice Hall,39,Strong Versus Weak Cultures,Strong CulturesAre cultures in which key values are deeply and widely held.Have a strong influence on organizational members.Factors Influencing the Strength of CultureSize of the organizationAge of the organiz
12、ationRate of employee turnoverStrength of the original cultureClarity of cultural values and beliefs,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,310,Exhibit 33Contrasting Organizational Cultures,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,311,Benefits of
13、 a Strong Culture,Creates a stronger employee commitment to the organization.Aids in the recruitment and socialization of new employees.Fosters higher organizational performance by instilling and promoting employee initiative.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,312,Or
14、ganizational Culture,Sources of Organizational CultureThe organizations founderVision and missionPast practices of the organizationThe way things have been doneThe behavior of top management Continuation of the Organizational CultureRecruitment of like-minded employees who “fit”Socialization of new
15、employees to help them adapt to the culture,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,313,Exhibit 35How an Organizations Culture Is Established and Maintained,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,314,Exhibit 34Strong Versus Weak Organizational C
16、ultures,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,315,How Employees Learn Culture,StoriesNarratives of significant events or actions of people that convey the spirit of the organizationRitualsRepetitive sequences of activities that express and reinforce the values of the org
17、anizationMaterial SymbolsPhysical assets distinguishing the organizationLanguageAcronyms and jargon of terms, phrases, and word meanings specific to an organization,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,316,How Culture Affects Managers,Cultural Constraints on ManagersWha
18、tever managerial actions the organization recognizes as proper or improper on its behalfWhatever organizational activities the organization values and encouragesThe overall strength or weakness of the organizational cultureSimple rule for getting ahead in an organization:Find out what the organizati
19、on rewards and act accordingly.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,317,Exhibit 36Managerial Decisions Affected by Culture,PlanningThe degree of risk that plans should containWhether plans should be developed by individuals or teamsThe degree of environmental scanning
20、in which management will engageOrganizingHow much autonomy should be designed into employees jobsWhether tasks should be done by individuals or in teamsThe degree to which department managers interact with each other,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,318,Exhibit 36Ma
21、nagerial Decisions Affected by Culture (contd),Leading The degree to which managers are concerned with increasing employee job satisfactionWhat leadership styles are appropriateWhether all disagreementseven constructive onesshould be eliminated Controlling Whether to impose external controls or to a
22、llow employees to control their own actionsWhat criteria should be emphasized in employee performance evaluationsWhat repercussions will occur from exceeding ones budget,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,319,Organization Culture Issues,Creating an Ethical CultureHigh
23、 in risk toleranceLow to moderate aggressivenessFocus on means as well as outcomes,Creating an Innovative CultureChallenge and involvementFreedomTrust and opennessIdea timePlayfulness/humorConflict resolutionDebatesRisk-taking,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,320,Ex
24、hibit 37 Creating a More Ethical Culture,Be a visible role model.Communicate ethical expectations.Provide ethics training.Visibly reward ethical acts and punish unethical ones.Provide protective mechanisms so employees can discuss ethical dilemmas and report unethical behavior without fear.,Copyrigh
25、t 2010 Pearson Education, Inc. Publishing as Prentice Hall,321,Organization Culture Issues (contd),Creating a Customer-Responsive CultureHiring the right type of employees (those with a strong interest in serving customers)Having few rigid rules, procedures, and regulationsUsing widespread empowerme
26、nt of employeesHaving good listening skills in relating to customers messagesProviding role clarity to employees to reduce ambiguity and conflict and increase job satisfactionHaving conscientious, caring employees willing to take initiative,Copyright 2010 Pearson Education, Inc. Publishing as Prenti
27、ce Hall,322,Exhibit 38Creating a Customer-Responsive Culture,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,323,Spirituality and Organizational Culture,Workplace SpiritualityThe recognition that people have an inner life that nourishes and is nourished by meaningful work that tak
28、es place in the context of community.Characteristics of a Spiritual OrganizationStrong sense of purposeFocus on individual developmentTrust and opennessEmployee empowermentToleration of employees expression,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,324,Benefits of Spirituali
29、ty,Improved employee productivityReduction of employee turnoverStronger organizational performanceIncreased creativityIncreased employee satisfactionIncreased team performanceIncreased organizational performance,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,325,Defining the Exte
30、rnal Environment,External EnvironmentThose factors and forces outside the organization that affect the organizations performance. Components of the External EnvironmentSpecific environment: external forces that have a direct and immediate impact on the organization.General environment: broad economi
31、c, socio-cultural, political/legal, demographic, technological, and global conditions that may affect the organization.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,326,Exhibit 39The External Environment,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,327,Exh
32、ibit 310 Important Legislation,Occupational Safety and Health Act of 1970Consumer Product Safety Act of 1972Equal Employment Opportunity Act of 1972Worker Adjustment and Retraining Notification Act of 1988Americans with Disabilities Act of 1990 Civil Rights Act of 1991Family and Medical Leave Act of
33、 1993Child Safety Protection Act of 1994 U.S. Economic Espionage Act of 1996Electronic Signatures in Global and National Commerce Act of 2000Sarbanes-Oxley Act of 2002 Fair and Accurate Credit Transactions Act of 2003,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,328,How the Env
34、ironment Affects Managers,Environmental UncertaintyThe extent to which managers have knowledge of and are able to predict change their organizations external environment is affected by:Complexity of the environment: the number of components in an organizations external environment.Degree of change i
35、n environmental components: how dynamic or stable the external environment is.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,329,Exhibit 311Environmental Uncertainty Matrix,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,330,Stakeholder Relationships,Stakehold
36、ersAny constituencies in the organizations environment that are affected by the organizations decisions and actionsWhy Manage Stakeholder Relationships?It can lead to improved organizational performance.Its the “right” thing to do, given the interdependence of the organization and its external stake
37、holders.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,331,Managing Stakeholder Relationships,Identify the organizations external stakeholders.Determine the particular interests and concerns of the external stakeholders.Decide how critical each external stakeholder is to the org
38、anization.Determine how to manage each individual external stakeholder relationship.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,332,Exhibit 312Organizational Stakeholders,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,333,Terms to Know,omnipotent view of m
39、anagementsymbolic view of managementorganizational culturestrong culturessocialization,workplace spiritualityexternal environmentspecific environmentgeneral environmentenvironmental uncertaintyenvironmental complexitystakeholders,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,334
40、,All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.,
