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1、 2007PrenticeHall Inc Allrightsreserved OrganizationalCultureandEnvironment TheConstraints Chapter3 2007PrenticeHall Inc Allrightsreserved 3 2 LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter TheManager OmnipotentorSymbolicContrasttheactionofmanageraccordingtotheomnipotentandsymb
2、olicviews Explaintheparametersofmanagerialdiscretion TheOrganization sCultureDescribethesevendimensionsoforganizationalculture Discusstheimpactofastrongcultureonorganizationsandmanagers Explainthesourceofanorganization sculture Describehowcultureistransmittedtoemployees Describehowcultureaffectsmana
3、gers 2007PrenticeHall Inc Allrightsreserved 3 3 LEARNINGOUTLINE cont d FollowthisLearningOutlineasyoureadandstudythischapter CurrentOrganizationalCulturalIssuesFacingManagersDescribethecharacteristicsofanethicalculture aninnovativeculture andacustomer responsiveculture Discusswhyworkplacespiritualit
4、yseemstobeanimportantconcern Describethecharacteristicsofaspiritualorganization 2007PrenticeHall Inc Allrightsreserved 3 4 LEARNINGOUTLINE cont d FollowthisLearningOutlineasyoureadandstudythischapter TheEnvironment cont d Describethecomponentsofthespecificandgeneralenvironments Discussthetwodimensio
5、nsofenvironmentaluncertainty Identifythemostcommonorganizationalstakeholders Explainthefourstepsinmanagingexternalstakeholderrelationships 2007PrenticeHall Inc Allrightsreserved 3 5 TheManager OmnipotentorSymbolic OmnipotentViewofManagementManagersaredirectlyresponsibleforanorganization ssuccessorfa
6、ilure Thequalityoftheorganizationisdeterminedbythequalityofitsmanagers Managersareheldaccountableforanorganization sperformanceyetitisdifficulttoattributegoodorpoorperformancedirectlytotheirinfluenceontheorganization 2007PrenticeHall Inc Allrightsreserved 3 6 TheManager OmnipotentorSymbolic Symbolic
7、ViewofManagementMuchofanorganization ssuccessorfailureisduetoexternalforcesoutsideofmanagers control Theabilityofmanagerstoaffectoutcomesisinfluencedandconstrainedbyexternalfactors Theeconomy customers governmentalpolicies competitors industryconditions technology andtheactionsofpreviousmanagersMana
8、gerssymbolizecontrolandinfluencethroughtheiraction 2007PrenticeHall Inc Allrightsreserved 3 7 Exhibit3 1ParametersofManagerialDiscretion 2007PrenticeHall Inc Allrightsreserved 3 8 TheOrganization sCulture OrganizationalCultureAsystemofsharedmeaningsandcommonbeliefsheldbyorganizationalmembersthatdete
9、rmines inalargedegree howtheyacttowardseachother Thewaywedothingsaroundhere Values symbols rituals myths andpracticesImplications Cultureisaperception Cultureisshared Cultureisdescriptive 2007PrenticeHall Inc Allrightsreserved 3 9 Exhibit3 2DimensionsofOrganizationalCulture 2007PrenticeHall Inc Allr
10、ightsreserved 3 10 Exhibit3 3ContrastingOrganizationalCultures 2007PrenticeHall Inc Allrightsreserved 3 11 StrongversusWeakCultures StrongCulturesAreculturesinwhichkeyvaluesaredeeplyheldandwidelyheld Haveastronginfluenceonorganizationalmembers FactorsInfluencingtheStrengthofCultureSizeoftheorganizat
11、ionAgeoftheorganizationRateofemployeeturnoverStrengthoftheoriginalcultureClarityofculturalvaluesandbeliefs 2007PrenticeHall Inc Allrightsreserved 3 12 BenefitsofaStrongCulture Createsastrongeremployeecommitmenttotheorganization Aidsintherecruitmentandsocializationofnewemployees Fostershigherorganiza
12、tionalperformancebyinstillingandpromotingemployeeinitiative 2007PrenticeHall Inc Allrightsreserved 3 13 OrganizationalCulture SourcesofOrganizationalCultureTheorganization sfounderVisionandmissionPastpracticesoftheorganizationThewaythingshavebeendoneThebehavioroftopmanagementContinuationoftheOrganiz
13、ationalCultureRecruitmentoflike mindedemployeeswho fit Socializationofnewemployeestohelpthemadapttotheculture 2007PrenticeHall Inc Allrightsreserved 3 14 Exhibit3 4StrongversusWeakOrganizationalCultures 2007PrenticeHall Inc Allrightsreserved 3 15 HowEmployeesLearnCulture StoriesNarrativesofsignifica
14、nteventsoractionsofpeoplethatconveythespiritoftheorganizationRitualsRepetitivesequencesofactivitiesthatexpressandreinforcethevaluesoftheorganizationMaterialSymbolsPhysicalassetsdistinguishingtheorganizationLanguageAcronymsandjargonofterms phrases andwordmeaningsspecifictoanorganization 2007PrenticeH
15、all Inc Allrightsreserved 3 16 HowCultureAffectsManagers CulturalConstraintsonManagersWhatevermanagerialactionstheorganizationrecognizesasproperorimproperonitsbehalfWhateverorganizationalactivitiestheorganizationvaluesandencouragesTheoverallstrengthorweaknessoftheorganizationalcultureSimpleruleforge
16、ttingaheadinanorganization Findoutwhattheorganizationrewardsanddothosethings 2007PrenticeHall Inc Allrightsreserved 3 17 Exhibit3 5HowanOrganization sCultureIsEstablishedandMaintained 2007PrenticeHall Inc Allrightsreserved 3 18 Exhibit3 6ManagerialDecisionsAffectedbyCulture PlanningThedegreeofriskthatplansshouldcontainWhetherplansshouldbedevelopedbyindividualsorteamsThedegreeofenvironmentalscanninginwhichmanagementwillengageOrganizingHowmuchautonomyshouldbedesignedintoemployees jobsWhethertaskss
