This document provides an outline and learning objectives for a chapter on organizational culture and environment from an organizational behavior textbook. It includes sections on the manager's role, dimensions of organizational culture, how culture affects managers, and current issues for managers regarding culture such as creating ethical, innovative and customer-responsive cultures. Specific exhibits are referenced that provide more details on topics like the sources and transmission of organizational culture. Workplace spirituality is discussed as an emerging important concern for organizational culture.
This document outlines the key topics in Chapter 3 which examines organizational culture and environment as constraints on managers. It includes sections on the omnipotent and symbolic views of managers, the dimensions and sources of organizational culture, how culture is transmitted to employees, and how culture affects managers. The learning outline provides guidance on describing culture's impact and identifying issues related to ethics, innovation, and spirituality in organizational culture.
Chapter 3 management (9 th edition) by robbins and coulterMd. Abul Ala
This document provides an outline for Chapter 3 of an organizational behavior textbook. It covers several key topics:
- The manager's role can be seen as either omnipotent or symbolic, with discretion constrained by culture and environment.
- Organizational culture is shaped by values, symbols and practices that influence employee behavior. Strong cultures with widely shared values provide benefits but also constraints for managers.
- Managers must address issues like creating ethical, innovative and customer-focused cultures. Workplace spirituality is also an emerging concern.
- The external environment, including specific industry forces and broader societal factors, affects organizational performance and managerial discretion. Managing stakeholder relationships is important.
This document provides an outline for Chapter 3 of an organizational behavior textbook. It covers several key topics:
- The manager's role can be seen as either omnipotent or symbolic, with discretion constrained by culture and environment.
- Organizational culture is shaped by values, symbols and practices that influence employee behavior. Strong cultures with widely shared values provide benefits but also constraints for managers.
- Managers must address issues like creating ethical, innovative and customer-focused cultures. Workplace spirituality is also an emerging concern.
- The external environment, including specific industry forces and broader socioeconomic conditions, affects organizational performance and managerial discretion.
The document discusses organizational culture and how it constrains managers. It describes the manager's role as either omnipotent or symbolic. Managers have limited discretion that is influenced by factors like the environment and culture. Organizational culture is defined as shared meanings and beliefs held by members that guide how they act. Culture is transmitted through stories, rituals, symbols and language and shapes managerial decisions around planning, organizing, leading, and controlling.
This document provides an overview of organizational culture and the external environment as constraints on managers according to Chapter 3 of the textbook. It defines key terms like organizational culture, describes the seven dimensions of culture, and explains how culture is established and influences managers' decisions. It also discusses the external environment and how factors like complexity and change can create uncertainty for managers. The document outlines steps for managing stakeholder relationships.
This document provides an overview of organizational culture and how it impacts managers. It discusses two views of management - the omnipotent view where managers are directly responsible for organizational success or failure, and the symbolic view where external factors also influence outcomes. Organizational culture is defined as shared meanings and beliefs that guide employee actions. Culture is shaped by founders, past practices, and top management behaviors. A strong culture significantly influences employees and aids performance. Managers must understand and work within the cultural constraints of their organization.
Organizational Culture and Environment -The ConstraintsFaHaD .H. NooR
Organizational culture encompasses values and behaviours that "contribute to the unique social and psychological environment of an organization."[1] According to Needle (2004),[2] organizational culture represents the collective values, beliefs and principles of organizational members and is a product of such factors as history, product, market, technology, strategy, type of employees, management style, and national culture; culture includes the organization's vision, values, norms, systems, symbols, language, assumptions, beliefs, and habits.
Business executive Bernard L. Rosauer (2013) developed what he refers to as an actionable definition of organizational culture: "Organizational culture is an emergence – an extremely complex incalculable state that results from the combination of a few simple ingredients. In "Three Bell Curves: Business Culture Decoded"[3] Rosauer outlines the three manageable ingredients he says guides the culture of any business. Ingredient #1 – Employee (focus on engagement) #2 The Work (focus on eliminating waste increasing value) waste #3 The Customer (focus on likelihood of referral). The purpose of the Three Bell Curves methodology is to bring leadership, their employees, the work and the customer together for focus without distraction, leading to an improvement in culture and brand. Reliance of the research and findings of Sirota Survey Intelligence,[4] who has been gathering employee data worldwide since 1972, the Lean Enterprise Institute,[5] Cambridge, MA, and Fred Reichheld/Bain/Satmetrix research relating to NetPromoterScore.[6]
Ravasi and Schultz (2006) wrote that organizational culture is a set of shared assumptions that guide what happens in organizations by defining appropriate behavior for various situations.[7] It is also the pattern of such collective behaviors and assumptions that are taught to new organizational members as a way of perceiving and, even, thinking and feeling. Thus, organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders. In addition, organizational culture may affect how much employees identify with an organization
Organization Culture And Environment P O MZoha Qureshi
The document outlines a learning outline for a chapter that discusses the manager's role as either omnipotent or symbolic, organizational culture, and the external environment. It describes contrasting views of the manager, the dimensions of organizational culture, how culture is established and transmitted, and issues regarding creating ethical, innovative, and customer-focused cultures. It also defines the external environment and its impact on managers, including environmental uncertainty and stakeholder relationships.
This document outlines the key topics in Chapter 3 which examines organizational culture and environment as constraints on managers. It includes sections on the omnipotent and symbolic views of managers, the dimensions and sources of organizational culture, how culture is transmitted to employees, and how culture affects managers. The learning outline provides guidance on describing culture's impact and identifying issues related to ethics, innovation, and spirituality in organizational culture.
Chapter 3 management (9 th edition) by robbins and coulterMd. Abul Ala
This document provides an outline for Chapter 3 of an organizational behavior textbook. It covers several key topics:
- The manager's role can be seen as either omnipotent or symbolic, with discretion constrained by culture and environment.
- Organizational culture is shaped by values, symbols and practices that influence employee behavior. Strong cultures with widely shared values provide benefits but also constraints for managers.
- Managers must address issues like creating ethical, innovative and customer-focused cultures. Workplace spirituality is also an emerging concern.
- The external environment, including specific industry forces and broader societal factors, affects organizational performance and managerial discretion. Managing stakeholder relationships is important.
This document provides an outline for Chapter 3 of an organizational behavior textbook. It covers several key topics:
- The manager's role can be seen as either omnipotent or symbolic, with discretion constrained by culture and environment.
- Organizational culture is shaped by values, symbols and practices that influence employee behavior. Strong cultures with widely shared values provide benefits but also constraints for managers.
- Managers must address issues like creating ethical, innovative and customer-focused cultures. Workplace spirituality is also an emerging concern.
- The external environment, including specific industry forces and broader socioeconomic conditions, affects organizational performance and managerial discretion.
The document discusses organizational culture and how it constrains managers. It describes the manager's role as either omnipotent or symbolic. Managers have limited discretion that is influenced by factors like the environment and culture. Organizational culture is defined as shared meanings and beliefs held by members that guide how they act. Culture is transmitted through stories, rituals, symbols and language and shapes managerial decisions around planning, organizing, leading, and controlling.
This document provides an overview of organizational culture and the external environment as constraints on managers according to Chapter 3 of the textbook. It defines key terms like organizational culture, describes the seven dimensions of culture, and explains how culture is established and influences managers' decisions. It also discusses the external environment and how factors like complexity and change can create uncertainty for managers. The document outlines steps for managing stakeholder relationships.
This document provides an overview of organizational culture and how it impacts managers. It discusses two views of management - the omnipotent view where managers are directly responsible for organizational success or failure, and the symbolic view where external factors also influence outcomes. Organizational culture is defined as shared meanings and beliefs that guide employee actions. Culture is shaped by founders, past practices, and top management behaviors. A strong culture significantly influences employees and aids performance. Managers must understand and work within the cultural constraints of their organization.
Organizational Culture and Environment -The ConstraintsFaHaD .H. NooR
Organizational culture encompasses values and behaviours that "contribute to the unique social and psychological environment of an organization."[1] According to Needle (2004),[2] organizational culture represents the collective values, beliefs and principles of organizational members and is a product of such factors as history, product, market, technology, strategy, type of employees, management style, and national culture; culture includes the organization's vision, values, norms, systems, symbols, language, assumptions, beliefs, and habits.
Business executive Bernard L. Rosauer (2013) developed what he refers to as an actionable definition of organizational culture: "Organizational culture is an emergence – an extremely complex incalculable state that results from the combination of a few simple ingredients. In "Three Bell Curves: Business Culture Decoded"[3] Rosauer outlines the three manageable ingredients he says guides the culture of any business. Ingredient #1 – Employee (focus on engagement) #2 The Work (focus on eliminating waste increasing value) waste #3 The Customer (focus on likelihood of referral). The purpose of the Three Bell Curves methodology is to bring leadership, their employees, the work and the customer together for focus without distraction, leading to an improvement in culture and brand. Reliance of the research and findings of Sirota Survey Intelligence,[4] who has been gathering employee data worldwide since 1972, the Lean Enterprise Institute,[5] Cambridge, MA, and Fred Reichheld/Bain/Satmetrix research relating to NetPromoterScore.[6]
Ravasi and Schultz (2006) wrote that organizational culture is a set of shared assumptions that guide what happens in organizations by defining appropriate behavior for various situations.[7] It is also the pattern of such collective behaviors and assumptions that are taught to new organizational members as a way of perceiving and, even, thinking and feeling. Thus, organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders. In addition, organizational culture may affect how much employees identify with an organization
Organization Culture And Environment P O MZoha Qureshi
The document outlines a learning outline for a chapter that discusses the manager's role as either omnipotent or symbolic, organizational culture, and the external environment. It describes contrasting views of the manager, the dimensions of organizational culture, how culture is established and transmitted, and issues regarding creating ethical, innovative, and customer-focused cultures. It also defines the external environment and its impact on managers, including environmental uncertainty and stakeholder relationships.
This document outlines the key topics and concepts covered in a chapter on organizational culture and the external environment. It includes definitions of omnipotent and symbolic views of management, the seven dimensions of organizational culture, factors that influence culture strength, and how culture is transmitted. It also defines the external environment and its components, environmental uncertainty, stakeholders, and the importance of managing stakeholder relationships.
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.
Ch no 3 Organizational Culture and EnvironmentAqib Syed
This document provides an overview of chapter 3 from the textbook "Organizational Culture and Environment" by Stephen P. Robbins and Mary Coulter. It includes learning outcomes, definitions of key terms, and exhibits exploring topics such as the symbolic vs omnipotent views of management, dimensions of organizational culture, how culture affects managers, issues regarding organizational culture, and components of the external environment. The document is intended to guide the reader in learning about how organizational culture and external environment impact managers.
This document discusses organizational culture and the external environment as constraints on managers. It presents two views of management - the omnipotent view where managers control outcomes, and the symbolic view where external factors influence managers. Managers have more discretion in weak cultures and less constrained environments. A strong organizational culture promotes commitment and performance if values are clear. The external environment comprises forces outside an organization that impact its performance. Managing stakeholder relationships is important for organizational success.
This document summarizes key concepts from Chapter 3 of an organizational behavior textbook. It discusses organizational culture and how it influences managers' discretion and decision-making. Culture is shaped by an organization's founders, past practices, and top management. It is transmitted through stories, rituals, symbols and language. The chapter also examines how the external environment, including factors like regulations, the economy and stakeholders, constrain managers. High environmental uncertainty exists when the external environment is complex and changing. Managing stakeholder relationships is important for organizational performance.
This document is a learning outline for a chapter that discusses organizational culture and the external environment. It covers topics such as the omnipotent and symbolic views of management, defining and measuring organizational culture, how culture is transmitted to employees, and how culture affects managers. It also addresses current issues relating to culture like creating an ethical, innovative, and customer-responsive culture. Additionally, it defines the external environment and its components, environmental uncertainty, stakeholders, and the importance of managing stakeholder relationships.
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.
This chapter discusses organizational culture and the external environment as constraints on managers. It defines organizational culture as a system of shared meanings and beliefs that influence how employees act. Culture is shaped by an organization's founders, practices, and top management. A strong culture provides benefits but also constrains managers' actions. The external environment consists of forces outside an organization that influence its performance. High environmental uncertainty exists when the external environment is complex and changing. The chapter outlines how managers can identify and manage relationships with key stakeholders.
Organization Culture Chapter 4 in management FahimUllah40
This chapter discusses organizational culture and the external environment as constraints on managers. It defines organizational culture as a system of shared meanings and beliefs that influence how employees act. Culture is shaped by an organization's founders, practices, and top management. A strong culture provides benefits but also constrains managers' actions. The external environment consists of forces outside an organization that influence its performance. High environmental uncertainty exists when the external environment is complex and changing. The chapter outlines how managers can identify and manage relationships with key stakeholders.
The document outlines a learning outline for a chapter that discusses organizational culture and the external environment. It covers topics such as the symbolic vs omnipotent views of management, the seven dimensions of organizational culture, creating ethical, innovative and customer-focused cultures, and defining and managing an organization's external environment and stakeholders. The chapter examines how culture is established within organizations and how it affects managers' decisions.
The document outlines a learning outline for a chapter that discusses organizational culture and the external environment. It covers key topics like the symbolic vs omnipotent views of management, the seven dimensions of organizational culture, how culture is established and transmitted, and characteristics of ethical, innovative and customer-responsive cultures. It also addresses workplace spirituality, components of the external environment, and how the environment affects managers' decisions.
Ch org culrure,envioronmnet and constraintsMisbahUllah312
This document is a learning outline for a chapter that discusses organizational culture and the environment. It covers topics such as the omnipotent and symbolic views of management, defining and assessing organizational culture, creating ethical and innovative cultures, and managing relationships with external stakeholders. The outline provides learning objectives and summaries for each section to guide the reader.
The document discusses two views of management - the omnipotent view which sees managers as directly responsible for organizational success or failure, and the symbolic view which recognizes external factors outside managers' control that influence outcomes. It also covers organizational culture, describing it as shared meanings and beliefs that guide member behavior, and how strong cultures with deeply held values positively impact commitment and performance. Finally, it examines the external environment and how its complexity, changeability, and components can create uncertainty that affects managers.
This chapter discusses organizational culture and environment. It defines organizational culture as shared meanings and beliefs held by members that influence behavior. Culture is formed from founders and top management and continued through socialization. Strong cultures aid performance but constrain managers. The environment consists of specific stakeholders and broader forces like economic conditions that introduce uncertainty. Managing external relationships improves performance and is considerate of interdependence.
This chapter discusses how organizational culture and the external environment constrain managers' ability to directly influence organizational outcomes. It describes the symbolic view of management, in which managers' influence is limited by factors outside their control such as culture, the economy, and regulations. The chapter defines organizational culture and explains how culture is transmitted. It also discusses how the complexity and dynamism of the external environment can create uncertainty that managers must navigate. Finally, it outlines how identifying and managing stakeholders is important for organizational performance and legitimacy.
The document discusses organizational culture and the external environment. It defines organizational culture as shared meanings and beliefs that influence member behavior. Culture is shaped by founders, history, leadership and is transmitted through stories, rituals and symbols. A strong culture improves performance but also constrains managers. The external environment consists of specific industry forces and broader conditions that introduce uncertainty. Managing stakeholder relationships is important for organizations.
Chapter 3 Organiz Culture And Environ The Constraints Ppt03D
The document discusses organizational culture and the external environment as constraints on managers. It defines organizational culture as shared meanings and beliefs that influence member behavior. Culture is shaped by founders, history and leadership. A strong culture improves commitment and performance but also constrains managers' actions. The external environment, including stakeholders, competitors and regulations, also impacts managers through environmental uncertainty. Managing external relationships is important for organizational performance.
1) An organization's culture constrains managers by influencing what actions and activities are considered proper or improper and valued by the organization. Managers should understand the culture to determine what behaviors are rewarded.
2) An organization's external environment, including factors like economic conditions, legislation, and other stakeholders, also affects managers by introducing uncertainty that impacts planning and decision-making.
3) Managing relationships with external stakeholders is important for organizational performance and is considered ethical, as organizations and stakeholders are interdependent. Understanding stakeholder interests helps organizations determine how to manage these relationships.
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.
The document outlines learning topics about organizational culture, managers, and the external environment. It defines key terms like organizational culture, strong versus weak cultures, and how culture is transmitted. It also discusses how culture affects managers and how managers can shape culture. Additional sections cover creating ethical, innovative, and customer-responsive cultures. The external environment and stakeholder relationships are defined as forces outside an organization that can influence it.
This document provides an overview of key concepts in business ethics. It discusses ethics and morality, defines business ethics as the study of moral standards as they apply to business, and outlines common types of ethical issues businesses face. It also examines arguments for and against the need for business ethics in business. The document then explores models of moral development and factors that influence ethical decision making and behavior.
The document discusses the symbolic and omnipotent views of management. The symbolic view is that external forces outside a manager's control influence organizational success or failure more than the manager. The omnipotent view is that managers directly control success or failure. In reality, managers face both external constraints from the environment and internal constraints from organizational culture. The external environment includes economic, demographic, political/legal, sociocultural, technological, and global factors. Organizational culture refers to shared values, practices, and ways of doing things that influence employee behavior and distinguish the organization. Strong cultures have a strong influence on employees. Managers must understand both the external environment and organizational culture to operate effectively within the constraints they impose.
This document outlines the key topics and concepts covered in a chapter on organizational culture and the external environment. It includes definitions of omnipotent and symbolic views of management, the seven dimensions of organizational culture, factors that influence culture strength, and how culture is transmitted. It also defines the external environment and its components, environmental uncertainty, stakeholders, and the importance of managing stakeholder relationships.
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.
Ch no 3 Organizational Culture and EnvironmentAqib Syed
This document provides an overview of chapter 3 from the textbook "Organizational Culture and Environment" by Stephen P. Robbins and Mary Coulter. It includes learning outcomes, definitions of key terms, and exhibits exploring topics such as the symbolic vs omnipotent views of management, dimensions of organizational culture, how culture affects managers, issues regarding organizational culture, and components of the external environment. The document is intended to guide the reader in learning about how organizational culture and external environment impact managers.
This document discusses organizational culture and the external environment as constraints on managers. It presents two views of management - the omnipotent view where managers control outcomes, and the symbolic view where external factors influence managers. Managers have more discretion in weak cultures and less constrained environments. A strong organizational culture promotes commitment and performance if values are clear. The external environment comprises forces outside an organization that impact its performance. Managing stakeholder relationships is important for organizational success.
This document summarizes key concepts from Chapter 3 of an organizational behavior textbook. It discusses organizational culture and how it influences managers' discretion and decision-making. Culture is shaped by an organization's founders, past practices, and top management. It is transmitted through stories, rituals, symbols and language. The chapter also examines how the external environment, including factors like regulations, the economy and stakeholders, constrain managers. High environmental uncertainty exists when the external environment is complex and changing. Managing stakeholder relationships is important for organizational performance.
This document is a learning outline for a chapter that discusses organizational culture and the external environment. It covers topics such as the omnipotent and symbolic views of management, defining and measuring organizational culture, how culture is transmitted to employees, and how culture affects managers. It also addresses current issues relating to culture like creating an ethical, innovative, and customer-responsive culture. Additionally, it defines the external environment and its components, environmental uncertainty, stakeholders, and the importance of managing stakeholder relationships.
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.
This chapter discusses organizational culture and the external environment as constraints on managers. It defines organizational culture as a system of shared meanings and beliefs that influence how employees act. Culture is shaped by an organization's founders, practices, and top management. A strong culture provides benefits but also constrains managers' actions. The external environment consists of forces outside an organization that influence its performance. High environmental uncertainty exists when the external environment is complex and changing. The chapter outlines how managers can identify and manage relationships with key stakeholders.
Organization Culture Chapter 4 in management FahimUllah40
This chapter discusses organizational culture and the external environment as constraints on managers. It defines organizational culture as a system of shared meanings and beliefs that influence how employees act. Culture is shaped by an organization's founders, practices, and top management. A strong culture provides benefits but also constrains managers' actions. The external environment consists of forces outside an organization that influence its performance. High environmental uncertainty exists when the external environment is complex and changing. The chapter outlines how managers can identify and manage relationships with key stakeholders.
The document outlines a learning outline for a chapter that discusses organizational culture and the external environment. It covers topics such as the symbolic vs omnipotent views of management, the seven dimensions of organizational culture, creating ethical, innovative and customer-focused cultures, and defining and managing an organization's external environment and stakeholders. The chapter examines how culture is established within organizations and how it affects managers' decisions.
The document outlines a learning outline for a chapter that discusses organizational culture and the external environment. It covers key topics like the symbolic vs omnipotent views of management, the seven dimensions of organizational culture, how culture is established and transmitted, and characteristics of ethical, innovative and customer-responsive cultures. It also addresses workplace spirituality, components of the external environment, and how the environment affects managers' decisions.
Ch org culrure,envioronmnet and constraintsMisbahUllah312
This document is a learning outline for a chapter that discusses organizational culture and the environment. It covers topics such as the omnipotent and symbolic views of management, defining and assessing organizational culture, creating ethical and innovative cultures, and managing relationships with external stakeholders. The outline provides learning objectives and summaries for each section to guide the reader.
The document discusses two views of management - the omnipotent view which sees managers as directly responsible for organizational success or failure, and the symbolic view which recognizes external factors outside managers' control that influence outcomes. It also covers organizational culture, describing it as shared meanings and beliefs that guide member behavior, and how strong cultures with deeply held values positively impact commitment and performance. Finally, it examines the external environment and how its complexity, changeability, and components can create uncertainty that affects managers.
This chapter discusses organizational culture and environment. It defines organizational culture as shared meanings and beliefs held by members that influence behavior. Culture is formed from founders and top management and continued through socialization. Strong cultures aid performance but constrain managers. The environment consists of specific stakeholders and broader forces like economic conditions that introduce uncertainty. Managing external relationships improves performance and is considerate of interdependence.
This chapter discusses how organizational culture and the external environment constrain managers' ability to directly influence organizational outcomes. It describes the symbolic view of management, in which managers' influence is limited by factors outside their control such as culture, the economy, and regulations. The chapter defines organizational culture and explains how culture is transmitted. It also discusses how the complexity and dynamism of the external environment can create uncertainty that managers must navigate. Finally, it outlines how identifying and managing stakeholders is important for organizational performance and legitimacy.
The document discusses organizational culture and the external environment. It defines organizational culture as shared meanings and beliefs that influence member behavior. Culture is shaped by founders, history, leadership and is transmitted through stories, rituals and symbols. A strong culture improves performance but also constrains managers. The external environment consists of specific industry forces and broader conditions that introduce uncertainty. Managing stakeholder relationships is important for organizations.
Chapter 3 Organiz Culture And Environ The Constraints Ppt03D
The document discusses organizational culture and the external environment as constraints on managers. It defines organizational culture as shared meanings and beliefs that influence member behavior. Culture is shaped by founders, history and leadership. A strong culture improves commitment and performance but also constrains managers' actions. The external environment, including stakeholders, competitors and regulations, also impacts managers through environmental uncertainty. Managing external relationships is important for organizational performance.
1) An organization's culture constrains managers by influencing what actions and activities are considered proper or improper and valued by the organization. Managers should understand the culture to determine what behaviors are rewarded.
2) An organization's external environment, including factors like economic conditions, legislation, and other stakeholders, also affects managers by introducing uncertainty that impacts planning and decision-making.
3) Managing relationships with external stakeholders is important for organizational performance and is considered ethical, as organizations and stakeholders are interdependent. Understanding stakeholder interests helps organizations determine how to manage these relationships.
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.
The document outlines learning topics about organizational culture, managers, and the external environment. It defines key terms like organizational culture, strong versus weak cultures, and how culture is transmitted. It also discusses how culture affects managers and how managers can shape culture. Additional sections cover creating ethical, innovative, and customer-responsive cultures. The external environment and stakeholder relationships are defined as forces outside an organization that can influence it.
This document provides an overview of key concepts in business ethics. It discusses ethics and morality, defines business ethics as the study of moral standards as they apply to business, and outlines common types of ethical issues businesses face. It also examines arguments for and against the need for business ethics in business. The document then explores models of moral development and factors that influence ethical decision making and behavior.
The document discusses the symbolic and omnipotent views of management. The symbolic view is that external forces outside a manager's control influence organizational success or failure more than the manager. The omnipotent view is that managers directly control success or failure. In reality, managers face both external constraints from the environment and internal constraints from organizational culture. The external environment includes economic, demographic, political/legal, sociocultural, technological, and global factors. Organizational culture refers to shared values, practices, and ways of doing things that influence employee behavior and distinguish the organization. Strong cultures have a strong influence on employees. Managers must understand both the external environment and organizational culture to operate effectively within the constraints they impose.
This document provides an overview of key topics in human resource management including:
1. The strategic importance of HRM and how it impacts organizational performance. HRM activities include attracting, developing, and maintaining an effective workforce.
2. The HR planning process which involves analyzing jobs, forecasting labor demand and supply, and developing plans to match the two. This ensures the right number and type of employees are available.
3. Staffing functions such as recruiting, selecting, training, evaluating, compensating and providing benefits to employees. It discusses various tools and approaches used in each area.
4. The legal context of HRM and laws protecting employees from discrimination. It also examines contemporary issues around safety
The document discusses planning and strategy at various organizational levels. It defines planning as setting goals and strategies to achieve them through coordinated work activities. Managers plan to provide direction, reduce uncertainty, and establish goals. Formal, quality planning leads to better performance than less planning. Goals and plans are defined, with goals as desired outcomes and plans outlining how to meet goals. Strategic plans apply to the whole organization while operational plans focus on specific areas. The means-ends chain links goals across levels so lower goals enable higher goals. Management by objectives involves collaborative goal-setting and evaluation. Effective planning considers environmental uncertainty and commitment length.
This document provides an overview of accounting concepts including the roles of accountants, accounting information, financial statements, and analyzing financial statements. It discusses the different types of accountants including public, private, management, and forensic accountants. The key financial statements of balance sheets, income statements, and statements of cash flows are introduced along with accounting basics such as the accounting equation and full disclosure guidelines. Ratios for analyzing financial statements including solvency, profitability, and activity ratios are also covered.
The document outlines the history and evolution of management theories from early practices to modern approaches. It discusses scientific management developed by Taylor which emphasized efficiency. It also describes Fayol's 14 principles of general administrative theory and Weber's model of bureaucracy. Later, quantitative approaches applied mathematical models. The Hawthorne Studies influenced the behavioral school which examines how people and organizations interact. Current approaches include systems and contingency theories.
This document appears to contain numeric data that may relate to suppliers' opportunistic behavior and specific investment. The numbers range from -0.732 to 3 and may represent measurement values for variables in a study on how suppliers' behaviors and investments impact other factors.
This document summarizes key topics about small businesses and entrepreneurship from a business textbook chapter. It defines small businesses and explains their importance in job creation and innovation. It describes entrepreneurship as seeking opportunities under risk and entrepreneurs as accepting the risks and opportunities of starting a new business. The most common types of small businesses are in services, retailing, and construction. Successful entrepreneurs are resourceful, focus on customers, want independence, and can handle risk and uncertainty. Crafting a business plan and answering questions about customers and competitors are important for starting a business.
The document discusses key aspects of effective decision making. It identifies decision making as a process, not a single act, involving identifying problems, developing alternatives, implementing solutions, and evaluating outcomes. Effective decision making processes focus on important issues, use logical consistency, blend analytical and intuitive thinking styles, and gather only necessary information. Both structured, routine decisions and unstructured, unique decisions are discussed.
1) The document discusses different types of organizational structures used by businesses, including functional, divisional, matrix, and international structures. It also covers informal organization and new structures like team and virtual organizations.
2) Key aspects of organizational structure include specialization of jobs, departmentalization of the organization, and establishing lines of authority, delegation, and decision making. Structures can be centralized, decentralized, tall or flat.
3) Informal organization and groups also influence the workplace through social interactions and communication networks among employees.
This document discusses organizational structure and provides learning objectives for understanding its key concepts. It defines organizational structure as the specification of jobs and their relationships within a company. The key building blocks are specialization, departmentalization, and establishing decision-making hierarchies through delegation, centralization, and decentralization. Common structures include functional, divisional, matrix, and international forms. Informal organization and intrapreneuring are also described.
KALYAN CHART SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
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