管理學羅賓斯第11版課件

管理學羅賓斯第11版課件ContrasttheactionsofmanagersaccordingtotheomnipotentandsymbolicviewsDescribetheconstraintsandchallengesfacingmanagersintoday’sexternalenvironmentDiscussthecharacteristicsandimportanceoforganizationalcultureDescribecurrentissuesinorganizationalcultureContrasttheactionsofmanageTheManager:

OmnipotentorSymbolic?OmnipotentViewofManagement-theviewthatmanagersaredirectlyresponsibleforanorganization’ssuccessorfailure.SymbolicviewofManagement-theviewthatmuchofanorganization’ssuccessorfailureisduetoexternalforcesoutsidemanagers’control.TheManager:

OmnipotentorSyExhibit2-1:ConstraintsonManagerialDiscretionExhibit2-1:ConstraintsonMaTheExternalEnvironment:

ConstraintsandChallengesExternalEnvironment-thosefactorsandforcesoutsidetheorganizationthataffectitsperformance.ComponentsoftheExternalEnvironmentSpecificenvironment:ExternalforcesthathaveadirectandimmediateimpactontheorganizationGeneralenvironment:Broadeconomic,socio-cultural,political/legal,demographic,technological,andglobalconditionsthatmayaffecttheorganizationTheExternalEnvironment:

ConsExhibit2-2:ComponentsofExternalEnvironmentExhibit2-2:ComponentsofExtEnvironmentalUncertaintyandComplexityEnvironmentalUncertainty-thedegreeofchangeandcomplexityinanorganization’senvironment.EnvironmentalComplexity-thenumberofcomponentsinanorganization’senvironmentandtheextentoftheorganization’sknowledgeaboutthosecomponents.EnvironmentalUncertaintyandExhibit2-3:EnvironmentalUncertaintyMatrixExhibit2-3:EnvironmentalUncWhoAreStakeholders?Stakeholders-anyconstituenciesintheorganization’senvironmentthatareaffectedbyanorganization’sdecisionsandactions.WhoAreStakeholders?StakeholdExhibit2-4:OrganizationalStakeholdersExhibit2-4:OrganizationalStManagingStakeholderRelationshipsIdentifytheorganization’sexternalstakeholders.Determinetheparticularinterestsandconcernsofexternalstakeholders.Decidehowcriticaleachexternalstakeholderistotheorganization.Determinehowtomanageeachindividualexternalstakeholderrelationship.ManagingStakeholderRelationsWhatIsOrganizationalCulture?OrganizationalCulture-Thesharedvalues,principles,traditions,andwaysofdoingthingsthatinfluencethewayorganizationalmembersact.StrongCultures-Organizationalculturesinwhichkeyvaluesareintenselyheldandwidelyshared.WhatIsOrganizationalCultureExhibit2-5:DimensionsofOrganizationalCultureExhibit2-5:DimensionsofOrgWhereDoesCultureComeFrom?OrganizationfounderVisionandmissionPastpracticesTopmanagementbehaviorSocialization-Theprocessthathelpsemployeesadapttotheorganization’sculture.WhereDoesCultureComeFrom?OHowDoEmployeesLearnCulture?Stories-Narrativesofsignificanteventsorpeople,anizationfounders,rulebreaking,reactiontopastmistakesetc.Rituals-SequencesofactivitiesthatexpressandreinforcetheimportantvaluesandgoalsoftheorganizationHowDoEmployeesLearnCultureHowEmployeesLearnCulture(cont.)MaterialArtifactsandSymbols-Conveythekindsofbehaviorthatareexpected,e.g.risktaking,participation,authority,etc.Language-ActsasacommondenominatorthatbondsmembersHowEmployeesLearnCulture(cExhibit2-6:ContrastingOrganizationalCulturesExhibit2-6:ContrastingOrganExhibit2-7:Strongvs.WeakCulturesExhibit2-7:Strongvs.WeakCBenefitsofaStrongCultureCreatesastrongeremployeecommitmenttotheorganizationAidsintherecruitmentandsocializationofnewemployeesFostershigherorganizationalperformancebyinstillingandpromotingemployeeinitiativeBenefitsofaStrongCultureCrOrganisationalCulture“apatternofbasicassumptions–invented,discoveredordevelopedbyagivengroupasitlearnstocopewithitsproblemsofexternaladaptationandinternalintegration–thathasworkedwellenoughtobeconsideredvalid,and,therefore,tobetaughttonewmembersasthecorrectwaytoperceive,think,andfeelinrelationtothoseproblems.”(Schein,1985)OrganisationalCulture“apatculturecultureLayersofOrganisationalCulture

ArtefactsandProductsExplicitVisibleOrganisationalstructuresandprocesses

EspousedNormsandValuesVisions,Missions,BusinessPlans

BasicAssumptionsImplicitTaken-for-grantedbeliefs

LayersofOrganisationalCultu管理學羅賓斯第11版課件Exhibit2-8:EstablishingandMaintainingCultureExhibit2-8:EstablishingandHowDoesCultureAffectManagers?CulturalConstraintsonManagersWhatevermanagerialactionstheorganizationrecognizesasproperorimproperonitsbehalfWhateverorganizationalactivitiestheorganizationvaluesandencouragesTheoverallstrengthorweaknessoftheorganizationalcultureHowDoesCultureAffectManageExhibit2-9:ManagerialDecisions

AffectedbyCultureExhibit2-9:ManagerialDecisiHowDoYouCreateaCustomer

ResponsiveCulture?Hiretherighttypeofemployees(thosewithastronginterestinservingcustomers)Havefewrigidrules,procedures,andregulationsUsewidespreadempowermentofemployeesHavegoodlisteningskillsinrelatingtocustomers’messagesHowDoYouCreateaCustomer

HowDoYouCreateaCustomerResponsiveCulture?ProvideroleclaritytoemployeesinordertoreduceambiguityandconflictandtoincreasejobsatisfactionHaveconscientious,caringemployeeswillingtotakeinitiativeHowDoYouCreateaCustomerRExhibit2-10:CreatingaCustomer

ResponsiveCultureExhibit2-10:CreatingaCustoSpiritualityandCultureWorkplaceSpirituality-aculturewhereorganizationalvaluespromoteasenseofpurposethroughmeaningfulworkthattakesplaceinthecontextofcommunityCharacteristicsofaSpiritualOrganizationStrongsenseofpurposeFocusonindividualdevelopmentTrustandopennessEmployeeempowermentTolerationofemployees’expressionSpiritualityandCultureWorkplTermstoKnowomnipotentviewofmanagementsymbolicviewofmanagementorganizationalculturestrongculturessocializationworkplacespiritualityexternalenvironmentspecificenvironmentgeneralenvironmentenvironmentaluncertaintyenvironmentalcomplexitystakeholdersTermstoKnowomnipotentviewo管理學羅賓斯第11版課件管理學羅賓斯第11版課件ContrasttheactionsofmanagersaccordingtotheomnipotentandsymbolicviewsDescribetheconstraintsandchallengesfacingmanagersintoday’sexternalenvironmentDiscussthecharacteristicsandimportanceoforganizationalcultureDescribecurrentissuesinorganizationalcultureContrasttheactionsofmanageTheManager:

OmnipotentorSymbolic?OmnipotentViewofManagement-theviewthatmanagersaredirectlyresponsibleforanorganization’ssuccessorfailure.SymbolicviewofManagement-theviewthatmuchofanorganization’ssuccessorfailureisduetoexternalforcesoutsidemanagers’control.TheManager:

OmnipotentorSyExhibit2-1:ConstraintsonManagerialDiscretionExhibit2-1:ConstraintsonMaTheExternalEnvironment:

ConstraintsandChallengesExternalEnvironment-thosefactorsandforcesoutsidetheorganizationthataffectitsperformance.ComponentsoftheExternalEnvironmentSpecificenvironment:ExternalforcesthathaveadirectandimmediateimpactontheorganizationGeneralenvironment:Broadeconomic,socio-cultural,political/legal,demographic,technological,andglobalconditionsthatmayaffecttheorganizationTheExternalEnvironment:

ConsExhibit2-2:ComponentsofExternalEnvironmentExhibit2-2:ComponentsofExtEnvironmentalUncertaintyandComplexityEnvironmentalUncertainty-thedegreeofchangeandcomplexityinanorganization’senvironment.EnvironmentalComplexity-thenumberofcomponentsinanorganization’senvironmentandtheextentoftheorganization’sknowledgeaboutthosecomponents.EnvironmentalUncertaintyandExhibit2-3:EnvironmentalUncertaintyMatrixExhibit2-3:EnvironmentalUncWhoAreStakeholders?Stakeholders-anyconstituenciesintheorganization’senvironmentthatareaffectedbyanorganization’sdecisionsandactions.WhoAreStakeholders?StakeholdExhibit2-4:OrganizationalStakeholdersExhibit2-4:OrganizationalStManagingStakeholderRelationshipsIdentifytheorganization’sexternalstakeholders.Determinetheparticularinterestsandconcernsofexternalstakeholders.Decidehowcriticaleachexternalstakeholderistotheorganization.Determinehowtomanageeachindividualexternalstakeholderrelationship.ManagingStakeholderRelationsWhatIsOrganizationalCulture?OrganizationalCulture-Thesharedvalues,principles,traditions,andwaysofdoingthingsthatinfluencethewayorganizationalmembersact.StrongCultures-Organizationalculturesinwhichkeyvaluesareintenselyheldandwidelyshared.WhatIsOrganizationalCultureExhibit2-5:DimensionsofOrganizationalCultureExhibit2-5:DimensionsofOrgWhereDoesCultureComeFrom?OrganizationfounderVisionandmissionPastpracticesTopmanagementbehaviorSocialization-Theprocessthathelpsemployeesadapttotheorganization’sculture.WhereDoesCultureComeFrom?OHowDoEmployeesLearnCulture?Stories-Narrativesofsignificanteventsorpeople,anizationfounders,rulebreaking,reactiontopastmistakesetc.Rituals-SequencesofactivitiesthatexpressandreinforcetheimportantvaluesandgoalsoftheorganizationHowDoEmployeesLearnCultureHowEmployeesLearnCulture(cont.)MaterialArtifactsandSymbols-Conveythekindsofbehaviorthatareexpected,e.g.risktaking,participation,authority,etc.Language-ActsasacommondenominatorthatbondsmembersHowEmployeesLearnCulture(cExhibit2-6:ContrastingOrganizationalCulturesExhibit2-6:ContrastingOrganExhibit2-7:Strongvs.WeakCulturesExhibit2-7:Strongvs.WeakCBenefitsofaStrongCultureCreatesastrongeremployeecommitmenttotheorganizationAidsintherecruitmentandsocializationofnewemployeesFostershigherorganizationalperformancebyinstillingandpromotingemployeeinitiativeBenefitsofaStrongCultureCrOrganisationalCulture“apatternofbasicassumptions–invented,discoveredordevelopedbyagivengroupasitlearnstocopewithitsproblemsofexternaladaptationandinternalintegration–thathasworkedwellenoughtobeconsideredvalid,and,therefore,tobetaughttonewmembersasthecorrectwaytoperceive,think,andfeelinrelationtothoseproblems.”(Schein,1985)OrganisationalCulture“apatculturecultureLayersofOrganisationalCulture

ArtefactsandProductsExplicitVisibleOrganisationalstructuresandprocesses

EspousedNormsandValuesVisions,Missions,BusinessPlans

BasicAssumptionsImplicitTaken-for-grantedbeliefs

LayersofOrganisationalCultu管理學羅賓斯第11版課件Exhibit2-8:EstablishingandMaintainingCultureExhibit2-8:EstablishingandHowDoesCultureAffectManagers?CulturalConstraintsonManagersWhatevermanagerialactionstheorganizationrecognizesasproperorimproperonitsbehalfWhateverorganizationalactivitiestheorganizationvaluesandencouragesTheoverallstrengthorweaknessoftheorganizationalcultureHowDoesCultureAffectManageExhibit2-9:ManagerialDecisions

AffectedbyCultureExhibit2-9:ManagerialDecisiHowDoYouCreateaCustomer

ResponsiveCulture?Hiretherigh