Chap 3 organizational culture and environment; the constraints management by Robbins & Coulter The Manager: Omnipotent or Symbolic Define the omnipotent and symbolic views of management. Contrast the action of manager according to the omnipotent and symbolic views. Explain the parameters of managerial discretion. The Organization’s Culture Define organizational culture. Explain what the definition of culture implies. Describe the seven dimensions of organizational culture. Define a strong culture.

2. MANAGEMENT
Steven P. Robbins
Mary Coulter
8th Edition
Course Instructor
Sir Yasir Ashraf

3. Presenters
Muzakir
065
Javeeria
012
Huzaifa
062

4. The Environment
Of
An Organization
[Chapter # 3]

5. Muzakir
BBA-2014-065

6. Organization Culture Issues
Creating an Ethical
Culture
High in risk tolerance
Low to moderate
aggressiveness
Focus on means as
well as outcomes

7. Suggestions for Managers:
Creating a More Ethical Culture
• Be a visible role model.
• Communicate ethical expectations.
• Provide ethics training.
• Visibly reward ethical acts and punish
unethical ones.
• Provide protective mechanisms so
employees can discuss ethical
dilemmas and report unethical
behavior without fear.

8. Creating an Innovative
Culture
Challenge and
involvement
Freedom
Trust and openness
Idea time
Playfulness/humor
Conflict resolution
Debates
Risk-taking
Organization Culture Issues

9. Customer-Responsive
Culture
– Hiring the right type
of employees (ones
with a strong interest
in serving customers)
– Having few rigid rules,
procedures, and
regulations
– Using widespread
empowerment of
employees

10. Customer - Responsive Culture
– Having good listening skills
in relating to customers’
messages
– Providing role clarity to
employees to reduce
ambiguity and conflict and
increase job satisfaction
– Having conscientious,
caring employees willing to
take initiative

11. Suggestions for Managers: Creating a More Customer-
Responsive Culture
• Hire service-contact people with the personality and attitudes
consistent with customer service—friendliness, enthusiasm,
attentiveness, patience, concern about others, and listening
skills.
• Train customer service people continuously by focusing on
improving product knowledge, active listening, showing patience,
and displaying emotions.
• Socialize new service-contact people to the organization’s goals
and values.
• Design customer-service jobs so that employees have as much
control as necessary to satisfy customers.
• Empower service-contact employees with the discretion to make
day-to-day decisions on job-related activities.
• As the leader, convey a customer-focused vision and demonstrate
through decisions and actions the commitment to customers.

12. Spirituality and Organizational
Culture
Workplace Spirituality
 The recognition that people
have an inner life that
nourishes and is nourished
by meaningful work that
takes place in the context of
community.
 Strong sense of purpose

14. Characteristics of a Spiritual
Organization
 Trust and openness
 Employee empowerment
 Toleration of employees’
expression
 Focus on individual
development

15. Any
Question?
☻

16. Environment
Of the
Organization

17. Our
surroundings
are known as
environment.

18. The environment is the source of
opportunities and threats for an
organization.
Opportunities are events and trends that
create chances to improve an
organizations performance level.
Threats are events and trends that may
undermine an organizations performance.

19. © 2007 Prentice Hall, Inc. All rights reserved. 3–19
Exhibit 3–9 The External Environment

20. 3–20
External Environment
– The forces and institutions outside the organization that potentially can affect the
organization’s performance.
components
Specific
environment
General
environment

21. External forces that have a direct and
immediate impact on the organization.
components
customers suppliers competitors
Pressure
groups

22. Customers- Absorb organization’s outputs
Suppliers - Provide material and equipment
Competitors- Provide similar services/products
Pressure groups- Special-interest groups

23. Broad economic conditions that may affect
the organization.
Components
Technological
element
Legal and
political
element
Socio culture
element
Economic
element
International
element

24. Technological element - It refers to the current state
of knowledge about the production of goods and
services.
Economic element – It has a great impact on the
management practices in an organization.
Economics factors are
 Inflation
 Interest rate

25.  Change in income
 Stock market fluctuation
 legal political element- It refers to legal and
governmental system within which an
organization must function.
For example
 Civil rights act of 1991
 Americans with disabilities act of 1990.
Socio – culture element- It is necessary to
monitor the prevailing trend from time to time and
it offers opportunities and threats.

26. Factors of socio-culture are
 Customs
 Norms
 Behavior
International element- The political , social, cultural
and economic situations of one country are
significantly different from other country therefore
development in a country outside an organization
home country has great influence on the success of
organization.

27. For example
A slight increase in the value of dollar has great
influence on the ability of an organization to
conduct business abroad.

28. © 2007 Prentice Hall, Inc. All rights reserved. 3–28
POLITICAL ACTS
• Occupational Safety and Health Act of 1970
• Consumer Product Safety Act of 1972
• Equal Employment Opportunity Act of 1972
• Worker Adjustment and Retraining Notification Act of 1988
• Americans with Disabilities Act of 1990
• Civil Rights Act of 1991
• Family and Medical Leave Act of 1993
• Child Safety Protection Act of 1994
• U.S. Economic Espionage Act of 1996
• Electronic Signatures in Global and National Commerce Act of 2000
• Sarbanes-Oxley Act of 2002
• Fair and Accurate Credit Transactions Act of 2003

29. © 2007 Prentice Hall, Inc. All rights reserved. 3–29
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