管理学学习资料management chp03 1

OrganizationalCultureandEnvironment:

TheConstraintsChapter

3LecturerZhangXuezhizhxuezhi2007PrenticeHall,Inc.Allrightsreserved.3–2LEARNINGOUTLINE

FollowthisLearningOutlineasyoureadandstudythischapter.TheManager:OmnipotentorSymbolic万能还是象征Contrasttheactionofmanageraccordingtotheomnipotentandsymbolicviews.Explaintheparametersofmanagerialdiscretion.TheOrganization’sCulture组织文化Describethesevendimensionsoforganizationalculture.Discusstheimpactofastrongcultureonorganizationsandmanagers.Explainthesourceofanorganization’sculture.Describehowcultureistransmittedtoemployees.Describehowcultureaffectsmanagers.©2007PrenticeHall,Inc.Allrightsreserved.3–3LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.CurrentOrganizationalCulturalIssuesFacingManagersDescribethecharacteristicsofanethicalculture,aninnovativeculture,andacustomer-responsiveculture.Discusswhyworkplacespiritualityseemstobeanimportantconcern.Describethecharacteristicsofaspiritualorganization.©2007PrenticeHall,Inc.Allrightsreserved.3–4LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.TheEnvironment(cont’d)Describethecomponentsofthespecificandgeneralenvironments.Discussthetwodimensionsofenvironmentaluncertainty.Identifythemostcommonorganizationalstakeholders.Explainthefourstepsinmanagingexternalstakeholderrelationships.©2007PrenticeHall,Inc.Allrightsreserved.3–5TheManager:OmnipotentorSymbolic?OmnipotentViewofManagement管理万能论Managersaredirectlyresponsibleforanorganization’ssuccessorfailure.Thequalityoftheorganizationisdeterminedbythequalityofitsmanagers.Managersareheldaccountable

foranorganization’sperformance

yetitisdifficulttoattribute

goodorpoorperformance

directlytotheirinfluence

ontheorganization.©2007PrenticeHall,Inc.Allrightsreserved.3–6TheManager:OmnipotentorSymbolic?SymbolicViewofManagement管理象征论Muchofanorganization’ssuccessorfailureisduetoexternalforcesoutsideofmanagers’control.Theabilityofmanagerstoaffectoutcomesisinfluencedandconstrainedbyexternalfactors.Theeconomy,customers,governmentalpolicies,competitors,industryconditions,

technology,andtheactionsof

previousmanagersManagerssymbolizecontroland

influencethroughtheiraction.2026/5/117案例：“十万负翁”的嬗变十万负翁：作为一家大型国有企业，广州无线电集团公司于1992年陷入困境，亏损和负债总额高达3亿多元，人均十万元。中流砥柱：1992年底以李承志为首的新班子上台，开始破釜沉舟的改革。1993年即扭亏为盈，近年来发展迅猛。管理万能吗？管理象征否？©2007PrenticeHall,Inc.Allrightsreserved.3–8Exhibit3–1 ParametersofManagerialDiscretion自有决策权©2007PrenticeHall,Inc.Allrightsreserved.3–9TheOrganization’sCultureOrganizationalCulture组织文化Asystemofsharedmeaningsandcommonbeliefsheldbyorganizationalmembersthatdetermines,inalargedegree,howtheyacttowardseachother.“Thewaywedothingsaroundhere.”Values,symbols,rituals,myths,andpracticesImplications:Cultureisaperception.Cultureisshared.Cultureisdescriptive.©2007PrenticeHall,Inc.Allrightsreserved.3–10Exhibit3–2 DimensionsofOrganizationalCulture©2007PrenticeHall,Inc.Allrightsreserved.3–11Exhibit3–3 ContrastingOrganizationalCulturesDimensionOrganizationAOrganizationBAttentiontoDetailHighLowOutcomeOrientationLowHighPeopleOrientationLowHighTeamOrientationLowHighAggressivenessLowHighStabilityHighLowInnovationandRiskTakingLowHigh2026/5/1112西南航空的组织文化——员工导向美国西南航空公司，创建于1971年，当时只有少量顾客，几只包袋和一小群焦急不安的员工，现在已成为美国第六大航空公司，拥有1.8万名员工，服务范围已横跨美国22个州的45个大城市。西南航空是全行业惟一一家一直赢得衡量航空公司经营质量的“三顶皇冠”(航班准时、行李丢失最少、顾客抱怨最少)的航空公司。2026/5/1113员工导向的组织文化将员工的名字雕刻在特别设计的波音737上为顾客做任何你心里感到舒坦的事。“解雇客户”“行走一英里计划”（WalkaMileinMyShoes）你给员工的，就是他给客户的!©2007PrenticeHall,Inc.Allrightsreserved.3–14Exhibit3–3 ContrastingOrganizationalCulturesDimensionOrganizationAOrganizationBAttentiontoDetailHighLowOutcomeOrientationLowHighPeopleOrientationLowHighTeamOrientationLowHighAggressivenessLowHighStabilityHighLowInnovationandRiskTakingLowHigh©2007PrenticeHall,Inc.Allrightsreserved.3–15StrongversusWeakCulturesStrongCultures强文化Areculturesinwhichkeyvaluesaredeeplyheldandwidelyheld.Haveastronginfluenceonorganizationalmembers.FactorsInfluencingtheStrengthofCultureSizeoftheorganizationAgeoftheorganizationRateofemployeeturnoverStrengthoftheoriginalcultureClarityofculturalvaluesandbeliefs©2007PrenticeHall,Inc.Allrightsreserved.3–16Exhibit3–4 StrongversusWeakOrganizationalCultures©2007PrenticeHall,Inc.Allrightsreserved.3–17BenefitsofaStrongCultureCreatesastrongeremployeecommitmenttotheorganization.Aidsintherecruitmentandsocializationofnewemployees.Fostershigherorganizational

performancebyinstillingand

promotingemployeeinitiative.强文化：执行文化企业精神：艰苦创业、无私奉献、努力拼搏、开拓进取企业作风：精心策划、狠抓落实、办事高效“当年征地、当年报建、当年动工、当年竣工、当年售磬、当年轰动、当年入住、当年受益”董事局的决定能在半小时内传达到全集团4万多员工；24小时手机开机，第一次不接电话警告、第二次罚款、第三次开除。©2007PrenticeHall,Inc.Allrightsreserved.3–18©2007PrenticeHall,Inc.Allrightsreserved.3–19OrganizationalCultureSourcesofOrganizationalCulture文化的来源Theorganization’sfounderVisionandmissionPastpracticesoftheorganizationThewaythingshavebeendoneThebehavioroftopmanagementContinuationoftheOrganizationalCultureRecruitmentoflike-mindedemployeeswho“fit”Socializationofnewemployeestohelpthemadapttotheculture©2007PrenticeHall,Inc.Allrightsreserved.3–20Exhibit3–5 HowanOrganization’sCultureIsEstablishedandMaintained©2007PrenticeHall,Inc.Allrightsreserved.3–21HowEmployeesLearnCultureStories故事NarrativesofsignificanteventsoractionsofpeoplethatconveythespiritoftheorganizationRituals仪式RepetitivesequencesofactivitiesthatexpressandreinforcethevaluesoftheorganizationMaterialSymbols有形信条PhysicalassetsdistinguishingtheorganizationLanguage语言Acronymsandjargonofterms,phrases,andwordmeaningsspecifictoanorganization©2007PrenticeHall,Inc.Allrightsreserved.3–22HowCultureAffectsManagersCulturalConstraintsonManagersWhatevermanagerialactionstheorganizationrecognizesasproperorimproperonitsbehalfWhateverorganizationalactivitiestheorganizationvaluesandencouragesTheoverallstrengthorweaknessoftheorganizationalculture

Simpleruleforgettingaheadinanorganization:Findoutwhattheorganizationrewardsanddothosethings.©2007PrenticeHall,Inc.Allrightsreserved.3–23Exhibit3–6 ManagerialDecisionsAffectedbyCulturePlanningThedegreeofriskthatplansshouldcontainWhetherplansshouldbedevelopedbyindividualsorteamsThedegreeofenvironmentalscanninginwhichmanagementwillengageOrganizingHowmuchautonomyshouldbedesignedintoemployees’jobsWhethertasksshouldbedonebyindividualsorinteamsThedegreetowhichdepartmentmanagersinteractwitheachother©2007PrenticeHall,Inc.Allrightsreserved.3–24Exhibit3–6 ManagerialDecisionsAffectedbyCulture(cont’d)Leading

ThedegreetowhichmanagersareconcernedwithincreasingemployeejobsatisfactionWhatleadershipstylesareappropriateWhetheralldisagreements—evenconstructiveones—shouldbeeliminated Controlling

WhethertoimposeexternalcontrolsortoallowemployeestocontroltheirownactionsWhatcriteriashouldbeemphasizedinemployeeperformanceevaluationsWhatrepercussionswilloccurfromexceedingone’sbudget2026/5/1125案例：华为基本法（1）华为的追求是在电子信息领域实现顾客的梦想，并依靠点点滴滴、锲而不舍的艰苦追求，使我们成为世界级领先企业。为了使华为成为世界一流的设备供应商，我们将永不进入信息服务业。认真负责和管理有效的员工是华为最大的财富。尊重知识、尊重个性、集体奋斗和不迁就有功的员工，是我们事业可持续成长的内在要求。爱祖国、爱人民、爱事业和爱生活是我们凝聚力的源泉。2026/5/1126案例：华为基本法（2）我们决不让雷锋吃亏，奉献者定当得到合理的回报。资源是会枯竭的，唯有文化才会生生不息。一切工业产品都是人类智慧创造的。华为没有可以依存的自然资源，唯有在人的头脑中挖掘出大油田、大森林、大煤矿……。华为以产业报国和科教兴国为己任，以公司的发展为所在社区作出贡献。质量是我们的自尊心。2026/5/1127案例：华为基本法（3）机会、人才、技术和产品是公司成长的主要牵引力。这四种力量之间存在着相互作用。机会牵引人才，人才牵引技术，技术牵引产品，产品牵引更多更大的机会。我们不单纯追求规模上的扩展，而是要使自己变得更优秀。因此，高层领导必须警惕长期高速增长有可能给公司组织造成的脆弱和隐藏的缺点，必须对成长进行有效的管理。我们认为，劳动、知识、企业家和资本创造了公司的全部价值。2026/5/1128案例：华为基本法（4）我们是用转化为资本这种形式，使劳动、知识以及企业家的管理和风险的累积贡献得到体现和报偿；利用股权的安排，形成公司的中坚力量和保持对公司的有效控制，使公司可持续成长。我们实行员工持股制度。华为可分配的价值，主要为组织权力和经济利益；其分配形式是：机会、职权、工资、奖金、安全退休金、医疗保障、股权、红利，以及其他人事待遇。我们实行按劳分配与按资分配相结合的分配方式。效率优先，兼顾公平，可持续发展，是我们价值分配的基本原则。©2007PrenticeHall,Inc.Allrightsreserved.3–29OrganizationCultureIssuesCreatinganEthicalCultureHighinrisktoleranceLowtomoderateaggressivenessFocusonmeansaswellasoutcomesCreatinganInnovativeCultureChallengeandinvolvementFreedomTrustandopennessIdeatimePlayfulness/humorConflictresolutionDebatesRisk-taking©2007PrenticeHall,Inc.Allrightsreserved.3–30Exhibit3–7 SuggestionsforManagers:CreatingaMoreEthicalCultureBeavisiblerole

model.Communicateethicalexpectations.Provideethicstraining.Visiblyrewardethicalactsandpunishunethicalones.Provideprotectivemechanisms

soemployeescandiscussethicaldilemmasandreportunethicalbehaviorwithoutfear.©2007PrenticeHall,Inc.Allrightsreserved.3–31OrganizationCultureIssues(cont’d)CreatingaCustomer-ResponsiveCultureHiringtherighttypeofemployees(oneswithastronginterestinservingcustomers)Havingfewrigidrules,procedures,andregulationsUsingwidespreadempowermentofemployeesHavinggoodlisteningskillsinrelatingtocustomers’messagesProvidingroleclaritytoemployeestoreduceambiguityandconflictandincreasejobsatisfactionHavingconscientious,caringemployeeswillingtotakeinitiative©2007PrenticeHall,Inc.Allrightsreserved.3–32Exhibit3–8 SuggestionsforManagers:CreatingaMoreCustomer-ResponsiveCultureHireservice-contactpeoplewiththepersonalityandattitudesconsistentwithcustomerservice—friendliness,enthusiasm,attentiveness,patience,concernaboutothers,andlisteningskills.Traincustomerservicepeoplecontinuouslybyfocusingonimprovingproductknowledge,activelistening,showingpatience,anddisplayingemotions.Socializenewservice-contactpeopletotheorganization’sgoalsandvalues.Designcustomer-servicejobssothatemployeeshaveasmuchcontrolasnecessarytosatisfycustomers.Empowerservice-contactemployeeswiththediscretiontomakeday-to-daydecisionsonjob-relatedactivities.Astheleader,conveyacustomer-focusedvisionanddemonstratethroughdecisionsandactionsthecommitmenttocustomers.©2007PrenticeHall,Inc.Allrightsreserved.3–33SpiritualityandOrganizationalCultureWorkplaceSpirituality工作场所精神境界Afeatureofaculturewhereorganizationalvaluespromoteasenseofpurposemeaningfulworkthattakesplaceinthecontextofcommunity.CharacteristicsofaSpiritualOrganizationStrongsenseofpurposeFocusonindividualdevelopmentTrustandopennessEmployeeempowermentTolerationofemployees’expression©2007PrenticeHall,Inc.Allrightsreserved.3–34BenefitsofSpiritualityImprovedemployeeproductivityReductionofemployeeturnoverStrongerorganizationalperformanceIncreasedcreativityIncreasedemployeesatisfactionIncreasedteamperformanceIncreasedorganizationalperformanceTheHPWay企业价值观：信任并尊重个人、追求卓越的成效与贡献、谨守诚信原则、强调团队精神、鼓励变通与创新。企业目标：利润、顾客、专业领域、成长、员工、管理、企业公民。策略与执行：走动式管理、目标管理、开放管理、全面品质。3–353–36DefiningtheExternalEnvironmentExternalEnvironmentThosefactorsandforcesoutsidetheorganizationthataffecttheorganization’sperformance.ComponentsoftheExternalEnvironmentSpecificenvironment:externalforcesthathaveadirectandimmediateimpactontheorganization.Generalenvironment:broadeconomic,socio-cultural,political/legal,demographic,technological,andglobalconditionsthatmayaffecttheorganization.©2007PrenticeHall,Inc.Allrightsreserved.3–37Exhibit3–9 TheExternalEnvironment©2007PrenticeHall,Inc.Allrightsreserved.3–38Exhibit3–10 SelectedU.S.LegislationAffectingBusinessOccupationalSafetyandHealthActof1970ConsumerProductSafetyActof1972EqualEmploymentOpportunityActof1972WorkerAdjustmentandRetrainingNotificationActof1988AmericanswithDisabilitiesActof1990CivilRightsActof1991FamilyandMedicalLeaveActof1993ChildSafetyProtectionActof1994U.S.EconomicEspionageActof1996ElectronicSignaturesinGlobalandNationalCommerceActof2000Sarbanes-OxleyActof2002FairandAccurateCreditTransactionsActof2003 ©2007PrenticeHall,Inc.Allrightsreserved.3–39HowtheEnvironmentAffectsManagersEnvironmentalUncertainty环境不确定性Theextenttowhichmanagershaveknowledgeofandareabletopredictchangetheirorganization’sexternalenvironmentisaffectedby:Complexityoftheenvironment:thenumberofcomponentsinanorganization’sexterna