Views and environment of management

1. Views & Environment
of
Management
Created By: 1. Keval Patel(1001110111007)
2. Sandip Dobariya(100110111013)
3.Hardik Anghan(100110111023)
4. Jay Jasani(1001101110025)
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2. View of
Management
1.
• Omnipotent
View
2.
• Symbolic View
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3. Omnipotent View of
Management
Managers are directly responsible for an
organization’s success or failure.
The quality of the organization is
determined by the quality of its managers.
Someone has to be held accountable
when organizations performs poorly,
regardless of the reasons and that
“someone” is the manager.
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4. Omnipotent View of
Management
Of course, when things go well manager
also get the credit-even if they had little to
do with achieving the positive outcome.
When profits are up ,managers take the
credit and reward themselves with
bonuses, stock options and like.
When profits are down, top managers are
often fired ,in the belief that “new
blood”will bring improved results.
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5. Much of an organization’s success or
failure is due to external forces outside of
managers’ control.
The symbolic view says the a manager’s
ability to affect outcomes is influenced
and constrained by external factors.
According to this view it is unreasonable
to expect managers to significantly affect
an organization’s performance.
Symbolic View of Management
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6. Symbolic View of
Management
Performance is influenced by following
factors managers don’t control.
The economy
Customers
Governmental policies
Competitors
Industry conditions
The actions of previous managers
This view is called “symbolic” because it’s
based on belief that managers symbolize
control and
influence through their action.
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7. Views of management
 The omnipotent
view?
 The symbolic
view?
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 Reality suggests a synthesis:
managers are neither helpless nor
all powerful.

8. External Environment
 Factors and forces outside an
organization that affect the
organization’s performance.
 Mainly devided in two parts:
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1.
• Specific environment
2.
• General environment

9. The
Organization
Customers
Suppliers
Public
pressure
groups
Competitors
Global
PoliticalLegal
SocioculturalTechnological
Demographics
Economic
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10. Specific Environment
• Customers
• Suppliers
• Public Pressure Groups
• Competitors
The main forces that make
up this environment:
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External forces that have a direct impact on
managers’ decisions and actions that have
directly relevant to the achievement of an
organization’s goals.

11. Customer:
• Represent potential
uncertainty to an
organization because their
test can change or they
can become dissatisfied
with the organization’s
products or service.
Suppliers:
• Managers seek to ensure
a steady flow of needed
supplies at the lowest price
possible.
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12. Public Pressure
Groups:
• Managers must
recognize special-
interest groups that
attempt to influence the
action of organization.
Competitors:
• All organizations-profit
and not-for-profit-have
competitors.
• Manager cannot afford
to ignore the
competition.
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13. General Environment
• Economic
• Political/Legal
• Sociocultural
• Demographic
• Technological
• Global
This environment includes
external conditions as follows:
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14. Economic:
• Inflation, interest
rates, unemployment,
and demand.
Political/Legal:
• Refers to government
regulation of business
and the relationship
between business and
government.
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15. Sociocultural:
• Managers must add up
their practices to the
change in the exaptation of
the society in which they
are operate.
Demographic:
• These conditions
encompass trends in
population characteristics
such as gender, age, level
of education, geographic
location income and family
composition.
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16. Technological:
• Refers to the
methods available for
converting resources
into products or
services.
Global:
• Managers are
challenged by an
increasing number of
global competitors
and market.
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17. The environment,
stakeholders
• Who are stakeholders?
 Any constituencies in the
organization's external environment
that are affected by the organization's
decisions, actions and policies
 ● include internal and external
groups
 ● can influence the organization
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18. Why is stakeholder
relationship management
important?
 it can affect organizational outcomes,
such as improved predictability of
changes, more successful
innovations, greater trust and
flexibility, organizational performance
 It’s the ‘right’ thing to do
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19. Stakeholder Relationships
 Stakeholders
◦ Any constituencies in the organization’s
external environment that are affected by
the organization’s decisions and actions
 Why Manage Stakeholder
Relationships?
◦ It can lead to improved organizational
performance.
◦ It’s the “right” thing to do given the
interdependence of the organization and
its external stakeholders
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21. Managing Stakeholder
Relationships
1. Identify the organization’s external
stakeholders.
2. Determine the particular interests and
concerns of the external stakeholders.
3. Decide how critical each external
stakeholder is to the organization.
4. Determine how to manage each
individual external stakeholder
relationship.
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Thank
you..