3rd Chapter - Managment by Robbins & Coulter - Part 2Abrar Haseeb
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.
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
3rd Chapter - Managment by Robbins & Coulter - Part 2Abrar Haseeb
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.
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
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.
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.
A Cultural & Economic Analysis of Singapore for making Market Entry DecisionsUniversity of Connecticut
This document, a group presentation effort by SDMIMD students including me, was meant to be an assignment for the Capstone course. This will help marketers make a business entry decision into Singapore.
In a worldwide survey managers admit that “People” are the toughest to handle and people-related problems are on the top of the agenda.
People-related problems – poor communication skills, employees lack motivation, conflicts between team members, overcoming employees’ resistance to organizational changes etc.
2. Recap Companies employ two categories of people: Non-managerial employees Managerial employees At its simplest: Non-managerial employees work directly on a task or job. Managers are those figures to whom non-managerial employees report to
3. Recap: A manager is someone who works with and through other people to coordinate and integrate work activities in order to accomplish organizational goals. Planning, Organizing, Leading, Controlling Management is the coordinating of work activities so that they are completed efficiently and effectively
4. Recap Management can be organized according to: Functions Planning, Organizing, Leading, Controlling Roles Interpersonal, Informational, Decisional Skills Technical, Human (interpersonal), Conceptual
5. Recap Specialization leads to higher productivity and increased returns (Adam Smith) “Management” is the layer between “Capital” (owners) and “Labor” (assets) As business processes become more organized and complicated, so does “management” become multilayered and diverse: Farmer > Market Farmer > Farm manager > Field Workers > Market Modern Corporations – Owners are remote, management controls all levels of business.
6. Recap - Management Theories Six management theories Scientific Management General Administrative Quantitative Approach Organizational Behavior Systems Approach Contingency Approach
7. General Administrative: Fayolism: 6 Functions: forecasting planning organizing commanding coordinating controlling 14 Principles: Division of Work Authority Discipline Unity of Command Unity of Direction Subordination of individual interests Remuneration Centralization Hierarchy Order Equity Stability Initiative Esprit de corps
8. Organizational Behavior Organizational behavior focuses on human resources. People are the most important assets of a company Hawthorn studies indicated that compensation had less of an effect on productivity than did group pressure, acceptance and security.
9. Systems approach – 1960’s A system is a set of interrelated, interdependent parts arranged to produce a unified whole Business organizations are open systems. Managers in a organization coordinate the various parts of the organization an ensure that the goals are being met. Systems within an organization are interdependent and affect each other
10. Modern Management Science Incorporates all theories to some extent, but Organizational Behavior and Systems Approach dominate. Most easily accommodate modern trends such as globalization, HR management, etc. The four cornerstones of Management science remain: Planning Organizing Leading Control
11. Business Organizations Sole proprietorship: A business owned by one person. The owner may operate on his own or employ others. Partnership: a form of business owned by two or more people. In most forms of partnerships, each partner has personal liability of the debts incurred by the business. General Partnership, limited partnership, limited liability partnerships Corporation: is either a limited liability or unlimited liability entity that has a separate [legal personality] from its members. owned by multiple shareholders overseen by a board of directors. What are the differences?
12. The Manager The general perception is that the managers are directly responsible for an organizations failure or success. Omnipotent view of management Alternately: managers are just captains of the ship – success and failure are due to outside influences Symbolic view of management Reality – a combination of the two.
13. The Manager – Omnipotent? The performance of a business is assumed to be directly due to the decisions and actions of its managers. Managers anticipate changes, exploit opportunities, make corrections, lead the org. Rewards are promotions, bonuses, stock options Are also held accountable for poor performance Can get fired!
14. The Manager – Symbolic View A manager’s ability to affect outcome is influenced by external factors Economy, customers, competitors, govt. policy and. . . decisions made by previous managers These factors are out of the manager’s control The part that managers actually play in organizational success or failure is limited.
15. The Manager In reality: Managers are neither all powerful, not helpless Instead, their decision and actions are constrained Internal constraints – Organizational Culture External constraints – Organizational environment
16. Organizational Culture The shared values, principles, traditions, that influence how the members act The way of doing things Research shows that there are seven dimensions that describe an organization’s culture Each of these dimensions is ranked from high to low
18. Organizational Culture:Strong Vs. Weak Cultures Strong cultures: key values are deeply held and widely shared Most organizations have strong or moderate cultures The stronger the culture, the more it impacts on how managers plan, organize, lead and control Research shows that strong cultures are associated with higher performance Employees are more loyal - committed
19. How Organizational Culture develops Source of the culture is usually the founder Vision, mission statement, personality etc Maintained by employees Recruitment, decision making, action Socialization – helping new recruits learn how things are done – stories, rituals, symbols, language
20. Strong Vs. Weak Cultures Strong Values are shared throughout organization Most employees know this history of the organization Employees strongly identify with the culture Strong connection between shared values and behaviors Weak Values limited to a few people – usually top employees Employees get contradictory messages Employees have little identification with culture Little connection with shared values and behaviors
21. Factors influencing Culture Factors Influencing the Strength of Culture Size of the organization Age of the organization Rate of employee turnover Strength of the original culture Clarity of cultural values and beliefs
36. Ethical culture. . . Ethics: A moral philosophy that considers questions of right and wrong Good and evil, justice, virtue, etc. Business ethics – professional ethics Issues usually involve – discrimination, compensation, relationships, privacy, law, safety, health, environmental issues, marketing (price fixing) advertizing, etc.
37. Creating an ethical culture: Be a visible role model Communicate ethical expectations Provide ethic training, Visibly reward ethical acts and punish unethical ones Provide protective mechanisms so that employees are comfortable.
38. Homework: How would you describe the culture at FAST-NUCES? Use the seven dimensions.