管理学罗宾斯第11版02.ppt

ContrasttheactionsofmanagersaccordingtotheomnipotentandsymbolicviewsDescribetheconstraintsandchallengesfacingmanagersintodaysexternalenvironmentDiscussthecharacteristicsandimportanceoforganizationalcultureDescribecurrentissuesinorganizationalculture,TheManager:OmnipotentorSymbolic?,OmnipotentViewofManagement-theviewthatmanagersaredirectlyresponsibleforanorganizationssuccessorfailure.SymbolicviewofManagement-theviewthatmuchofanorganizationssuccessorfailureisduetoexternalforcesoutsidemanagerscontrol.,Exhibit2-1:ConstraintsonManagerialDiscretion,TheExternalEnvironment:ConstraintsandChallenges,ExternalEnvironment-thosefactorsandforcesoutsidetheorganizationthataffectitsperformance.ComponentsoftheExternalEnvironmentSpecificenvironment:ExternalforcesthathaveadirectandimmediateimpactontheorganizationGeneralenvironment:Broadeconomic,socio-cultural,political/legal,demographic,technological,andglobalconditionsthatmayaffecttheorganization,Exhibit2-2:ComponentsofExternalEnvironment,EnvironmentalUncertaintyandComplexity,EnvironmentalUncertainty-thedegreeofchangeandcomplexityinanorganizationsenvironment.EnvironmentalComplexity-thenumberofcomponentsinanorganizationsenvironmentandtheextentoftheorganizationsknowledgeaboutthosecomponents.,Exhibit2-3:EnvironmentalUncertaintyMatrix,WhoAreStakeholders?,Stakeholders-anyconstituenciesintheorganizationsenvironmentthatareaffectedbyanorganizationsdecisionsandactions.,Exhibit2-4:OrganizationalStakeholders,ManagingStakeholderRelationships,Identifytheorganizationsexternalstakeholders.Determinetheparticularinterestsandconcernsofexternalstakeholders.Decidehowcriticaleachexternalstakeholderistotheorganization.Determinehowtomanageeachindividualexternalstakeholderrelationship.,WhatIsOrganizationalCulture?,OrganizationalCulture-Thesharedvalues,principles,traditions,andwaysofdoingthingsthatinfluencethewayorganizationalmembersact.StrongCultures-Organizationalculturesinwhichkeyvaluesareintenselyheldandwidelyshared.,Exhibit2-5:DimensionsofOrganizationalCulture,WhereDoesCultureComeFrom?,OrganizationfounderVisionandmissionPastpracticesTopmanagementbehaviorSocialization-Theprocessthathelpsemployeesadapttotheorganizationsculture.,HowDoEmployeesLearnCulture?,Stories-Narrativesofsignificanteventsorpeople,anizationfounders,rulebreaking,reactiontopastmistakesetc.Rituals-Sequencesofactivitiesthatexpressandreinforcetheimportantvaluesandgoalsoftheorganization,HowEmployeesLearnCulture(cont.),MaterialArtifactsandSymbols-Conveythekindsofbehaviorthatareexpected,e.g.risktaking,participation,authority,etc.Language-Actsasacommondenominatorthatbondsmembers,Exhibit2-6:ContrastingOrganizationalCultures,Exhibit2-7:Strongvs.WeakCultures,BenefitsofaStrongCulture,CreatesastrongeremployeecommitmenttotheorganizationAidsintherecruitmentandsocializationofnewemployeesFostershigherorganizationalperformancebyinstillingandpromotingemployeeinitiative,OrganisationalCulture,“apatternofbasicassumptionsinvented,discoveredordevelopedbyagivengroupasitlearnstocopewithitsproblemsofexternaladaptationandinternalintegrationthathasworkedwellenoughtobeconsideredvalid,and,therefore,tobetaughttonewmembersasthecorrectwaytoperceive,think,andfeelinrelationtothoseproblems.”(Schein,1985),culture,LayersofOrganisationalCulture,ArtefactsandProductsExplicitVisibleOrganisationalstructuresandprocessesEspousedNormsandValuesVisions,Missions,BusinessPlansBasicAssumptionsImplicitTaken-for-grantedbeliefs,Exhibit2-8:EstablishingandMaintainingCulture,HowDoesCultureAffectManagers?,CulturalConstraintsonManagersWhatevermanagerialactionstheorganizationrecognizesasproperorimproperonitsbehalfWhateverorganizationalactivitiestheorganizationvaluesandencouragesTheoverallstrengthorweaknessoftheorganizationalculture,Exhibit2-9:ManagerialDecisionsAffectedbyCulture,HowDoYouCreateaCustomerResponsiveCulture?,Hiretherighttypeofemployees(thosewithastronginterestinservingcustomers)Havefewrigidrules,procedures,andregulationsUsewidespreadempowermentofemployeesHavegoodlisteningskillsinrelatingtocustomersmessages,HowDoYouCreateaCustomerResponsiveCulture?,ProvideroleclaritytoemployeesinordertoreduceambiguityandconflictandtoincreasejobsatisfactionHaveconscientious,caringemployeeswillingtotakeinitiative,Exhibit2-10:CreatingaCustomerResponsiveCulture,SpiritualityandCulture,WorkplaceSpirituality-aculturewhereorganizationalvaluespromoteasenseofpurposethroughmeaningfulworkthattakesplaceinthecontextofcommunityCharacteristicsofaSpiritualOrganizationStrongsenseofpurposeFocusonindividualdevelopmentTrustandopennessEmployeeempowermentTolerationofemployeesexpression,TermstoK