罗宾斯管理学制约管理的环境因素.ppt

管理的环境 Environemnt Culture EthicsandSocialResponsibility Chapter2 1 3 2 2013年我国十位最高工资的经理人员 单位 万元来源 福布斯 51483元2013年城镇单位就业人员平均工资 3 3 TopTenAmericanmanagers 3 5 1 TheManager Omnipotent 管理者是万能的吗 3 6 1 TheManager OmnipotentorSymbolic 管理者是万能的还是象征性的 3 7 1 1OmnipotentViewofManagement 管理的万能论Managersaredirectlyresponsibleforanorganization ssuccessorfailure Thequalityoftheorganizationisdeterminedbythequalityofitsmanagers Managersareheldaccountableforanorganization sperformanceExamples HighpayoftopmanagersResignationofHead coachesofsportteamswhichhaspoorperformance 3 8 1 2SymbolicViewofManagement 管理的象征论Muchofanorganization ssuccessorfailureisduetoexternalforcesoutsideofmanagers control Theabilityofmanagerstoaffectoutcomesisinfluencedandconstrainedbyexternalfactors Theeconomy customers governmentalpolicies competitors industryconditions technology andtheactionsofpreviousmanagersManagerssymbolizecontrolandinfluencethroughtheiraction Example Topmanagersofsomestate ownedenterprises 3 9 1 3RealitySuggestsaSynthesis 管理的自主决定权 Exhibit3 1ConstraintsonManagerialDiscretion P45 Managersareneitherall powerfulnorhelpless Buttheirdecisionandactionoptionsareconstrained 外部环境 内部环境 3 10 Exhibit3 9TheExternalEnvironment TheGeneralEnvironment TheSpecificEnvironment P57 3 11 2 1DefiningtheExternalEnvironment ExternalEnvironmentThosefactorsandforcesoutsidetheorganizationthataffecttheorganization sperformance ComponentsoftheExternalEnvironmentSpecificenvironment externalforcesthathaveadirectandimmediateimpactonmanagers decisionsandactionsandaredirectlyrelevanttotheachievementofanorganization sgoals Generalenvironment broadexternalconditionsthatmayaffectanorganization 3 12 Exhibit3 9TheExternalEnvironment TheGeneralEnvironment TheSpecificEnvironment P57 一般环境 政府 政治 法律 政策 政府规划 政府导向产业 政府限制产业 政治稳定经济经济发展状况与周期 GDP 通胀率 汇率 基础设施人口老龄化 教育 健康 技术IT 生物医疗全球化资本 贸易 人才 3 13 3 14 Club Med 3 15 Exhibit3 9TheExternalEnvironment TheGeneralEnvironment TheSpecificEnvironment P57 Example CustomerChangesofClubMed Broadmeaningofsuppliers bank school etc Managerscan taffordtoignorecompetitors Example PeoplefortheEthicalTreatmentofAnimals归真堂上市 3 16 2 2HowManagersdealwiththeEnvironmentAffects 1 Jobsandemployment环境和雇佣的关系 3 17 民工潮的消退最低工资的上涨 劳动法 独生子女政策的后果大学扩招未来你可能的研究内容 ExamplesofGeneralenvironmentaffectingbusiness 3 18 2 2HowManagersdealwiththeEnvironmentAffects 2 AssessingEnvironmentalUncertainty评估环境的不确定性和复杂性Theextenttowhichmanagershaveknowledgeofandareabletopredictchangetheirorganization sexternalenvironmentisaffectedby EnvironmentalUncertainty thedegreeofchangeandcomplexityinanorganization senvironment EnvironmentalComplexity thenumberofcomponentsinanorganization senvironmentandtheextentoftheorganization sknowledgeaboutthosecomponents Exhibit2 3 EnvironmentalUncertaintyMatrix P49 3 20 3 ManagingStakeholderRelationships处理好利益相关者关系 WhoareStakeholdersAnyconstituenciesintheorganization senvironmentthatareaffectedbytheorganization sdecisionsandactions是组织外部环境中受组织决策和行动影响的任何相关群体 2 2HowManagersdealwiththeEnvironmentAffects 3 21 Exhibit2 4OrganizationalStakeholders P51 3 22 3 ManagingStakeholderRelationships WhyManageStakeholderRelationships ItprovedbyresearchersthatconsideringtheinterestsofallmainstakeholderscanleadtoimprovedorganizationalperformanceIt sthe right thingtodogiventheinterdependenceoftheorganizationanditsexternalstakeholders tobediscussedlatter ExternalgroupsaresourcesofInputsandoutletsofoutputs 3 23 HowtoManagingStakeholderRelationships Whoarethey Identifytheorganization sexternalstakeholders Whatdotheyconcern Determinetheparticularinterestsandconcernsoftheexternalstakeholders HowImportant Decidehowcriticaleachexternalstakeholderistotheorganization TakeAction Determinehowtomanageeachindividualexternalstakeholderrelationship 3 24 3 TheInternalEnvironment SevendimensionsoforganizationalcultureImpactofastrongcultureonorganizationsandmanagersSourceofanorganization scultureHowcultureistransmittedtoemployeesHowcultureaffectsmanagers 3 25 3 1WhatIsOrganizationalCulture PersonalityofanorganizationThesharedvalues principles traditions andwaysofdoingthingsthatinfluencethewayorganizationalmembersact Thewaywedothingsaroundhere Values symbols rituals myths andpracticesExamples differencesbetweenstate ownedenterprises jointventures Japanesecompanies AmericanfirmsEvolvedovertimeanddeterminehowthingsaredoneintheorganization 3 26 3 1WhatIsOrganizationalCulture Implications Cultureisaperception Nottouchedorseen butemployeesperceiveExampleofafewJapanesecompanies Theemployeespretendtobebusyatworkwhentheworkisnotreallybusy Cultureisshared Ex ITcompanyinUS TraditionalcompanyinJapanCultureisdescriptive 7dimensionstodescribe 3 27 Exhibit3 27DimensionsofOrganizationalCulture P47 3 28 TheInternalEnvironment organizationalculture Mission使命Systemsprocess系统过程Structure结构Resources资源 3 29 3 2StrongCultures StrongCulturesAreculturesinwhichkeyvaluesaredeeplyheldandwidelyshared Haveastronginfluenceonorganizationalmembers FactorsInfluencingtheStrengthofCultureSizeoftheorganizationAgeoftheorganizationRateofemployeeturnover 离职率 StrengthoftheoriginalcultureClarityofculturalvaluesandbeliefs 3 30 Exhibit2 7StrongversusWeakOrganizationalCultures P53 3 31 BenefitsofaStrongCulture Createsastrongeremployeecommitmenttotheorganization 创造员工承诺Aidsintherecruitmentandsocializationofnewemployees 有助于招聘和文化认同Fostershigherorganizationalperformancebyinstillingandpromotingemployeeinitiative 促进组织绩效和员工创造力DrawbacksofstrongculturePreventemployeesfromtryingnewapproaches固守成规不利尝试新的方法 2 2StrongversusWeakCultures 3 32 3 3WhereOrganizationalCultureComesFromandHowitContinues Sources 强文化的来源Theorganization sfounder创始人Visionandmission Ex Thefocusontreatingemployeesasfamilymemberswhiledoingbusiness Or Aggressiveness Ex LetallChinesecanaffordtofly saidbyWangZhenghua DirectorofSpringAir costcontrolpracticesPastpracticesoftheorganization公司的惯例ThewaythingshavebeendoneThebehavioroftopmanagement公司高管行为WangZhenghua 3 33 Exhibit3 5HowanOrganization sCultureIsEstablishedandMaintained Recruitmentoflike mindedemployeeswho fit 招聘文化认同的员工Topmanagement高管Socialization社会化 Theprocessthathelpsemployeesadapttotheorganization sculture Howanorganization sculturecontinues公司文化的延续 P48 3 34 3 4HowEmployeesLearnCulture Stories公司的历史故事NarrativesofsignificanteventsoractionsofpeoplethatconveythespiritoftheorganizationRituals仪式Repetitivesequencesofactivitiesthatexpressandreinforcethevaluesoftheorganization Example MaryKay scosmeticannualawardsceremonyMaterialSymbols有形信条PhysicalassetsdistinguishingtheorganizationExp dressofemployees sizeofoffices layoutofanorganizationsLanguage公司特定语言Acronymsandjargonofterms phrases andwordmeaningsspecifictoanorganization 3 35 3 5HowCultureAffectsManagers CulturalConstraintsonManagers公司文化对管理者的制约Organizationalcultureisexplicit notwrittendown notevenbespoken buttheyarethere Organization sCultureconstrainswhatManagerscandoandcannotdo Example Read罗宾斯管理学P57 Example cultureofJapanesecompany report inform consult 免费加班Simpleruleforgettingaheadinanorganization Findoutwhattheorganizationrewardsanddothosethings 3 36 Exhibit3 6ManagerialDecisionsAffectedbyCulture PlanningThedegreeofriskthatplansshouldcontainWhetherplansshouldbedevelopedbyindividualsorteamsThedegreeofenvironmentalscanninginwhichmanagementwillengageOrganizingHowmuchautonomyshouldbedesignedintoemployees jobsWhethertasksshouldbedonebyindividualsorinteamsThedegreetowhichdepartmentmanagersinteractwitheachother P57 3 37 Exhibit3 6ManagerialDecisionsAffectedbyCulture cont d LeadingThedegreetowhichmanagersareconcernedwithincreasingemployeejobsatisfactionWhatleadershipstylesareappropriateWhetheralldisagreements evenconstructiveones shouldbeeliminatedControllingWhethertoimposeexternalcontrolsortoallowemployeestocontroltheirownactionsWhatcriteriashouldbeemphasizedinemployeeperformanceevaluationsWhatrepercussionswilloccurfromexceedingone sbudget P57 3 38 讨论 你找工作的时候会关注组织的文化吗 当今组织文化的关键点 3 39 讨论 当今组织文化的关键点 4 CurrentIssuesinOrganizationalCultural CreatingInnovativeCulture CreatingCustomer responsiveCulture CreatingaWorkplacewithSpirituality CreatingaCulturethatsupportsdiversityCreatingEthicalCulture 3 40 4 1CreatinganInnovativeCulture CharacteristicsofinnovativeorganizationsChallengeandinvolvementFreedomTrustandopennessIdeatimePlayfulness humorConflictresolutionDebatesRisk taking P54 3 41 4 2CreatingaCustomer ResponsiveCulture Characteristicsofcustomer responsivecultureHiringoutgoingandfriendlyemployees oneswithastronginterestinservingcustomers Havingfewrigidrules procedures andregulationsUsingwidespreadempowermentofemployeesHavinggoodlisteningskillsinrelatingtocustomers messagesProvidingroleclaritytoemployeestoreduceambiguityandconflictandincreasejobsatisfactionHavingconscientious 尽责的 caringemployeeswillingtotakeinitiative 3 42 Exhibit2 10SuggestionsforManagers CreatingaMoreCustomer ResponsiveCulture Hireservice contactpeoplewiththepersonalityandattitudesconsistentwithcustomerservice friendliness enthusiasm attentiveness patience concernaboutothers andlisteningskills Designjobs Giveservice contactemployeesthediscretion Reduceuncertainty Clarifyorganization scommitment P59 TypeofemployeeTypeofjobenvironmentEmpowermentRoleclarityConsistentdesiretosatisfyanddelightcustomers Characteristicsofcustomer responsiveculture SuggestionsforManagers 3 43 4 3SpiritualityandOrganizationalCulture WorkplaceSpirituality 工作场所精神境界 Aculturewhereorganizationalvaluespromoteasenseofpurposethroughmeaningfulworkthattakesplaceinthecontextofcommunity 工作场所精神境界是一种组织文化 在这种文化中组织的价值观通过社会背景下有意义的工作来满足组织及员工的需要 CharacteristicsofaSpiritualOrganizationStrongsenseofpurpose意义明确的目的FocusonindividualdevelopmentTrustandopennessEmployeeempowermentTolerationofemployees expression 3 44 Reasonsofpromotingworkplacespirituality BenefitsofSpiritualityImprovedemployeeproductivityReductionofemployeeturnoverIncreasedcreativityIncreasedemployeesatisfactionIncreasedteamperformanceIncreasedorganizationalperformance Criticstopromoteworkplacespirituality QuestionofLegitimacyEx IsitpropertobringreligionintotheworkplaceQuestionofeconomyCompatibleornot 3 45 4 4CreatinganEthicalCulture Thecontentandstrengthofanorganization scultureinfluencesitsethicalclimateandethicalbehaviorofitsmembers Astrongorganizationalculturewillexertmoreinfluenceonemployeesthanaweakone Strongorganization whichisHighinrisktolerance Lowtomoderateaggressiveness Focusonmeansaswellasoutcomes tendstoshapehighethicalstandards 3 46 Exhibit3 7SuggestionsforManagers CreatingaMoreEthicalCulture Beavisiblerolemodel Communicateethicalexpectations Provideethicstraining Visiblyrewardethicalactsandpunishunethicalones Provideprotectivemechanismssoemployeescandiscussethicaldilemmasandreportunethicalbehaviorwithoutfear 3 47 WorkforcediversityAworkforcethat sheterogeneous 异质 intermsofgender race ethnicity age a