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1、Organizational Culture and Environment: The Constraints 组织文化与环境：约束力量,Chapter 3,L E A R N I N G O U T L I N E,The Manager: Omnipotent or Symbolic Contrast the action of manager according to the omnipotent and symbolic views. Explain the parameters of managerial discretion. The Organizations Culture D
2、escribe the seven dimensions of organizational culture. Discuss the impact of a strong culture on organizations and managers. Explain the source of an organizations culture. Describe how culture is transmitted to employees. Describe how culture affects managers.,L E A R N I N G O U T L I N E (contd)
3、,Current Organizational Cultural Issues Facing Managers Describe the characteristics of an ethical culture, an innovative culture, and a customer-responsive culture. Discuss why workplace spirituality seems to be an important concern. Describe the characteristics of a spiritual organization.,L E A R
4、 N I N G O U T L I N E (contd),The Environment Describe the components of the specific and general environments. Discuss the two dimensions of environmental uncertainty. Identify the most common organizational stakeholders. Explain the four steps in managing external stakeholder relationships.,The M
5、anager: Omnipotent or Symbolic?,Omnipotent View of Management管理万能论 Managers are directly responsible for an organizations success or failure. The quality of the organization is determined by the quality of its managers.,The Manager: Omnipotent or Symbolic?,Symbolic View of Management管理象征论 Much of an
6、 organizations 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 previ
7、ous managers Managers symbolize control,The Organizations Culture 组织文化,Organizational Culture A 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, ritual
8、s, myths, and practices价值观、信条、意识、神化、惯例 Implications含义: Culture is a perception.感知的 Culture is shared.共有的 Culture is descriptive.描述的,8,文化力作为个人之魂、群体组织之魂、国家之魂的外化，既是国家精神力量和智力水平的综合反映，又是群体组织精神力量和智能水准的有力表征；既是综合国力的重要构成要素，又是综合群体组织力的重要组成部分。无论对群体组织和整体社会来讲，文化力都是一种内在的强大的驱动力。,9, Prentice Hall, 2002,3-9,Strong ver
9、sus Weak Cultures强文化和弱文化,Strong Cultures Are cultures in which key values are deeply held and widely held. Have a strong influence on organizational members.,11,Benefits of a Strong Culture,Creates a stronger employee commitment to the organization. Aids in the recruitment and socialization of new e
10、mployees. Fosters higher organizational performance by instilling and promoting employee initiative.,12,Factors Influencing the Strength of Culture Size of the organization 组织的规模 Age of the organization 历史 Rate of employee turnover 雇员的流动程度 Strength of the original culture 文化起源的强烈程度 Clarity of cultur
11、al values and beliefs 文化价值和信念的清晰程度,13,How Culture Begins,Founders hire and keep only employees who think and feel the same way they do. Founders indoctrinate and socialize these employees to their way of thinking and feeling. The founders own behavior acts as a role model that encourages employees t
12、o identify with them and thereby internalize their beliefs, values, and assumptions.,14,How is Organizational Culture Continued?,Recruitment of like-minded employees who “fit” Socialization of new employees to help them adapt to the culture,15,How Employees Learn Culture,Stories 故事 Narratives of sig
13、nificant events or actions of people that convey the spirit of the organization Rituals 仪式 Repetitive sequences of activities that express and reinforce the values of the organization Material Symbols 有形信条 Physical assets distinguishing the organization Language 语言 Acronyms and jargon of terms, phra
14、ses, and word meanings specific to an organization,How Culture Affects Managers,Cultural Constraints on Managers Whatever managerial actions the organization recognizes as proper or improper on its behalf Whatever organizational activities the organization values and encourages The overall strength
15、or weakness of the organizational culture,Managerial Decisions Affected by Culture 受文化影响的管理决策,Planning The degree of risk that plans should contain Whether plans should be developed by individuals or teams The degree of environmental scanning in which management will engage Organizing How much auton
16、omy should be designed into employees jobs Whether tasks should be done by individuals or in teams The degree to which department managers interact with each other,Leading The degree to which managers are concerned with increasing employee job satisfaction What leadership styles are appropriate Whether all disagreementseven constructive onesshould be eliminated Controlling Whether to impose external controls or to allow employees to control their own actions What criteria
