The document discusses the views of management as either omnipotent or symbolic. The omnipotent view sees managers as directly responsible for organizational success or failure, while the symbolic view recognizes that external forces outside managers' control also influence outcomes. It also covers organizational culture, describing it as shared meanings and beliefs that guide employee actions. Strong cultures have clear and widely shared values that significantly influence employees. Finally, it discusses the external environment and how external forces and conditions like regulations, economics, and technology can impact managers and organizations.
In these slides there is information about of the organizational culture and its environment that how the organizational culture works.
Hope u will like it.
In these slides there is information about of the organizational culture and its environment that how the organizational culture works.
Hope u will like it.
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 Organizationâs Culture
Define organizational culture.
Explain what the definition of culture implies.
Describe the seven dimensions of organizational culture.
Define a strong culture.
Business Environment: Concept, Nature and Significance,
Environment Scanning: Meaning, Nature and scope, Process of Environment Scanning, Interaction between Internal and External Environment
3rd Chapter - Managment by Robbins & Coulter - Part 2Abrar Haseeb
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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 Organizationâs Culture
Define organizational culture.
Explain what the definition of culture implies.
Describe the seven dimensions of organizational culture.
Define a strong culture.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
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Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, youâll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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 Organizationâs Culture
Define organizational culture.
Explain what the definition of culture implies.
Describe the seven dimensions of organizational culture.
Define a strong culture.
Business Environment: Concept, Nature and Significance,
Environment Scanning: Meaning, Nature and scope, Process of Environment Scanning, Interaction between Internal and External Environment
3rd Chapter - Managment by Robbins & Coulter - Part 2Abrar Haseeb
Â
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 Organizationâs Culture
Define organizational culture.
Explain what the definition of culture implies.
Describe the seven dimensions of organizational culture.
Define a strong culture.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Â
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, youâll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
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This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
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This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Business Valuation Principles for EntrepreneursBen Wann
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This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
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Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.đ¤Ż
We will dig deeper into:
1. How to capture video testimonials that convert from your audience đĽ
2. How to leverage your testimonials to boost your sales đ˛
3. How you can capture more CRM data to understand your audience better through video testimonials. đ
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
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Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. Youâll also learn
⢠Four (4) workplace discipline methods you should consider
⢠The best and most practical approach to implementing workplace discipline.
⢠Three (3) key tips to maintain a disciplined workplace.
1. ninth edition
STEPHEN P. ROBBINS
PowerPoint Presentation by Charlie Cook
The University of West Alabama
MARY COULTER
Understanding
Managementâs Context
Chapter
2
2. Š 2007 Prentice Hall, Inc. All rights reserved. 3â2
The Manager: Omnipotent or Symbolic?
⢠Omnipotent View of Management
ďManagers are directly responsible for an
organizationâs success or failure.
ďThe quality of the organization is determined by the
quality of its managers.
ďManagers are held accountable
for an organizationâs performance
yet it is easy to attribute
good or poor performance
directly to their influence
on the organization.
3. Š 2007 Prentice Hall, Inc. All rights reserved. 3â3
The Manager: Omnipotent or Symbolic?
⢠Symbolic View of Management
ďMuch of an organizationâs success or failure is due to
external forces outside of managersâ control.
ďThe ability of managers to affect outcomes is
influenced and constrained by external factors.
ďś The economy, customers, governmental policies,
competitors, industry conditions,
technology, and the actions of
previous managers
ďManagers symbolize control and
influence through their action.
4. Š 2007 Prentice Hall, Inc. All rights reserved. 3â4
Exhibit 3â1 Parameters of Managerial Discretion
5. Š 2007 Prentice Hall, Inc. All rights reserved. 3â5
The Organizationâs Culture
⢠Organizational Culture
ďA system of shared meanings and common beliefs
held by organizational members that determines, in a
large degree, how they act towards each other.
ďâThe way we do things around here.â
ďś Values, symbols, rituals, myths, and practices
ďImplications:
ďś Culture is a perception.
ďś Culture is shared.
ďś Culture is descriptive.
6. Š 2007 Prentice Hall, Inc. All rights reserved. 3â6
Exhibit 3â2 Dimensions of Organizational Culture
7. Š 2007 Prentice Hall, Inc. All rights reserved. 3â7
Exhibit 3â3 Contrasting Organizational Cultures
Dimension Organization A Organization B
Attention to Detail High Low
Outcome Orientation Low High
People Orientation Low High
Team Orientation Low High
Aggressiveness Low High
Stability High Low
Innovation and Risk Taking Low High
8. Š 2007 Prentice Hall, Inc. All rights reserved. 3â8
Strong versus Weak Cultures
⢠Strong Cultures
ďAre cultures in which key values are deeply held and
widely held.
ďHave a strong influence on organizational members.
⢠Factors Influencing the Strength of Culture
ďSize of the organization
ďAge of the organization
ďRate of employee turnover
ďStrength of the original culture
ďClarity of cultural values and beliefs
9.
10. Š 2007 Prentice Hall, Inc. All rights reserved. 3â10
Benefits of a Strong Culture
⢠Creates a stronger employee commitment to the
organization.
⢠Aids in the recruitment and socialization of new
employees.
⢠Fosters higher organizational
performance by instilling and
promoting employee initiative.
11. Š 2007 Prentice Hall, Inc. All rights reserved. 3â11
Organizational Culture
⢠Sources of Organizational Culture
ďThe organizationâs founder
ďś Vision and mission
ďPast practices of the organization
ďś The way things have been done
ďThe behavior of top management
⢠Continuation of the Organizational Culture
ďRecruitment of like-minded employees who âfitâ
ďSocialization of new employees to help them adapt
to the culture
12.
13. Š 2007 Prentice Hall, Inc. All rights reserved. 3â13
Exhibit 3â4 Strong versus Weak Organizational Cultures
14. Š 2007 Prentice Hall, Inc. All rights reserved. 3â14
How Employees Learn Culture
⢠Stories
ď Narratives of significant events or actions of people that convey
the spirit of the organization
⢠Rituals
ď Repetitive sequences of activities that express and reinforce the
values of the organization
⢠Material Symbols
ď Physical assets distinguishing the organization
⢠Language
ď Acronyms and jargon of terms, phrases, and word meanings
specific to an organization
15.
16. Š 2007 Prentice Hall, Inc. All rights reserved. 3â16
How Culture Affects Managers
⢠Cultural Constraints on Managers
ďWhatever managerial actions the organization
recognizes as proper or improper on its behalf
ďWhatever organizational activities the organization
values and encourages
ďThe overall strength or weakness of the
organizational culture
Simple rule for getting ahead in an organization:
Find out what the organization rewards and do those things.
17.
18. Š 2007 Prentice Hall, Inc. All rights reserved. 3â18
Exhibit 3â6 Managerial Decisions Affected by Culture
⢠Planning
⢠The degree of risk that plans should contain
⢠Whether plans should be developed by individuals or teams
⢠The degree of environmental scanning in which management
will engage
⢠Organizing
⢠How much autonomy should be designed into employeesâ jobs
⢠Whether tasks should be done by individuals or in teams
⢠The degree to which department managers interact with each
other
19. Š 2007 Prentice Hall, Inc. All rights reserved. 3â19
Exhibit 3â6 Managerial Decisions Affected by Culture (contâd)
⢠Leading
⢠The degree to which managers are concerned with increasing
employee job satisfaction
⢠What leadership styles are appropriate
⢠Whether all disagreementsâeven constructive onesâshould
be eliminated
⢠Controlling
⢠Whether to impose external controls or to allow employees to
control their own actions
⢠What criteria should be emphasized in employee performance
evaluations
⢠What repercussions will occur from exceeding oneâs budget
20. Š 2007 Prentice Hall, Inc. All rights reserved. 3â20
Organization Culture Issues
⢠Creating an Ethical
Culture
ďHigh in risk tolerance
ďLow to moderate
aggressiveness
ďFocus on means as
well as outcomes
⢠Creating an Innovative
Culture
ďChallenge and
involvement
ďFreedom
ďTrust and openness
ďIdea time
ďPlayfulness/humor
ďConflict resolution
ďDebates
ďRisk-taking
21. Š 2007 Prentice Hall, Inc. All rights reserved. 3â21
Exhibit 3â7 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.
22. Š 2007 Prentice Hall, Inc. All rights reserved. 3â22
Organization Culture Issues (contâd)
⢠Creating a Customer-Responsive Culture
ďHiring the right type of employees (ones with a strong
interest in serving customers)
ďHaving few rigid rules, procedures, and regulations
ďUsing widespread empowerment of employees
ďHaving good listening skills in relating to customersâ
messages
ďProviding role clarity to employees to reduce
ambiguity and conflict and increase job satisfaction
ďHaving conscientious, caring employees willing to
take initiative
23. Š 2007 Prentice Hall, Inc. All rights reserved. 3â23
Exhibit 3â8 Suggestions for Managers: Creating a More Customer-
Responsive Culture
⢠Hire service-contact people with the personality and attitudes
consistent with customer serviceâfriendliness, 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 organizationâs 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.
24. Š 2007 Prentice Hall, Inc. All rights reserved. 3â24
Spirituality and Organizational Culture
â˘Workplace Spirituality
ďThe recognition that people have an inner life that
nourishes and is nourished by meaningful work that
takes place in the context of community.
â˘Characteristics of a Spiritual Organization
ďStrong sense of purpose
ďFocus on individual development
ďTrust and openness
ďEmployee empowerment
ďToleration of employeesâ expression
26. Š 2007 Prentice Hall, Inc. All rights reserved. 3â26
Benefits of Spirituality
⢠Improved employee productivity
⢠Reduction of employee turnover
⢠Stronger organizational performance
⢠Increased creativity
⢠Increased employee satisfaction
⢠Increased team performance
⢠Increased organizational performance
27. Š 2007 Prentice Hall, Inc. All rights reserved. 3â27
Defining the External Environment
⢠External Environment
ďThose factors and forces outside the organization that
affect the organizationâs performance.
⢠Components of the External Environment
ďSpecific environment: external forces that have a
direct and immediate impact on the organization.
ďGeneral environment: broad economic, socio-
cultural, political/legal, demographic, technological,
and global conditions that may affect the organization.
28. Š 2007 Prentice Hall, Inc. All rights reserved. 3â28
Exhibit 3â9 The External Environment
29. Š 2007 Prentice Hall, Inc. All rights reserved. 3â29
Exhibit 3â10 Selected U.S. Legislation Affecting Business
⢠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
30. Š 2007 Prentice Hall, Inc. All rights reserved. 3â30
How the Environment Affects Managers
⢠Environmental Uncertainty
ďThe extent to which managers have knowledge of
and are able to predict change their organizationâs
external environment is affected by:
ďśDegree of change in environmental
components: how dynamic/unstable or stable the
external environment is.
ďśComplexity of the environment: the number of
components in an organizationâs external
environment.
31. Š 2007 Prentice Hall, Inc. All rights reserved. 3â31
Exhibit 3â11 Environmental Uncertainty Matrix
32. Š 2007 Prentice Hall, Inc. All rights reserved. 3â32
Stakeholder Relationships
⢠Stakeholders
ďAny constituencies in the organizationâs environment
that are affected by the organizationâs decisions and
actions
⢠Why Manage Stakeholder Relationships?
ďIt can lead to improved organizational performance.
ďItâs the ârightâ thing to do given the interdependence
of the organization and its external stakeholders.
33. Š 2007 Prentice Hall, Inc. All rights reserved. 3â33
Exhibit 3â12 Organizational Stakeholders
34. Š 2007 Prentice Hall, Inc. All rights reserved. 3â34
Managing Stakeholder Relationships
1. Identify the organizationâs 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.