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 presentation summarizes key concepts in organizational management and culture. It discusses the symbolic versus omnipotent views of managers, how organizational culture is established and maintained through socialization and recruitment, and how culture affects managerial decisions around planning, organizing, leading and controlling. The presentation also covers how the internal and external organizational environments impact managers, the importance of managing stakeholder relationships, and issues around developing ethical and innovative cultures.
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 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.
The document discusses factors that shape organizational culture and how to create an ethical culture. It identifies the founders and owners, goals and values, management style, resources, policies, rewards systems, business characteristics, and national culture as key factors influencing organizational culture. It recommends that managers model ethical behavior, communicate expectations, provide ethics training, reward ethical acts and punish unethical ones, and establish protective mechanisms to promote an ethical culture.
This document discusses organizational change and its key aspects. It defines organizational change as alternations that occur in a company's overall work environment. Change can result from both external forces like market changes as well as internal forces such as human resource issues. Change happens at various levels from individual to group to the entire organization. There are different types of change including strategic, structural, process-oriented and people-oriented. Successful change management involves three stages - unfreezing the current situation, transitioning to the new change, and refreezing the change to make it permanent. Resistance to change is natural but can be reduced through effective communication and involvement of employees in the change process.
Organizational Culture presentation by jenrap14Jen Rapista
Organizational culture can be defined in several ways by different experts. It generally refers to shared behaviors, assumptions, values, beliefs, and norms within an organization. Several models of organizational culture were discussed, including types of cultures (e.g. power, role, task, person), cultural norms (constructive, passive/defensive, aggressive/defensive), and frameworks distinguishing clan, adhocracy, market, and hierarchy cultures. Understanding an organization's culture involves assessing behaviors, decisions, and disparities between espoused and actual values. Leaders can influence culture by emphasizing priorities, rewarding aligned behaviors, discouraging others, and modeling desired behaviors.
The document summarizes McKinsey's 7S framework and approach to problem-solving. The 7S framework analyzes a company across seven elements - strategy, structure, systems, skills, shared values, staff, and style. McKinsey's approach involves not reinventing the wheel, focusing on key drivers, explaining solutions concisely, seizing opportunities, admitting what you don't know, and more. Examples are provided of logic trees and work plans used in McKinsey's problem-solving process.
This presentation summarizes key concepts in organizational management and culture. It discusses the symbolic versus omnipotent views of managers, how organizational culture is established and maintained through socialization and recruitment, and how culture affects managerial decisions around planning, organizing, leading and controlling. The presentation also covers how the internal and external organizational environments impact managers, the importance of managing stakeholder relationships, and issues around developing ethical and innovative cultures.
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 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.
The document discusses factors that shape organizational culture and how to create an ethical culture. It identifies the founders and owners, goals and values, management style, resources, policies, rewards systems, business characteristics, and national culture as key factors influencing organizational culture. It recommends that managers model ethical behavior, communicate expectations, provide ethics training, reward ethical acts and punish unethical ones, and establish protective mechanisms to promote an ethical culture.
This document discusses organizational change and its key aspects. It defines organizational change as alternations that occur in a company's overall work environment. Change can result from both external forces like market changes as well as internal forces such as human resource issues. Change happens at various levels from individual to group to the entire organization. There are different types of change including strategic, structural, process-oriented and people-oriented. Successful change management involves three stages - unfreezing the current situation, transitioning to the new change, and refreezing the change to make it permanent. Resistance to change is natural but can be reduced through effective communication and involvement of employees in the change process.
Organizational Culture presentation by jenrap14Jen Rapista
Organizational culture can be defined in several ways by different experts. It generally refers to shared behaviors, assumptions, values, beliefs, and norms within an organization. Several models of organizational culture were discussed, including types of cultures (e.g. power, role, task, person), cultural norms (constructive, passive/defensive, aggressive/defensive), and frameworks distinguishing clan, adhocracy, market, and hierarchy cultures. Understanding an organization's culture involves assessing behaviors, decisions, and disparities between espoused and actual values. Leaders can influence culture by emphasizing priorities, rewarding aligned behaviors, discouraging others, and modeling desired behaviors.
The document summarizes McKinsey's 7S framework and approach to problem-solving. The 7S framework analyzes a company across seven elements - strategy, structure, systems, skills, shared values, staff, and style. McKinsey's approach involves not reinventing the wheel, focusing on key drivers, explaining solutions concisely, seizing opportunities, admitting what you don't know, and more. Examples are provided of logic trees and work plans used in McKinsey's problem-solving process.
This document provides an overview of decision making for managers. It defines decision making and explains the importance. There are several types of decisions that managers make including programmed/non-programmed, strategic/tactical/operational. Decisions can be made under conditions of certainty, risk, or uncertainty. Classical rational decision making assumes complete information while bounded rationality recognizes limits. Intuitive and creative decision making rely on experience and brainstorming. Political decision making involves compromise. Risk propensity and ethics also influence the process. Challenges include biases, escalation of commitment, and groupthink.
The document discusses the views of management as either omnipotent or symbolic. The omnipotent view holds managers directly responsible for success or failure, while the symbolic view sees external factors as constraining managers' influence. It also covers organizational culture as shared meanings and beliefs that guide member behavior. Strong cultures with deeply held values aid commitment and performance. Culture is established by founders and top management and passed to new members. The external environment of specific and general forces also shapes managerial decisions and introduces uncertainty. Managing stakeholder relationships is important for organizational performance and ethics.
CH 3 ETHICS AND SOCIAL RESPONSIBILITY Shadina Shah
This document discusses ethics and social responsibility in international business. It examines major ethical issues faced by multinational corporations operating in different countries. These include employment practices, human rights, and corruption. It also discusses corporate social responsibility and sustainability initiatives. Companies are under pressure to act in socially and environmentally responsible ways. Initiatives like the UN Global Compact aim to increase corporate accountability and limit corruption globally.
This document discusses the relationship between strategy, leadership, and culture in organizations. It states that strategy provides long-term direction, leadership is key to implementing strategy, and culture is shaped by leaders and embodies the organization's values and practices. Effective strategic leadership requires understanding how to align strategy and culture while empowering others. The founder's leadership style often shapes the initial culture, but this may later constrain the organization if not adapted over time.
Organizational Change - Meaning, Change agents, Characteristics of Organizational Change, Causes of Organizational Change, Internal Factors , External Factors, Lewins Model of Organizational Change, Unfreezing, Moving, Refreezing, Creativity - Meaning, Components of Creativity, Qualities of a Creative Person, Factors affecting Creativity in Organizations, Ways of enhancing creativity for effective decision making, Brain Storming, Creative Problem Solving, Stages in Creative Problem Solving
This document discusses organizational behavior and personality. It defines organizational behavior as understanding, predicting, and managing human behavior in organizations to achieve goals. Personality is described as relatively permanent characteristics that make individuals unique. Several approaches to understanding personality are discussed, including trait, learning, and social cognitive approaches. The "Big Five" model of personality traits - openness, conscientiousness, extraversion, agreeableness, and neuroticism - is also summarized. Attitudes and major job attitudes like job satisfaction, involvement, and commitment are defined. Sensation versus perception and components of attitudes are also outlined.
It tells about the Marketing Ethics, why and how company follow the ethics in marketing. It is well concluded and you get much knowledge by this presentation.
Contemporary issue faced in 20th century by the management at glibal and domestics level. A brief case study. Management stdudents should know that how and what challenges or issues are faced by the managers all over the globe.
This document defines organizational culture and describes its key elements. It discusses that culture is comprised of shared beliefs, assumptions, values and norms that shape group behavior. Culture is transmitted through socialization and exists when shared by most group members, passed between generations, and influences behavior. The core elements of culture include observable practices/symbols and deeper assumptions/values. The document then examines different types of organizational cultures like bureaucratic, clan, market, and entrepreneurial cultures and how they influence behaviors and performance. Finally, it discusses how strong, well-socialized cultures can enhance performance and satisfaction if a common style is developed and reinforced.
Building an ethical workplace culture requires equal skills in policy-making and relationship-building, and equal emphasis on procedures and values. Structural concerns like codes, training and clear criteria matter, but so do storytelling, mentoring and presiding over an organization’s routines and ceremonies. In an ideal workplace, structures and relationships will work together around core values that transcend self-interest. Core values will inspire value-creating efforts as employees feel inspired to do what is right, even when the right thing is hard to do. The ethics of our workplace cultures matter because the work itself matters and requires the cooperation that only positive, virtuous ethics can sustain. Compliance keeps us out of trouble, but virtuous ethics will create value for our co-workers and for our organization.
This document discusses leadership and the role of a leader. It defines leadership as a process of social influence where one person supports others in accomplishing a common task or making something extraordinary happen. A leader is described as one who leads, guides, is in charge or commands others, and has influence. Key qualities of a good leader mentioned include empathy, consistency, honesty, direction, communication skills, and the ability to gain support from others. The document emphasizes that leadership is important for the success of an organization and outlines some of the roles and responsibilities of a leader, such as initiating action, providing motivation and guidance, effective coordination and planning, and being inspirational.
Chapter 3 Organizational Culture And Environment The Constraintsmanagement 2
This chapter discusses how organizational culture and the external environment constrain managers' discretion and decision-making. It defines organizational culture as shared meanings and beliefs held by members that influence their actions. Culture is shaped by seven dimensions and can be strong or weak. The external environment includes specific stakeholders like customers and competitors as well as general forces. Managers must assess environmental uncertainty and complexity to minimize risks. They also manage relationships with various stakeholders through approaches like boundary spanning and partnerships.
Ethics of Organizational Development - Organizational Change and Development...manumelwin
RESPONSIBILITY TO OURSELVES
Acting with integrity and Authenticity.
Striving for self-knowledge and personal growth
Asserting individual interests in ways that are fair and equitable.
This slideshow is for the business entrepreneur considering how to create a business model. It is an overview of business strategy, industry analysis and creating value in your business model.
The document discusses organizational uncertainty and its causes. The ever-changing environment creates uncertainty for organizations as they must deal with opportunities and challenges to succeed. Factors like environmental complexity from multiple forces, richness of resources that are limited causing competition, and dynamism of constant change globally increase uncertainty for organizations. Organizations must navigate this uncertainty to be successful.
The document discusses organizational environments and how organizations interact with their environments. It covers several theories on organizational environments including:
- Environmental contingency theory which states that organizations must match their structure to stable or dynamic environments.
- Resource dependence theory which examines how organizations depend on other organizations for resources and how this creates power dynamics.
- Population ecology theory which looks at how organizations compete for survival within their ecological niche.
- Institutional theory which argues that organizations must conform to social norms and values to maintain legitimacy.
The document provides frameworks for analyzing an organization's task environment, general environment and international environment. It also discusses strategies for managing dependencies and uncertainties in the external environment.
This document provides an overview of decision making for managers. It defines decision making and explains the importance. There are several types of decisions that managers make including programmed/non-programmed, strategic/tactical/operational. Decisions can be made under conditions of certainty, risk, or uncertainty. Classical rational decision making assumes complete information while bounded rationality recognizes limits. Intuitive and creative decision making rely on experience and brainstorming. Political decision making involves compromise. Risk propensity and ethics also influence the process. Challenges include biases, escalation of commitment, and groupthink.
The document discusses the views of management as either omnipotent or symbolic. The omnipotent view holds managers directly responsible for success or failure, while the symbolic view sees external factors as constraining managers' influence. It also covers organizational culture as shared meanings and beliefs that guide member behavior. Strong cultures with deeply held values aid commitment and performance. Culture is established by founders and top management and passed to new members. The external environment of specific and general forces also shapes managerial decisions and introduces uncertainty. Managing stakeholder relationships is important for organizational performance and ethics.
CH 3 ETHICS AND SOCIAL RESPONSIBILITY Shadina Shah
This document discusses ethics and social responsibility in international business. It examines major ethical issues faced by multinational corporations operating in different countries. These include employment practices, human rights, and corruption. It also discusses corporate social responsibility and sustainability initiatives. Companies are under pressure to act in socially and environmentally responsible ways. Initiatives like the UN Global Compact aim to increase corporate accountability and limit corruption globally.
This document discusses the relationship between strategy, leadership, and culture in organizations. It states that strategy provides long-term direction, leadership is key to implementing strategy, and culture is shaped by leaders and embodies the organization's values and practices. Effective strategic leadership requires understanding how to align strategy and culture while empowering others. The founder's leadership style often shapes the initial culture, but this may later constrain the organization if not adapted over time.
Organizational Change - Meaning, Change agents, Characteristics of Organizational Change, Causes of Organizational Change, Internal Factors , External Factors, Lewins Model of Organizational Change, Unfreezing, Moving, Refreezing, Creativity - Meaning, Components of Creativity, Qualities of a Creative Person, Factors affecting Creativity in Organizations, Ways of enhancing creativity for effective decision making, Brain Storming, Creative Problem Solving, Stages in Creative Problem Solving
This document discusses organizational behavior and personality. It defines organizational behavior as understanding, predicting, and managing human behavior in organizations to achieve goals. Personality is described as relatively permanent characteristics that make individuals unique. Several approaches to understanding personality are discussed, including trait, learning, and social cognitive approaches. The "Big Five" model of personality traits - openness, conscientiousness, extraversion, agreeableness, and neuroticism - is also summarized. Attitudes and major job attitudes like job satisfaction, involvement, and commitment are defined. Sensation versus perception and components of attitudes are also outlined.
It tells about the Marketing Ethics, why and how company follow the ethics in marketing. It is well concluded and you get much knowledge by this presentation.
Contemporary issue faced in 20th century by the management at glibal and domestics level. A brief case study. Management stdudents should know that how and what challenges or issues are faced by the managers all over the globe.
This document defines organizational culture and describes its key elements. It discusses that culture is comprised of shared beliefs, assumptions, values and norms that shape group behavior. Culture is transmitted through socialization and exists when shared by most group members, passed between generations, and influences behavior. The core elements of culture include observable practices/symbols and deeper assumptions/values. The document then examines different types of organizational cultures like bureaucratic, clan, market, and entrepreneurial cultures and how they influence behaviors and performance. Finally, it discusses how strong, well-socialized cultures can enhance performance and satisfaction if a common style is developed and reinforced.
Building an ethical workplace culture requires equal skills in policy-making and relationship-building, and equal emphasis on procedures and values. Structural concerns like codes, training and clear criteria matter, but so do storytelling, mentoring and presiding over an organization’s routines and ceremonies. In an ideal workplace, structures and relationships will work together around core values that transcend self-interest. Core values will inspire value-creating efforts as employees feel inspired to do what is right, even when the right thing is hard to do. The ethics of our workplace cultures matter because the work itself matters and requires the cooperation that only positive, virtuous ethics can sustain. Compliance keeps us out of trouble, but virtuous ethics will create value for our co-workers and for our organization.
This document discusses leadership and the role of a leader. It defines leadership as a process of social influence where one person supports others in accomplishing a common task or making something extraordinary happen. A leader is described as one who leads, guides, is in charge or commands others, and has influence. Key qualities of a good leader mentioned include empathy, consistency, honesty, direction, communication skills, and the ability to gain support from others. The document emphasizes that leadership is important for the success of an organization and outlines some of the roles and responsibilities of a leader, such as initiating action, providing motivation and guidance, effective coordination and planning, and being inspirational.
Chapter 3 Organizational Culture And Environment The Constraintsmanagement 2
This chapter discusses how organizational culture and the external environment constrain managers' discretion and decision-making. It defines organizational culture as shared meanings and beliefs held by members that influence their actions. Culture is shaped by seven dimensions and can be strong or weak. The external environment includes specific stakeholders like customers and competitors as well as general forces. Managers must assess environmental uncertainty and complexity to minimize risks. They also manage relationships with various stakeholders through approaches like boundary spanning and partnerships.
Ethics of Organizational Development - Organizational Change and Development...manumelwin
RESPONSIBILITY TO OURSELVES
Acting with integrity and Authenticity.
Striving for self-knowledge and personal growth
Asserting individual interests in ways that are fair and equitable.
This slideshow is for the business entrepreneur considering how to create a business model. It is an overview of business strategy, industry analysis and creating value in your business model.
The document discusses organizational uncertainty and its causes. The ever-changing environment creates uncertainty for organizations as they must deal with opportunities and challenges to succeed. Factors like environmental complexity from multiple forces, richness of resources that are limited causing competition, and dynamism of constant change globally increase uncertainty for organizations. Organizations must navigate this uncertainty to be successful.
The document discusses organizational environments and how organizations interact with their environments. It covers several theories on organizational environments including:
- Environmental contingency theory which states that organizations must match their structure to stable or dynamic environments.
- Resource dependence theory which examines how organizations depend on other organizations for resources and how this creates power dynamics.
- Population ecology theory which looks at how organizations compete for survival within their ecological niche.
- Institutional theory which argues that organizations must conform to social norms and values to maintain legitimacy.
The document provides frameworks for analyzing an organization's task environment, general environment and international environment. It also discusses strategies for managing dependencies and uncertainties in the external environment.
The document describes an assembly line balancing problem to minimize balance delay. It provides the tasks, precedence relationships, task times, required cycle time of 15 minutes, and the primary rule used to assign tasks to stations (largest number of following tasks). It then shows the 6 workstations determined, tasks assigned at each station according to the rule, remaining unassigned time (balance delay) at each station, and the overall efficiency of 77.78%.
The document discusses the organizational environment and its impact on organizations. It describes the general and specific environments. The specific environment includes customers, competitors, suppliers, and pressure groups that directly affect organizational goals. The general environment includes broader conditions like economic, political/legal, socio-cultural, demographic, and technological factors that may influence organizations. Environmental uncertainty is influenced by the degree of change and complexity in an organization's environment. Stakeholders are parties affected by an organization's decisions that can also influence the organization.
The document discusses Porter's five forces model for analyzing industry competition. It describes the five competitive forces as the threat of new entrants, the threat of substitute products, the bargaining power of suppliers, the bargaining power of buyers, and rivalry among existing competitors. It explains that analyzing these forces can help companies understand the industry and make strategic decisions.
This document discusses the business environment and factors that influence it. It can be summarized in 3 sentences:
The business environment includes external factors like the political, economic, social and technological landscape that are outside a business's control, as well as internal factors like personnel, finance and operations that a business can influence. The micro environment comprises suppliers, customers, competitors and other organizations a business interacts with. Macro environmental factors such as sociological, technological and economic conditions also shape the broader business climate.
This document discusses organizational culture and related topics. It includes a list of members, definitions of key terms like organizational culture and characteristics. It also covers emerging issues in organizational culture like reward management and gender management. Examples of how organizational culture is impacted by factors like government policies, geography, and social media are provided. The impact of innovation and examples of organizational culture at companies like Aetna and Google are also summarized.
This document provides a summary of a project report on principles of management. It includes an introduction, objective, organisation details, analysis section, and conclusion. The objective was to see if principles of management taught in books are applied in practice. A metal company was studied through questionnaires. The analysis found some principles like equity and stability were not fully followed, while others like subordination of interests and initiative were. The conclusion was the study supported the hypothesis that following principles leads to better management.
This document provides an overview of management concepts including:
- Definitions of management as a process of designing environments for groups to work together efficiently and as a process of getting things done through people.
- The five main functions of management: planning, organizing, staffing, leading, and controlling.
- The three types of managerial skills: conceptual, technical, and human relations.
- Henry Fayol's 14 general principles of management including division of work, authority and responsibility, and initiative.
- Management as essential for any organization to enable individuals' contributions and apply to all types of organizations.
- An example of Infosys' management structure and leadership.
The document provides an overview of management principles and concepts. It defines management as the process of achieving organizational goals efficiently and effectively through planning, organizing, staffing, leading, and controlling. The document also discusses Henri Fayol's 14 principles of management, McGregor's Theory X and Y, the roles and skills of managers, and the functions and levels of management.
Internal and external business environmentAashish Sahi
This document discusses the internal and external business environment. It defines the business environment as consisting of all external forces that affect a business outside of their control. It then describes the key features of the business environment and divides it into internal and external factors. The internal environment includes factors like management structure and values that a business can control. The external environment includes micro factors like customers and suppliers and macro factors like economic, social, political, and legal conditions that are outside a business's control.
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.
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.
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.
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 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.
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.
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.
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 issues like creating ethical, innovative and customer-responsive cultures. It defines the external environment and stakeholders, and why managing these relationships is important.
The document outlines key concepts from an organizational behavior chapter, including:
1) It contrasts omnipotent and symbolic views of managers and their discretion within organizations.
2) It describes the seven dimensions of organizational culture and how culture is transmitted.
3) It discusses characteristics of ethical, innovative, and customer-responsive cultures and the importance of workplace spirituality.
4) It defines the external environment and stakeholders, and explains how to manage external 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.
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.
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.
The chapter discusses constraints on managers from organizational culture and the external environment. It contrasts an omnipotent view of total managerial control with a symbolic view where external forces limit manager influence. A strong organizational culture shapes employee actions, while socialization helps new employees adapt. The external environment including political, economic, and technological factors also constrain managers. An organization must balance the needs of different stakeholders.
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.
This document discusses organizational culture and the external environment. It defines organizational culture as shared meanings and beliefs that influence how members act. Culture is established through values, symbols, stories, and rituals. Strong cultures strongly influence members but can constrain managers. The external environment comprises factors outside an organization that impact its performance, including specific stakeholders and the general economic, social, political, and technological conditions. Managing stakeholder relationships and understanding environmental uncertainty are important for managers.
Similar to Organization Culture And Environment P O M (20)
The selling environment in which a firm produces and sells its product is called a market structure.*
Defined by three characteristics:
The number of firms in the market
The ease of entry and exit of firms
The degree of product differentiation
The firm is an economic institution that transforms factors of production into consumer goods – it:
Organizes factors of production.
Produces goods and services.
Sells produced goods and services.
This document discusses managing working capital, including cash, inventory, and accounts receivable. It provides information on key concepts like the cash conversion cycle and cash budget. For the company SKI, it analyzes their cash budget, inventory levels, and accounts receivable collection period, finding that SKI is holding excess cash and inventory and has a longer than average collection period, indicating opportunities to improve working capital management and increase profits.
There are three major categories of manufacturing costs: direct materials, direct labor, and manufacturing overhead. Direct materials include raw materials used to make a product. Direct labor is the cost of paying employees who convert materials into finished products. Manufacturing overhead includes indirect materials, indirect labor, and other overhead costs. Job order costing and process costing are two common cost accounting methods. Job order costing is used when costs can be traced directly to unique products, while process costing is used for mass produced identical items where costs cannot be directly traced. The job cost sheet is used to track costs like direct materials, direct labor, and applied manufacturing overhead for a specific job.
This document discusses different ways that costs can be classified for various purposes. It outlines classifications such as manufacturing costs (direct materials, direct labor, manufacturing overhead), non-manufacturing costs (marketing, administrative), period costs versus product costs, variable costs versus fixed costs, and standard costs. Variable costs change with activity level while fixed costs remain constant. Semi-variable costs contain both fixed and variable components. Only differential and opportunity costs that differ between alternatives are relevant for decision making, not sunk costs which have already been incurred.
The document provides an overview of quantitative techniques in analysis including different levels of measurement, common statistical software packages, and different types of data that can be analyzed such as time series data, cross-sectional data, and panel data. It discusses nominal, ordinal, interval, and ratio levels of measurement and how they are treated in SPSS. Examples of time series, cross-sectional, and panel data are also provided to illustrate the concepts.
This document provides an overview of factor analysis, including exploratory factor analysis (EFA) and confirmatory factor analysis (CFA). EFA is used to discover the underlying constructs influencing a set of measured variables, while CFA tests whether a specified set of constructs is influencing responses as predicted. The document outlines the theoretical basis for factor analysis and provides details on performing EFA, including extracting factors, rotating solutions, and interpreting results. It also covers performing CFA, evaluating model fit, and comparing models. Combining EFA and CFA on separate data sets is recommended to generate and test theories.
1. F A Using S P S S1 (Saq.Sav) Q Ti AZoha Qureshi
The document describes conducting a factor analysis on SPSS to measure different aspects of student anxiety towards learning SPSS. A 23-item questionnaire was administered to over 2,500 students. Initial analysis of the correlation matrix found no issues with multicollinearity. The document then provides instructions for running the factor analysis in SPSS, including extracting factors, rotating the factors, and interpreting the output.
Important Terminologies In Statistical Inference I IZoha Qureshi
This document provides an introduction to classifying data through frequency distributions and histograms. It explains that raw data needs to be processed into meaningful information to help managers draw the right conclusions. Frequency distributions summarize raw data by arranging it into classes and recording the frequencies. Guidelines are provided for constructing frequency distribution tables, including identifying the minimum and maximum values, deciding on the number of classes, determining the class width, and formulating class boundaries. Histograms are then described as a graphical representation of a frequency distribution using bars to depict the frequencies within each class. Cumulative frequency distributions and ogive curves are also introduced as ways to represent cumulative totals of the frequencies.
Important Terminologies In Statistical InferenceZoha Qureshi
This document provides an overview of statistics and their applications in business decision making. It discusses why statistics are important for managers to make informed decisions using all relevant data. Statistical methods allow companies to collect, analyze, and interpret market data to aid decision making. The document also covers key statistical concepts like descriptive and inferential statistics, data types and measurements, sources of data, and common statistical terms. It provides examples of how companies like American Express have benefited from applying statistical analysis to customer feedback data.
Marketing management involves choosing target markets and building relationships to create and deliver superior customer value. It determines what customers to serve and how best to serve them through a company's value proposition. Customer relationship management is the process of building and maintaining profitable customer relationships through superior value and satisfaction. It deals with acquiring, keeping, and growing customers over time through interactions between a company and individuals.
Environmental monitoring and scanning is crucial for business success. Carefully studying the marketing environment allows companies to adapt their strategies to changing opportunities and challenges. The marketing environment consists of micro and macro forces - the microenvironment includes a company's departments, suppliers, intermediaries, customer markets, competitors, and publics. The larger macroenvironment comprises demographic, economic, natural, technological, political, and cultural forces that shape opportunities and threats.
The document defines marketing according to Philip Kotler, the Chartered Institute of Marketing, and the American Marketing Association. It also outlines the evolution of marketing concepts from the production concept to the societal marketing concept. The production concept focuses on high production and availability, while the product concept emphasizes quality and innovation. The selling concept stresses aggressive promotion to increase sales. The marketing concept meets customer needs profitably by determining wants and satisfying them. The societal marketing concept finds unmet social needs while considering long-term societal impact.
Customer Relationship And Strategic Planning MarketingZoha Qureshi
This document outlines key concepts related to strategic planning and marketing. It discusses strategic planning as developing a strategic fit between organizational goals and changing market opportunities. The four steps of strategic planning are: 1) defining the company mission, 2) setting objectives and goals, 3) designing the business portfolio, and 4) planning marketing and other functional strategies. Marketing plays a key role in strategic planning by providing inputs, designing strategies to reach objectives, and working with partners to create and deliver customer value through the marketing mix and value delivery network.
This document provides an overview of key finance concepts for managers in a course on finance. It defines cash flows, rates of return, interest rates, time value of money, and timelines. It also explains future value and present value calculations for ordinary annuities and annuities due using relevant formulas. Compounding and discounting are shown to be related concepts for dealing with time value of money.
This document discusses various financial ratios used to analyze company performance, including liquidity, asset management, debt, profitability, and market value ratios. It explains how ratios can be used to compare companies and assess financial health. Examples are provided to illustrate how specific ratios like debt-to-asset, times interest earned, and return on equity are calculated and interpreted.
This document outlines the course "Finance for Managers" taught by Shumaila Paracha in the fall of 2010. It discusses various techniques for financial statement analysis, including ratio analysis, trend analysis, common size analysis, percent change analysis, and DuPont analysis. Trend analysis involves plotting ratios over time to identify improving or deteriorating trends. Common size analysis expresses financial statement items as percentages of totals to facilitate comparisons. Percent change analysis calculates growth rates. DuPont analysis decomposes return on assets and return on equity into underlying drivers. Students are assigned to read a chapter, lecture slides, and solve practice questions in preparation for a written quiz.
Introduction Why Finance Matters F F MZoha Qureshi
This document provides an overview of a finance for managers course being taught in the fall of 2010. It introduces the key responsibilities of a finance manager, which include forecasting and planning, making major investment and financing decisions, coordinating and controlling finances, dealing with financial markets, and managing risk. It also outlines different forms of businesses including sole proprietorships, partnerships, and corporations, noting their advantages and disadvantages. Finally, it defines and discusses the concepts of moral hazard and agency problems that can occur between principals and agents in a business context.
The document discusses various methods for valuing different types of securities, including bonds, common stocks, and preferred stocks. It introduces the concepts of book value, market value, and intrinsic value. For bonds, it explains how to calculate value based on periodic interest payments and principal repayment. For common stocks, it presents the dividend discount model based on expected infinite growth of dividends. For preferred stocks, it notes they are valued similarly but with constant dividends. Several examples are provided to illustrate the valuation of each type of security.
1. 3–1
L E A R N I N G O U T L I N EL E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.
•The Manager: Omnipotent or SymbolicThe Manager: Omnipotent or Symbolic
• Contrast the action of manager according to theContrast the action of manager according to the
omnipotent and symbolic views.omnipotent and symbolic views.
• Explain the parameters of managerial discretion.Explain the parameters of managerial discretion.
•The Organization’s CultureThe Organization’s Culture
• Describe the seven dimensions of organizational culture.Describe the seven dimensions of organizational culture.
• Discuss the impact of a strong culture on organizationsDiscuss the impact of a strong culture on organizations
and managers.and managers.
• Explain the source of an organization’s culture.Explain the source of an organization’s culture.
• Describe how culture is transmitted to employees.Describe how culture is transmitted to employees.
• Describe how culture affects managers.Describe how culture affects managers.
2. 3–2
L E A R N I N G O U T L I N E (cont’d)L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.
•Current Organizational Cultural Issues FacingCurrent Organizational Cultural Issues Facing
ManagersManagers
• Describe the characteristics of an ethical culture, anDescribe the characteristics of an ethical culture, an
innovative culture, and a customer-responsive culture.innovative culture, and a customer-responsive culture.
• Discuss why workplace spirituality seems to be anDiscuss why workplace spirituality seems to be an
important concern.important concern.
• Describe the characteristics of a spiritual organization.Describe the characteristics of a spiritual organization.
3. 3–3
L E A R N I N G O U T L I N E (cont’d)L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.
•The Environment (cont’d)The Environment (cont’d)
• Describe the components of the specific and generalDescribe the components of the specific and general
environments.environments.
• Discuss the two dimensions of environmentalDiscuss the two dimensions of environmental
uncertainty.uncertainty.
• Identify the most common organizational stakeholders.Identify the most common organizational stakeholders.
• Explain the four steps in managing external stakeholderExplain the four steps in managing external stakeholder
relationships.relationships.
4. 3–4
The Manager: Omnipotent or Symbolic?The Manager: Omnipotent or Symbolic?
• Omnipotent View of ManagementOmnipotent View of Management
Managers are directly responsible for anManagers are directly responsible for an
organization’s success or failure.organization’s success or failure.
The quality of the organization is determined by theThe quality of the organization is determined by the
quality of its managers.quality of its managers.
Managers are held accountableManagers are held accountable
for an organization’s performancefor an organization’s performance
yet it is difficult to attributeyet it is difficult to attribute
good or poor performancegood or poor performance
directly to their influencedirectly to their influence
on the organization.on the organization.
5. 3–5
The Manager: Omnipotent or Symbolic?The Manager: Omnipotent or Symbolic?
• Symbolic View of ManagementSymbolic View of Management
Much of an organization’s success or failure is due toMuch of an organization’s success or failure is due to
external forces outside of managers’ control.external forces outside of managers’ control.
The ability of managers to affect outcomes isThe ability of managers to affect outcomes is
influenced and constrained by external factors.influenced and constrained by external factors.
The economy, customers, governmental policies,The economy, customers, governmental policies,
competitors, industry conditions,competitors, industry conditions,
technology, and the actions oftechnology, and the actions of
previous managersprevious managers
Managers symbolize control andManagers symbolize control and
influence through their action.influence through their action.
7. 3–7
The Organization’s CultureThe Organization’s Culture
• Organizational CultureOrganizational Culture
A system of shared meanings and common beliefsA system of shared meanings and common beliefs
held by organizational members that determines, in aheld by organizational members that determines, in a
large degree, how they act towards each other.large degree, how they act towards each other.
““The way we do things around here.”The way we do things around here.”
Values, symbols, rituals, myths, and practicesValues, symbols, rituals, myths, and practices
Implications:Implications:
Culture is a perception.Culture is a perception.
Culture is shared.Culture is shared.
Culture is descriptive.Culture is descriptive.
9. 3–9
Exhibit 3–3Exhibit 3–3 Contrasting Organizational CulturesContrasting Organizational Cultures
DimensionDimension Organization AOrganization A Organization BOrganization B
Attention to DetailAttention to Detail HighHigh LowLow
Outcome OrientationOutcome Orientation LowLow HighHigh
People OrientationPeople Orientation LowLow HighHigh
Team OrientationTeam Orientation LowLow HighHigh
AggressivenessAggressiveness LowLow HighHigh
StabilityStability HighHigh LowLow
Innovation and Risk TakingInnovation and Risk Taking LowLow HighHigh
10. 3–10
Strong versus Weak CulturesStrong versus Weak Cultures
• Strong CulturesStrong Cultures
Are cultures in which key values are deeply held andAre cultures in which key values are deeply held and
widely held.widely held.
Have a strong influence on organizational members.Have a strong influence on organizational members.
• Factors Influencing the Strength of CultureFactors Influencing the Strength of Culture
Size of the organizationSize of the organization
Age of the organizationAge of the organization
Rate of employee turnoverRate of employee turnover
Strength of the original cultureStrength of the original culture
Clarity of cultural values and beliefsClarity of cultural values and beliefs
11. 3–11
Benefits of a Strong CultureBenefits of a Strong Culture
• Creates a stronger employee commitment to theCreates a stronger employee commitment to the
organization.organization.
• Aids in the recruitment and socialization of newAids in the recruitment and socialization of new
employees.employees.
• Fosters higher organizationalFosters higher organizational
performance by instilling andperformance by instilling and
promoting employee initiative.promoting employee initiative.
12. 3–12
Organizational CultureOrganizational Culture
• Sources of Organizational CultureSources of Organizational Culture
The organization’s founderThe organization’s founder
Vision and missionVision and mission
Past practices of the organizationPast practices of the organization
The way things have been doneThe way things have been done
The behavior of top managementThe behavior of top management
• Continuation of the Organizational CultureContinuation of the Organizational Culture
Recruitment of like-minded employees who “fit”Recruitment of like-minded employees who “fit”
SocializationSocialization of new employees to help them adaptof new employees to help them adapt
to the cultureto the culture
13. 3–13
Exhibit 3–4Exhibit 3–4 Strong versus Weak Organizational CulturesStrong versus Weak Organizational Cultures
14. 3–14
How Employees Learn CultureHow Employees Learn Culture
• StoriesStories
Narratives of significant events or actions of people that conveyNarratives of significant events or actions of people that convey
the spirit of the organizationthe spirit of the organization
• RitualsRituals
Repetitive sequences of activities that express and reinforce theRepetitive sequences of activities that express and reinforce the
values of the organizationvalues of the organization
• Material SymbolsMaterial Symbols
Physical assets distinguishing the organizationPhysical assets distinguishing the organization
• LanguageLanguage
Acronyms and jargon of terms, phrases, and word meaningsAcronyms and jargon of terms, phrases, and word meanings
specific to an organizationspecific to an organization
15. 3–15
How Culture Affects ManagersHow Culture Affects Managers
• Cultural Constraints on ManagersCultural Constraints on Managers
Whatever managerial actions the organizationWhatever managerial actions the organization
recognizes as proper or improper on its behalfrecognizes as proper or improper on its behalf
Whatever organizational activities the organizationWhatever organizational activities the organization
values and encouragesvalues and encourages
The overall strength or weakness of theThe overall strength or weakness of the
organizational cultureorganizational culture
Simple rule for getting ahead in an organization:Simple rule for getting ahead in an organization:
Find out what the organization rewards and do those things.Find out what the organization rewards and do those things.
16. 3–16
Exhibit 3–5Exhibit 3–5 How an Organization’s Culture Is EstablishedHow an Organization’s Culture Is Established
and Maintainedand Maintained
17. 3–17
Exhibit 3–6Exhibit 3–6 Managerial Decisions Affected by CultureManagerial 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 employees’ jobs
• Whether tasks should be done by individuals or in teams
• The degree to which department managers interact with each
other
18. 3–18
Exhibit 3–6Exhibit 3–6 Managerial Decisions Affected by Culture (cont’d)Managerial Decisions Affected by Culture (cont’d)
• Leading
• The degree to which managers are concerned with increasing
employee job satisfaction
• What leadership styles are appropriate
• Whether all disagreements—even constructive ones—should
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 one’s budget
19. 3–19
Organization Culture IssuesOrganization Culture Issues
• Creating an EthicalCreating an Ethical
CultureCulture
High in risk toleranceHigh in risk tolerance
Low to moderateLow to moderate
aggressivenessaggressiveness
Focus on means asFocus on means as
well as outcomeswell as outcomes
• Creating an InnovativeCreating an Innovative
CultureCulture
Challenge andChallenge and
involvementinvolvement
FreedomFreedom
Trust and opennessTrust and openness
Idea timeIdea time
Playfulness/humorPlayfulness/humor
Conflict resolutionConflict resolution
DebatesDebates
Risk-takingRisk-taking
20. 3–20
Exhibit 3–7Exhibit 3–7 Suggestions for Managers: Creating a More Ethical CultureSuggestions 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.
21. 3–21
Organization Culture Issues (cont’d)Organization Culture Issues (cont’d)
• Creating a Customer-Responsive CultureCreating a Customer-Responsive Culture
Hiring the right type of employees (ones with a strongHiring the right type of employees (ones with a strong
interest in serving customers)interest in serving customers)
Having few rigid rules, procedures, and regulationsHaving few rigid rules, procedures, and regulations
Using widespread empowerment of employeesUsing widespread empowerment of employees
Having good listening skills in relating to customers’Having good listening skills in relating to customers’
messagesmessages
Providing role clarity to employees to reduceProviding role clarity to employees to reduce
ambiguity and conflict and increase job satisfactionambiguity and conflict and increase job satisfaction
Having conscientious, caring employees willing toHaving conscientious, caring employees willing to
take initiativetake initiative
22. 3–22
Exhibit 3–8Exhibit 3–8 Suggestions for Managers: Creating a More Customer-Suggestions for Managers: Creating a More Customer-
Responsive CultureResponsive 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.
23. 3–23
Spirituality and Organizational CultureSpirituality and Organizational Culture
•Workplace SpiritualityWorkplace Spirituality
The recognition that people have an inner life thatThe recognition that people have an inner life that
nourishes and is nourished by meaningful work thatnourishes and is nourished by meaningful work that
takes place in the context of community.takes place in the context of community.
•Characteristics of a Spiritual OrganizationCharacteristics of a Spiritual Organization
Strong sense of purposeStrong sense of purpose
Focus on individual developmentFocus on individual development
Trust and opennessTrust and openness
Employee empowermentEmployee empowerment
Toleration of employees’ expressionToleration of employees’ expression
24. 3–24
Benefits of SpiritualityBenefits of Spirituality
• Improved employee productivityImproved employee productivity
• Reduction of employee turnoverReduction of employee turnover
• Stronger organizational performanceStronger organizational performance
• Increased creativityIncreased creativity
• Increased employee satisfactionIncreased employee satisfaction
• Increased team performanceIncreased team performance
• Increased organizational performanceIncreased organizational performance
25. 3–25
Defining the External EnvironmentDefining the External Environment
• External EnvironmentExternal Environment
Those factors and forces outside the organization thatThose factors and forces outside the organization that
affect the organization’s performance.affect the organization’s performance.
• Components of the External EnvironmentComponents of the External Environment
Specific environment:Specific environment: external forces that have aexternal forces that have a
direct and immediate impact on the organization.direct and immediate impact on the organization.
General environment:General environment: broad economic, socio-broad economic, socio-
cultural, political/legal, demographic, technological,cultural, political/legal, demographic, technological,
and global conditions thatand global conditions that maymay affect the organization.affect the organization.
27. 3–27
Exhibit 3–10Exhibit 3–10 Selected U.S. Legislation Affecting BusinessSelected 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
28. 3–28
How the Environment Affects ManagersHow the Environment Affects Managers
• Environmental UncertaintyEnvironmental Uncertainty
The extent to which managers have knowledge ofThe extent to which managers have knowledge of
and are able to predict change their organization’sand are able to predict change their organization’s
external environment is affected by:external environment is affected by:
Complexity of the environment:Complexity of the environment: the number of componentsthe number of components
in an organization’s external environment.in an organization’s external environment.
Degree of change in environmental components:Degree of change in environmental components: howhow
dynamic or stable the external environment is.dynamic or stable the external environment is.
30. 3–30
Stakeholder RelationshipsStakeholder Relationships
• StakeholdersStakeholders
Any constituencies in the organization’s environmentAny constituencies in the organization’s environment
that are affected by the organization’s decisions andthat are affected by the organization’s decisions and
actionsactions
• Why Manage Stakeholder Relationships?Why Manage Stakeholder Relationships?
It can lead to improved organizational performance.It can lead to improved organizational performance.
It’s the “right” thing to do given the interdependenceIt’s the “right” thing to do given the interdependence
of the organization and its external stakeholders.of the organization and its external stakeholders.
31. 3–31
Managing Stakeholder RelationshipsManaging Stakeholder Relationships
1.1. Identify the organization’s externalIdentify the organization’s external
stakeholders.stakeholders.
2.2. Determine the particular interests andDetermine the particular interests and
concerns of the external stakeholders.concerns of the external stakeholders.
3.3. Decide how critical each external stakeholderDecide how critical each external stakeholder
is to the organization.is to the organization.
4.4. Determine how to manage each individualDetermine how to manage each individual
external stakeholder relationship.external stakeholder relationship.