罗宾斯《管理学》原版讲义ppt课件

1、L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.The Manager: Omnipotent or SymbolicDefine the omnipotent and symbolic views of management.Contrast the action of manager according to the omnipotent and symbolic views.Explain the parameters of managerial d

2、iscretion.The Organizations CultureDefine organizational culture.Explain what the definition of culture implies.Describe the seven dimensions of organizational culture.Define a strong culture.L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.The Organizati

3、ons Culture (contd)List the factors that influence the strength of an organizations culture.Discuss the impact of a strong culture on organizations and managers.Explain the source of an organizations culture.Describe how an organizations culture continues.Explain how culture is transmitted to employ

4、ees.Describe how culture affects managers.Describe how managers can create a culture that supports diversity.L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.Current Organizational Issues Facing ManagersExplain how a strong culture affects whether

5、 an organization is ethical.Describe the characteristics of an ethical culture.List some suggestions for creating a more ethical culture.Describe the characteristics of an innovative culture.Explain six characteristics of a customer-responsive culture.Discuss the actions managers can take to make th

6、eir cultures more customer-responsive.Define workplace spirituality.L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.Current Organizational Issues Facing Managers (contd)Define workplace spirituality.Explain why workplace spirituality seems to be

7、an important concern.Describe the characteristics of a spiritual organization.Discuss the criticisms of spirituality.The EnvironmentDefine the external environment an specific and general environment.Describe the components of the specific environment.L E A R N I N G O U T L I N E (contd) Follow thi

8、s Learning Outline as you read and study this chapter.The Environment (contd)Describe the components of the general environment.Define and discuss environmental uncertainty and its two dimensions.Define stake holders.Identify the most common organizational stakeholders.Explain why stakeholder relati

9、onship management is important.The Manager: Omnipotent or Symbolic?Omnipotent View of ManagementManagers are directly responsible for an organizations success or failure.The quality of the organization is determined by the quality of its managers.Managers are held most accountable for an organizatio

10、ns performance yet it is difficult to attribute good or poor performance directly to their influence on the organization.The Manager: Omnipotent or Symbolic?Symbolic View of ManagementMuch of an organizations success or failure is due to external forces outside of managers control.The ability of man

11、agers to affect outcomes is influenced and constrained by external factors.The economy, customers, governmental policies, competitors, industry conditions, technology, and the actions of previous managersManagers symbolize control and influence through their actionThe Organizations CultureOrganizati

12、onal CultureA 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, rituals, myths, and practicesImplications:Culture is a perception.Culture is shared.Culture

13、 is descriptive.Strong versus Weak CulturesStrong CulturesAre cultures in which key values are deeply held and widely held.Have a strong influence on organizational members.Factors Influencing the Strength of CultureSize of the organizationAge of the organizationRate of employee turnoverStrength of

14、the original cultureClarity of cultural values and beliefsBenefits of a Strong CultureCreates a stronger employee commitment to the organization.Aids in the recruitment and socialization of new employees.Fosters higher organizational performance by instilling and promoting employee initiative.Organi

15、zational CultureSources of Organizational CultureThe organizations founderVision and missionPast practices of the organizationThe way things have been doneThe behavior of top management Continuation of the Organizational CultureRecruitment of like-minded employees who “fit.Socialization of new emplo

16、yees to help them adapt to the cultureHow Employees Learn CultureStoriesNarratives of significant events or actions of people that convey the spirit of the organizationRitualsRepetitive sequences of activities that express and reinforce the values of the organizationMaterial SymbolsPhysical assets d

17、istinguishing the organizationLanguageAcronyms and jargon of terms, phrases, and word meanings specific to an organizationHow Culture Affects ManagersCultural Constraints on ManagersWhatever managerial actions the organization recognizes as proper or improper on its behalfWhatever organizational act

18、ivities the organization values and encouragesThe overall strength or weakness of the organizational cultureSimple rule for getting ahead in an organization:Find out what the organization rewards and do those things.Organization Culture IssuesCreating an Ethical CultureHigh in risk toleranceLow to m

19、oderate aggressivenessFocus on means as well as outcomesCreating an Innovative CultureChallenge and involvementFreedomTrust and opennessIdea timePlayfulness/humorConflict resolutionDebatesRisk-takingOrganization Culture Issues (contd)Creating a Customer-Responsive CultureHiring the right type of emp

20、loyees (ones with a strong interest in serving customers)Having few rigid rules, procedures, and regulationsUsing widespread empowerment of employeesHaving good listening skills in relating to customers messagesProviding role clarity to employees to reduce ambiguity and conflict and increase job sat

21、isfactionHaving conscientious, caring employees willing to take initiativeSpirituality and Organizational CultureWorkplace SpiritualityThe recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community.Characteristics of a S

22、piritual OrganizationStrong sense of purposeFocus on individual developmentTrust and opennessEmployee empowermentToleration of employees expressionBenefits of SpiritualityImproved employee productivityReduction of employee turnoverStronger organizational performanceIncreased creativityIncreased empl

23、oyee satisfactionIncreased team performanceIncreased organizational performanceDefining the External EnvironmentExternal EnvironmentThe forces and institutions outside the organization that potentially can affect the organizations performance.Components of the External EnvironmentSpecific environmen

24、t: external forces that have a direct and immediate impact on the organization.General environment: broad economic, socio-cultural, political/legal, demographic, technological, and global conditions that may affect the organization.How the Environment Affects ManagersEnvironmental UncertaintyThe extent to which managers have knowledge of and are able to predict change their organizations external environment is affected by:Complexity of the environmen