3rd Chapter - Managment by Robbins & Coulter - Part1
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Chap 3 organizational culture and environment; the constraints management by Robbins & Coulter The Manager: Omnipotent or Symbolic Define the omnipotent and symbolic views of management. Contrast the action of manager according to the omnipotent and symbolic views. Explain the parameters of managerial discretion. The Organization’s Culture Define organizational culture. Explain what the definition of culture implies. Describe the seven dimensions of organizational culture. Define a strong culture.
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3rd Chapter - Managment by Robbins & Coulter - Part1
- 2. MANAGEMENT Steven P. Robbins Mary Coulter 8th Edition Course Instructor Sir Yasir Ashraf
- 3. Organizational Culture and Environment: The Constraints CHAPTER NO. 3
- 5. Outline ☆ The Manager: Omnipotent or Symbolic? ☆ The Organization’s Culture ☆ Strong Versus Weak Cultures ☆ The Source of Cultures
- 6. Outline ☆ How It Continues? ☆ How Employees Learn It ☆ Impact on Managers ☆ Creating Culture in an Organization ☆ Spirituality and Organizational Culture
- 7. Outline ☆ The Environment ☆ External Environment ☆ General Environment ☆ How it Affect Managers ☆ Assessing Environmental Uncertainty ☆ Managing Stakeholders Relationship
- 9. Sharmeen BBA-2014-022 ☆ Omnipotent or Symbolic? ☆ The Organization’s Culture
- 10. The Manager: Omnipotent or Symbolic? Omnipotent View of Management Managers are directly responsible for an organization’s success or failure. The quality of the organization is determined by the quality of its managers. Managers are held accountable for an organization’s performance yet it is difficult to attribute good or poor performance directly to their influence on the organization.
- 11. The Manager: Omnipotent or Symbolic? Symbolic View of Management Much of an organization’s success or failure is due to external forces outside of managers’ control. The ability of managers to affect outcomes is influenced and constrained by external factors. » The economy, customers, governmental policies, competitors, industry conditions, technology, and the actions of previous managers Managers symbolize control and influence through their action.
- 12. PARAMETERS OF MANARGIAL DISCRETION Managerial Discretion Organizational Environment Organizational Culture
- 13. The Organization’s Culture Organizational Culture A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other. “The way we do things around here.” » Values, symbols, rituals, myths, and practices Implications: » Culture is a perception. » Culture is shared. » Culture is descriptive.
- 14. Dimensions of Organizational Culture
- 15. Organization A Organization B • It is a manufacturing firm • It is a manufacturing firm • Employees are welcomed to make recommendations, discouraging the involvement of risk and change • Employees are welcomed to make recommendations, encouraging the involvement of risk and change • Employees are required to follow rules and regulations and are supervised by managers to avoid deviation • Rules and regulations are few and supervision is loose • Management is only concerned with high productivity regardless of the impact on employee’s morale • Management is concerned with high productivity but believes in treating its people right • Work activities are designed around individuals and employees are discouraged to contact with members outside there functional area • Work activities are designed around work teams and team members are encourage to contact with members outside the functional area • Bonuses are based on seniority • Bonuses are based on achievement of outcomes
- 16. You May Ask ☻
- 17. Salman BBA-2014-052 ☆ Strong Versus Weak Cultures ☆ The Source of Cultures
- 18. Strong versusWeak Cultures Strong Cultures Are cultures in which key values are deeply held and widely held. Have a strong influence on organizational members. 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
- 20. Benefits of a Strong Culture Creates a stronger employee commitment to the organization. Aids in the recruitment Fosters higher organizational performance by instilling and promoting employee initiative.
- 21. Impact of Culture What impact does a strong culture have on an organization? One study found that employees in an organization with strong cultures were ,ore committed to their organization than were employees in an organization with weak cultures
- 22. Successful Organizations “Let my people go surfing” Yvon Chouinard Founder of Patagonia Inc. An outdoor gear company with 900 employees and revenues of $220 million (2002) Bill Gates Fred Smith Sam Walton Ingvar Kampard
- 23. Organizational Culture Sources of Organizational Culture The organization’s founder Vision and mission Past practices of the organization The way things have been done The behavior of top management Continuation of the Organizational Culture Recruitment of like-minded employees who “fit”
- 24. Do You Have A Question? ☻
- 25. ☆ How It Continues? ☆ How Employees Learn It ☆ Impact on Managers Abrar Haseeb BBA-2014-042
- 26. How Culture Continues Employee’s Observation during Selection Process Executives’ Behavior Socialization
- 27. How Employees Learn Culture Stories Rituals Language Material Symbols Most Significant ways
- 28. Stories
- 29. Rituals
- 30. Material Symbols
- 31. Language Work Judo Flat Food Face mail
- 32. How Culture Affects Managers Cultural Constraints on Managers Whatever managerial actions the organization recognizes as proper or improper on its behalf Whatever organizational activities the organization values and encourages The overall strength or weakness of the organizational culture Simple rule for getting ahead in an organization: Find out what the organization rewards and do those things.
- 33. Managerial Decisions Affected by Culture Planning The degree of risk that plans should contain Whether plans should be developed by individuals or teams The degree of environmental scanning in which management will engage Organizing How much autonomy should be designed into employees’ jobs Whether tasks should be done by individuals or in teams The degree to which department managers interact with each other
- 34. Managerial Decisions Affected by Culture 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
- 35. How an Organization’s Culture Is Established and Maintained
- 36. Any Question? ☻