《management教学资料》10erobb

Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,31,OrganizationalCultureandEnvironment,Chapter3,ManagementStephenP.RobbinsMaryCoulter,tenthedition,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,32,LearningOutcomesFollowthisLearningOutlineasyoureadandstudythischapter.,3.1TheManager:OmnipotentOrSymbolic?Contrasttheactionsofmanagersaccordingtotheomnipotentandsymbolicviews.Identifythetwoconstraintsonmanagerialdiscretion.3.2OrganizationalCultureIdentifythesevendimensionsoforganizationalculture.Discusstheimpactofastrongcultureonorganizationsandmanagers.Explainhowacultureisformedandmaintained.Describehowcultureaffectsmanagers.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,33,LearningOutcomes,3.3CurrentOrganizationalCultureIssues.Describethecharacteristicsofanethicalculture,aninnovativeculture,andacustomer-responsiveculture.Explainwhyworkplacespiritualityseemstobeanimportantconcern.Describethecharacteristicsofaspiritualorganization.3.4TheEnvironment.Listthecomponentsofthespecificandgeneralenvironments.Explainthetwodimensionsofenvironmentaluncertainty.Identifythemostcommonorganizationalstakeholders.Listthefourstepsinmanagingexternalstakeholderrelationships.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,34,TheManager:OmnipotentorSymbolic?,OmnipotentViewofManagementManagersaredirectlyresponsibleforanorganizationssuccessorfailure.Thequalityoftheorganizationisdeterminedbythequalityofitsmanagers.Managersareheldaccountableforanorganizationsperformance,yetitisdifficulttoattributegoodorpoorperformancedirectlytotheirinfluenceontheorganization.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,35,Themanagers:Omnipotent,HavethepowerofallocatingresourcesHavethetoolsandmethodsforpredictionandplanningAccountableforthesuccessorfailureofanorganizationTurnthemundaneintosomethingveryspecialthesuccessorfailureisallduetoaparticularperson,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,36,TheManager:OmnipotentorSymbolic?,SymbolicViewofManagementMuchofanorganizationssuccessorfailureisduetoexternalforcesoutsideofmanagerscontrol.Theabilityofmanagerstoaffectoutcomesisinfluencedandconstrainedbyexternalfactors.Theeconomy,customers,governmentalpolicies,competitors,industryconditions,technology,andtheactionsofpreviousmanagersManagerssymbolizecontrolandinfluencethroughtheiraction.,2012-3-20,版权所有：浙江大学管理学院邢以群,管理者与环境,管理无能论观点：管理者对组织的业绩几乎没有什么影响，一个组织的成败完全取决于管理者无法控制的环境因素。前提假设：“管理者影响结果的能力受制于组织内外部各种环境因素”结论：管理者对组织绩效的影响是极其有限的,管理万能论观点：不论环境条件如何，管理者对组织的成败负有直接的责任。前提假设：“一个组织的管理者的素质，决定了这一组织本身的素质”结论：组织中的最高管理者对组织的成败负有直接的责任。,Classdiscussion:,TheManager:OmnipotentorSymbolic?,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,38,Thereality:compromised,Ononehand,managersarerestrictedbyorganizationalcultureandexternalenvironmentOntheotherhand,managerscanexertgreatinfluenceontheorganizationsperformance,mayevenchangeorganizationalcultureorenvironmentInternalrestrictionorganizationalcultureExternalrestrictionexternalenvironment,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,310,Exhibit31ParametersofManagerialDiscretion,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,311,TheOrganizationsCulture,OrganizationalCultureAsystemofsharedmeaningsandcommonbeliefsheldbyorganizationalmembersthatdetermines,inalargedegree,howtheyacttowardseachother.“Thewaywedothingsaroundhere.”Values,symbols,rituals,myths,andpracticesImplications:Cultureisaperception.Cultureisshared.Cultureisdescriptive.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,312,Exhibit32DimensionsofOrganizationalCulture,Sonyleteverybodyfullydisplayshistalents-productinnovation-mutualrespectIBM:-respecttoevery-tryallmeanstoprovidebestservice-pursuebestperformanceHuaWeiSouthwestAirline:Respectcustomers,Respectemployees,Compositionofcorporateculture,thisiswhatwebelievein,Thisishowwebehave,Thisistheimagewehave,Case:CorporatecultureofMcDonalds,CorporatecultureofMcDonalds,Materialsandimages:UncleMcDonald,GoldenArchdoor,cleanrestaurant,friendlywaitress,coupon,Rulesandregulations:,OperationandTrainingManual:policies,proceduresandmethodsPostObservationInspectionSystem:over20workstationsQualityAssuranceManual:Storagetemperature,halfmadeproductsdeliverytemperatureetc.ManagementDevelopmentProgram:casesformanagementofMcdonalds,Corevalue,Q、S、C、VQ:qualityS:serviceC:cleanlinessV:value,Strongcultures,MostRespectableCompaniesFortune2009,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,320,StrongVersusWeakCultures,StrongCulturesAreculturesinwhichkeyvaluesaredeeplyandwidelyheld.Haveastronginfluenceonorganizationalmembers.FactorsInfluencingtheStrengthofCultureSizeoftheorganizationAgeoftheorganizationRateofemployeeturnoverStrengthoftheoriginalcultureClarityofculturalvaluesandbeliefs,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,321,BenefitsofaStrongCulture,Createsastrongeremployeecommitmenttotheorganization.Aidsintherecruitmentandsocializationofnewemployees.Fostershigherorganizationalperformancebyinstillingandpromotingemployeeinitiative.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,322,Exhibit34StrongVersusWeakOrganizationalCultures,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,323,OrganizationalCulture,SourcesofOrganizationalCultureTheorganizationsfounderIBM(Watson),FedEx(Smith)VisionandmissionPastpracticesoftheorganizationThewaythingshavebeendoneThebehavioroftopmanagementContinuationoftheOrganizationalCultureRecruitmentoflike-mindedemployeeswho“fit”Socializationofnewemployeestohelpthemadapttotheculture,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,324,Exhibit35HowanOrganizationsCultureIsEstablishedandMaintained,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,325,HowEmployeesLearnCulture,StoriesNarrativesofsignificanteventsoractionsofpeoplethatconveythespiritoftheorganizationHaier,ZhangRuiminSmashed76Refrigerators,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,326,RitualsRepetitivesequencesofactivitiesthatexpressandreinforcethevaluesoftheorganizationMaryKayYear-endParty,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,327,MaterialSymbolsPhysicalassetsdistinguishingtheorganization,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,328,LanguageAcronymsandjargonofterms,phrases,andwordmeaningsspecifictoanorganization工作柔道(workjudo，把工作任务转交给他人却不让他人发觉你在逃避工作的一门艺术)；享用你自己的狗食(eatingyourowndogfood，在开发初期使用你自己的软件程序或产品以对其进行测试的战略，即使这个过程令人生厌)；扁平食品(flatfood，自动售货机的美食，可以从门下溜到同事的手中，而该同事正热火朝天地赶工期)；头像邮件(facemail，实际上是面对面交谈，微软的雇员将其视为技术倒退的交流方式)；急行军(deathmarch，交付新产品的倒计时阶段)等等。,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,329,HowCultureAffectsManagers,CulturalConstraintsonManagersWhatevermanagerialactionstheorganizationrecognizesasproperorimproperonitsbehalfWhateverorganizationalactivitiestheorganizationvaluesandencouragesTheoverallstrengthorweaknessoftheorganizationalcultureSimpleruleforgettingaheadinanorganization:Findoutwhattheorganizationrewardsandactaccordingly.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,330,Exhibit36ManagerialDecisionsAffectedbyCulture,PlanningThedegreeofriskthatplansshouldcontainWhetherplansshouldbedevelopedbyindividualsorteamsThedegreeofenvironmentalscanninginwhichmanagementwillengageOrganizingHowmuchautonomyshouldbedesignedintoemployeesjobsWhethertasksshouldbedonebyindividualsorinteamsThedegreetowhichdepartmentmanagersinteractwitheachother,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,331,Exhibit36ManagerialDecisionsAffectedbyCulture(contd),LeadingThedegreetowhichmanagersareconcernedwithincreasingemployeejobsatisfactionWhatleadershipstylesareappropriateWhetheralldisagreementsevenconstructiveonesshouldbeeliminatedControllingWhethertoimposeexternalcontrolsortoallowemployeestocontroltheirownactionsWhatcriteriashouldbeemphasizedinemployeeperformanceevaluationsWhatrepercussionswilloccurfromexceedingonesbudget,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,332,OrganizationCultureIssues,CreatinganEthicalCultureHighinrisktoleranceLowtomoderateaggressivenessFocusonmeansaswellasoutcomes,CreatinganInnovativeCultureChallengeandinvolvementFreedomTrustandopennessIdeatimePlayfulness/humorConflictresolutionDebatesRisk-taking,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,333,Exhibit37CreatingaMoreEthicalCulture,Beavisiblerolemodel.Communicateethicalexpectations.Provideethicstraining.Visiblyrewardethicalactsandpunishunethicalones.Provideprotectivemechanismssoemployeescandiscussethicaldilemmasandreportunethicalbehaviorwithoutfear.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,334,OrganizationCultureIssues(contd),CreatingaCustomer-ResponsiveCultureHiringtherighttypeofemployees(thosewithastronginterestinservingcustomers)Havingfewrigidrules,procedures,andregulationsUsingwidespreadempowermentofemployeesHavinggoodlisteningskillsinrelatingtocustomersmessagesProvidingroleclaritytoemployeestoreduceambiguityandconflictandincreasejobsatisfactionHavingconscientious,caringemployeeswillingtotakeinitiative,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,335,Exhibit38CreatingaCustomer-ResponsiveCulture,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,336,SpiritualityandOrganizationalCulture,WorkplaceSpiritualityTherecognitionthatpeoplehaveaninnerlifethatnourishesandisnourishedbymeaningfulworkthattakesplaceinthecontextofcommunity.CharacteristicsofaSpiritualOrganizationStrongsenseofpurposeFocusonindividualdevelopmentTrustandopennessEmployeeempowermentTolerationofemployeesexpression,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,337,BenefitsofSpirituality,ImprovedemployeeproductivityReductionofemployeeturnoverStrongerorganizationalperformanceIncreasedcreativityIncreasedemployeesatisfactionIncreasedteamperformanceIncreasedorganizationalperformance,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,338,Managementenvironment,Theperformanceofanorganizationisaffectedbyvariousinternalandexternalfactorsthatanorganizationisfacing.Alltheinternalandexternalforcesandconditionsthataffecttheperformanceofanorganizationarecalledmanagementenvironment.。,Politics,economy,society,technology,Suppliers,customers,competitors.Interestgroups,Corevalue,goals,operationandmanagementconcept,norms,Humanresources,capital,brand,knowledgeetc.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,340,DefiningtheExternalEnvironment,ExternalEnvironmentThosefactorsandforcesoutsidetheorganizationthataffecttheorganizationsperformance.ComponentsoftheExternalEnvironmentSpecificenvironment:externalforcesthathaveadirectandimmediateimpactontheorganization.Generalenvironment:broadeconomic,socio-cultural,political/legal,demographic,technological,andglobalconditionsthatmayaffecttheorganization.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,341,Exhibit39TheExternalEnvironment,Specificenvironment:(1)Customer,CustomersabsorbtheoutputofanorganizationCustomergroupsGovernmentbuyersHouseholdbuyersCommercialbuyersCustomers-uncertaintyToowncertainnumberofcustomersisthepreconditionoftheexistenceanddevelopmentofanorganization,Specificenvironment:(2)Supplier,Suppliersrawmaterials,equipment,energy,land,realestate,capital,loanshumanresourcesChallengingsupplyanddemandrelationshipShortofrawmaterialsStrategicallianceLackofsubstitutesManagersshouldtrytomaintainthesteadysupplyneededforoperationthroughthelowestcostKeepintouchwithseveralsupplierssimultaneously一旦主要的资源供应者发生问题，就会导致整个组织运转的减缓或中止。,Specificenvironment:(3)Competitor,CatfishEffectOrganizationsthatproduceorprovidesimilarproductsorservicesMostorganizationshaveoneormorecompetitorsFiercecompetitionmeanslowerpriceElbowoutnewcompetitorsthroughmarketentrybarriersEconomicscale竞争者的多少直接影响组织获得一定业绩所须付出的代价。BrandloyaltyCapitalstrength,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,345,Specificenvironment:(4)Publicpressuregroup,WorkunionEnvironmentalProtectionOrganizationConsumerAssociation善待动物委员会(PeoplefortheEthicalTreatmentofAnimals,PETA)母亲反对酒后开车协会(MothersAgainstDrunkDriving,MADD),Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,346,Generalenvironment:(1)Economicforces,经济增长Economicgrowth.利息率Interestrates,就业率Unemploymentrates,物价指数Goodspriceindex可支配收入的变动Changesindisposablepersonalincome证券市场指数SecurityMarketIndexes商业周期Businesscycle,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,347,Generalenvironment:(2)Politicalandlegalconditions,残疾人权利法案(AmericanswithDisabilitiesAct)PoliticalenvironmentOverallstabilityAttitudesthatgovernmentleadersholdtowardsthefunctionsofindustrialandcommercialenterprisesGreatsignificance,hardtopredict,irriversibleTheprivateenterpriseinvestmentrestrictionsliftedarticle36(petroleum,watersupply,powersupply,gassupply,communication,civilairline),Government,Governmentformulatelaws,policies,standardstoregulatewhatcanbedoneandwhatcannotbedoneOnecanobtainpredictiveinformationfromgovernmentOrganizationshavetospendgreatamountoftimeandfundstomeettherequirementsmadebygovernmentlawsandregulationsIndustrialandCommercialBureau,TaxationBureau,StateTobaccoMonopolyBureau,Generalenvironment:(3)Technologicalforces,SkillsandfacilitiesusedforproductionordistributionofproductsHaveornothaverelevantskillsorfacilitiesmaybringopportunitiesorthreatstotheorganization-theinvestmentandkeysupporttothescientificdevelopmentbythecountry-thedevelopmentandthetotalbudgetfortheresearchanddevelopmentofthetechnologyProductionandapplicationofnewtechnologyorfacilitieswillshortenthelifecycleofproducts,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,350,Generalenvironment:(3)Socio-culturalconditions,BalancebetweenworkandlifePaidfamilyvocationFlexibleworktimeandarrangementChildcarecenter,Generalenvironment:(4)Demographicforces,Changesinnature,compositionandvarietiesofdemographicgenderageethnicoriginPopulationa