管理学教学课件（张学志）chapter 02

UnderstandingManagement’sContext:Constraints&ChallengesChapter

2LecturerZhangXuezhizhxuezhiontrasttheactionsofmanagersaccordingtotheomnipotentandsymbolicviewsDescribetheconstraintsandchallengesfacingmanagersintoday’sexternalenvironmentDiscussthecharacteristicsandimportanceoforganizationalcultureDescribecurrentissuesinorganizationalcultureTheManager:OmnipotentorSymbolic?OmnipotentViewofManagement管理万能论

theviewthatmanagersaredirectlyresponsibleforanorganization’ssuccessorfailure.SymbolicviewofManagement管理象征论theviewthatmuchofanorganization’ssuccessorfailureisduetoexternalforcesoutsidemanagers’control.2026/5/154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？Exhibit2-1:ConstraintsonManagerialDiscretionTheExternalEnvironment:

ConstraintsandChallengesExternalEnvironment外部环境-thosefactorsandforcesoutsidetheorganizationthataffectitsperformance.ComponentsoftheExternalEnvironmentSpecificenvironment具体环境:ExternalforcesthathaveadirectandimmediateimpactontheorganizationGeneralenvironment一般环境:Broadeconomic,socio-cultural,political/legal,demographic,technological,andglobalconditionsthatmayaffecttheorganizationExhibit2-2:ComponentsofExternalEnvironment你关注到了哪些（在近期发生的）事件会影响企业的经营？EnvironmentalUncertaintyandComplexityEnvironmentalUncertainty不确定性-thedegreeofchangeandcomplexityinanorganization’senvironment.EnvironmentalComplexity复杂性-thenumberofcomponentsinanorganization’senvironmentandtheextentoftheorganization’sknowledgeaboutthosecomponents.Exhibit2-3:EnvironmentalUncertaintyMatrixWhoAreStakeholders?Stakeholders利益相关者-anyconstituenciesintheorganization’senvironmentthatareaffectedbyanorganization’sdecisionsandactions.Exhibit2-4:OrganizationalStakeholders富士康VS第一财经2006年6月，《第一财经日报》发表记者王佑的文章：《富士康员工，机器罚你站12小时》，文章称“起得比鸡早、干得比驴累，吃得比猪差”。7月3日，富士康起诉记者王佑和编辑翁宝，索赔3000万，并申请法院查封个人账户。8月30日，富士康索赔降低为1元。9月3日，双方发表联合声明，和解。ManagingStakeholderRelationshipsIdentifytheorganization’sexternalstakeholders.Determinetheparticularinterestsandconcernsofexternalstakeholders.Decidehowcriticaleachexternalstakeholderistotheorganization.Determinehowtomanageeachindividualexternalstakeholderrelationship.WhatIsOrganizationalCulture?OrganizationalCulture组织文化-Thesharedvalues,principles,traditions,andwaysofdoingthingsthatinfluencethewayorganizationalmembersact.StrongCultures强文化-Organizationalculturesinwhichkeyvaluesareintenselyheldandwidelyshared.Exhibit2-5:DimensionsofOrganizationalCulture组织文化的维度2026/5/1517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。2026/5/1518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!WhereDoesCultureComeFrom?来源OrganizationfounderVisionandmissionPastpracticesTopmanagementbehaviorSocialization社会化-Theprocessthathelpsemployeesadapttotheorganization’sculture.了解以下企业家及其对企业文化的影响……松下幸之助本田宗一郎盛田昭夫稻盛和夫比尔.盖茨乔布斯杰克.韦尔奇李健熙……马云任正非张瑞敏柳传志许家印李嘉诚郭台铭……HowDoEmployeesLearnCulture?Stories故事-Narrativesofsignificanteventsorpeople,e.g.organizationfounders,rulebreaking,reactiontopastmistakesetc.Rituals仪式-Sequencesofactivitiesthatexpressandreinforcetheimportantvaluesandgoalsoftheorganization仪式视频HowEmployeesLearnCulture(cont.)MaterialArtifactsandSymbols

有形信条-Conveythekindsofbehaviorthatareexpected,e.g.risktaking,participation,authority,etc.Language

语言-ActsasacommondenominatorthatbondsmembersExhibit2-6:ContrastingOrganizationalCulturesExhibit2-7:Strongvs.WeakCulturesBenefitsofaStrongCultureCreatesastrongeremployeecommitmenttotheorganizationAidsintherecruitmentandsocializationofnewemployeesFostershigherorganizationalperformancebyinstillingandpromotingemployeeinitiative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.3–26Exhibit2-8:EstablishingandMaintainingCultureHowDoesCultureAffectManagers?CulturalConstraintsonManagersWhatevermanagerialactionstheorganizationrecognizesasproperorimproperonitsbehalfWhateverorganizationalactivitiestheorganizationvaluesandencouragesTheoverallstrengthorweaknessoftheorganizationalcultureExhibit2-9:ManagerialDecisions

AffectedbyCultureHowDoYouCreateaCustomer

ResponsiveCulture?Hiretherighttypeofemployees(thosewithastronginterestinservingcustomers)Havefewrigidrules,procedures,andregulationsUsewidespreadempowermentofemployeesHavegoodlisteningskillsinrelatingtocustomers’messagesHowDoYouCreateaCustomerResponsiveCulture?ProvideroleclaritytoemployeesinordertoreduceambiguityandconflictandtoincreasejobsatisfactionHaveconscientious,caringemployeeswillingtotakeinitiativeExhibit2-10:CreatingaCustomer

ResponsiveCultureSpiritualityandCultureWorkplaceSpirituality工作场所的精神境界-aculturewhereorganizationalvaluespromoteasenseofpurposethroughmeaning