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Chapter 3
organizational
culture and
environment: the
constraints
Report by: Group II
The omnipotent view
The view that managers are directly responsible
for an organization’s success or failure.
The symbolic...
The organizations’ culture
Organizational culture: the shared values,
principles, traditions, and ways of doing things tha...
Strong and weak culture
Strong culture Weak culture
Values widely shared Values limited to a few people—
usually top manag...
Current organizational culture issues
facing managers
Creating an ethical culture
Creating an innovation culture
Challenge...
Spirituality and organizational culture
Strong sense of purpose.
Focus on individual development.
Trust and openness.
Empl...
Environment
External environment
Those factors and forces outside the
organization that affect the organization’s
performa...
organization
customers
Social and
political action
group
competitors
Trade and
industry
associationsgovernments
suppliers
...
Organizational culture and environment the constraints
Organizational culture and environment the constraints
Organizational culture and environment the constraints
Organizational culture and environment the constraints
Organizational culture and environment the constraints
Organizational culture and environment the constraints
Organizational culture and environment the constraints
Organizational culture and environment the constraints
Organizational culture and environment the constraints
Organizational culture and environment the constraints
Organizational culture and environment the constraints
Organizational culture and environment the constraints
Organizational culture and environment the constraints
Organizational culture and environment the constraints
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Organizational culture and environment the constraints

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Organizational culture and environment the constraints

  1. 1. Chapter 3 organizational culture and environment: the constraints Report by: Group II
  2. 2. The omnipotent view The view that managers are directly responsible for an organization’s success or failure. The symbolic view The view that much of an organization’s success or failure is due to external forces outside managers’ control. Realty suggests a synthesis
  3. 3. The organizations’ culture Organizational culture: the shared values, principles, traditions, and ways of doing things that influence the way organizational members act. Attention to detail Outcome orientation People orientation Team orientation Aggressiveness Stability Innovation and risk taking
  4. 4. Strong and weak culture Strong culture Weak culture Values widely shared Values limited to a few people— usually top management Culture conveys consistent messages about what’s important Culture sends contradictory messages about what’s important Most employees can tell stories about company history/heroes Employees have little knowledge of company history or heroes Employees strongly identify with culture Employees have little identification with culture Strong connection between shared values and behaviors Little connection between shared values and behaviors
  5. 5. Current organizational culture issues facing managers Creating an ethical culture Creating an innovation culture Challenge and involvement, trust and openness, idea time, playfulness/humor, conflict resolution, debates, risk taking Creating a customer-responsive culture
  6. 6. Spirituality and organizational culture Strong sense of purpose. Focus on individual development. Trust and openness. Employee empowerment. Toleration of employee expression.
  7. 7. Environment External environment Those factors and forces outside the organization that affect the organization’s performance. Internal environment Mermber of organization management
  8. 8. organization customers Social and political action group competitors Trade and industry associationsgovernments suppliers shareholders unions employees

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