Management ch3 (2)

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PowerPoint Presentation by Charlie PowerPoint Presentation by Charlie Cook Cook Copyright © 2005 Prentice Hall, Inc. Copyright © 2005 Prentice Hall, Inc. All rights reserved. All rights reserved. 8 th edition Steven P. Robbins Mary Coulter

Transcript of Management ch3 (2)

Page 1: Management ch3 (2)

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookCopyright © 2005 Prentice Hall, Inc.Copyright © 2005 Prentice Hall, Inc.

All rights reserved. All rights reserved.

8th edition8th edition

Steven P. RobbinsMary Coulter

Steven P. RobbinsMary Coulter

Page 2: Management ch3 (2)

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L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.

The Manager: Omnipotent or Symbolic• Define the omnipotent and symbolic views of

management.

• Contrast the action of manager according to the omnipotent and symbolic views.

• Explain the parameters of managerial discretion.

The Organization’s Culture• Define organizational culture.

• Explain what the definition of culture implies.

• Describe the seven dimensions of organizational culture.

• Define a strong culture.

Page 3: Management ch3 (2)

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L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.

The Organization’s Culture (cont’d)

• List the factors that influence the strength of an organization’s culture.

• Discuss the impact of a strong culture on organizations and managers.

• Explain the source of an organization’s culture.

• Describe how an organization’s culture continues.

• Explain how culture is transmitted to employees.

• Describe how culture affects managers.

• Describe how managers can create a culture that supports diversity.

Page 4: Management ch3 (2)

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L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter.

Current Organizational Issues Facing Managers

• Explain how a strong culture affects whether an organization is ethical.

• Describe the characteristics of an ethical culture.

• List some suggestions for creating a more ethical culture.

• Describe the characteristics of an innovative culture.

• Explain six characteristics of a customer-responsive culture.

• Discuss the actions managers can take to make their cultures more customer-responsive.

• Define workplace spirituality.

Page 5: Management ch3 (2)

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L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter.

Current Organizational Issues Facing Managers (cont’d)

• Define workplace spirituality.

• Explain why workplace spirituality seems to be an important concern.

• Describe the characteristics of a spiritual organization.

• Discuss the criticisms of spirituality.

•The Environment

• Define the external environment an specific and general environment.

• Describe the components of the specific environment.

Page 6: Management ch3 (2)

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L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter.

•The Environment (cont’d)

• Describe the components of the general environment.

• Define and discuss environmental uncertainty and its two dimensions.

• Define stake holders.

• Identify the most common organizational stakeholders.

• Explain why stakeholder relationship management is important.

Page 7: Management ch3 (2)

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The Manager: Omnipotent or Symbolic?

• Omnipotent View of ManagementManagers are directly responsible for an

organization’s success or failure.The quality of the organization is determined by the

quality of its managers.Managers are held most accountable

for an organization’s performance yet it is difficult to attribute good or poor performance directly to their influence on the organization.

Page 8: Management ch3 (2)

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The Manager: Omnipotent or Symbolic?

• Symbolic View of ManagementMuch of an organization’s success or failure is due to

external forces outside of managers’ control.The ability of managers to affect outcomes is

influenced and constrained by external factors. The economy, customers, governmental policies,

competitors, industry conditions, technology, and the actions of previous managers

Managers symbolize control and influence through their action

Page 9: Management ch3 (2)

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The Organization’s Culture

• Organizational CultureA system of shared meanings and common beliefs

held by organizational members that determines, in a large degree, how they act towards each other.

“The way we do things around here.” Values, symbols, rituals, myths, and practices

Implications: Culture is a perception. Culture is shared. Culture is descriptive.

Page 10: Management ch3 (2)

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Strong versus Weak Cultures

• Strong CulturesAre cultures in which key values are deeply held and

widely held.Have a strong influence on organizational members.

• Factors Influencing the Strength of CultureSize of the organizationAge of the organizationRate of employee turnoverStrength of the original cultureClarity of cultural values and beliefs

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Benefits of 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.

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Organizational Culture

• Sources of Organizational CultureThe organization’s founder

Vision and missionPast practices of the organization

The way things have been doneThe behavior of top management

• Continuation of the Organizational CultureRecruitment of like-minded employees who “fit.”Socialization of new employees to help them adapt to

the culture

Page 13: Management ch3 (2)

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How Employees Learn Culture

• Stories Narratives of significant events or actions of people that convey

the spirit of the organization

• Rituals Repetitive sequences of activities that express and reinforce the

values of the organization

• Material Symbols Physical assets distinguishing the organization

• Language Acronyms and jargon of terms, phrases, and word meanings

specific to an organization

Page 14: Management ch3 (2)

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How Culture Affects Managers

• Cultural Constraints on ManagersWhatever managerial actions the organization

recognizes as proper or improper on its behalf

Whatever organizational activities the organization values and encourages

The overall strength or weakness of the organizational culture

Simple rule for getting ahead in an organization:Find out what the organization rewards and do those things.

Page 15: Management ch3 (2)

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Organization Culture Issues

• Creating an Ethical CultureHigh in risk toleranceLow to moderate

aggressivenessFocus on means as

well as outcomes

• Creating an Innovative CultureChallenge and

involvementFreedomTrust and openness Idea timePlayfulness/humorConflict resolutionDebatesRisk-taking

Page 16: Management ch3 (2)

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Organization Culture Issues (cont’d)

• Creating a Customer-Responsive CultureHiring the right type of employees (ones with a strong

interest in serving customers)Having few rigid rules, procedures, and regulationsUsing widespread empowerment 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

Page 17: Management ch3 (2)

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Spirituality and Organizational Culture

•Workplace SpiritualityThe recognition that people have an inner life that

nourishes and is nourished by meaningful work that takes place in the context of community.

•Characteristics of a Spiritual OrganizationStrong sense of purposeFocus on individual developmentTrust and opennessEmployee empowermentToleration of employees’ expression

Page 18: Management ch3 (2)

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Benefits of Spirituality

• Improved employee productivity• Reduction of employee turnover• Stronger organizational performance• Increased creativity• Increased employee satisfaction• Increased team performance• Increased organizational performance

Page 19: Management ch3 (2)

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Defining the External Environment

• External EnvironmentThe forces and institutions outside the organization

that potentially can affect the organization’s performance.

• Components of the External EnvironmentSpecific environment: external forces that have a

direct and immediate impact on the organization.General environment: broad economic, socio-

cultural, political/legal, demographic, technological, and global conditions that may affect the organization.

Page 20: Management ch3 (2)

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How the Environment Affects Managers

• Environmental UncertaintyThe extent to which managers have knowledge of

and are able to predict change their organization’s external environment is affected by: Complexity of the environment: the number of

components in an organization’s external environment. Degree of change in environmental components: how

dynamic or stable the external environment is.

Page 21: Management ch3 (2)

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Stakeholder Relationships

• StakeholdersAny constituencies in the organization’s external

environment that are affected by the organization’s decisions and actions

• Why Manage Stakeholder Relationships? It can lead to improved organizational performance. It’s the “right” thing to do given the interdependence

of the organization and its external stakeholders.

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Managing Stakeholder Relationships

1. Identify the organization’s external stakeholders.

2. Determine the particular interests and concerns of the external stakeholders.

3. Decide how critical each external stakeholder is to the organization.

4. Determine how to manage each individual external stakeholder relationship.