ORG&MGMT CH2: BASICS OF TODAY’S WORKPLACE

OMNIPOTENT VIEW OF MANAGEMENT

The view that managers are directly responsible for an organization’s success or failure

OMNIPOTENT VIEW OF MANAGEMENT

When profits are up, managers take the credit and are rewarded with

bonuses, stock options, and the like.

OMNIPOTENT VIEW OF MANAGEMENT

When profits are down, top managers are often fired in the belief that “new

blood” will bring improved results.

SYMBOLIC VIEW OF MANAGEMENT

The view that much of an organization’s success or failure is due to external

forces outside managers’ control

SYMBOLIC VIEW OF MANAGEMENT

According to this view, it’s unreasonable to expect managers to significantly

affect an organization’s performance.

SYMBOLIC VIEW OF MANAGEMENT

Performance is influenced by the (1) economy, (2) customers, (3) governmental policies, (4) competitors’ actions, (5) industry conditions, and (6) decisions made by previous managers.

Organizational Environment & Organizational Culture

The two CONSTRAINTS ON MANAGERIAL DISCRETION

EXTERNAL ENVIRONMENT

Those factors and forces outside the organization that affect its performance

Political/Legal, Demographics, Economic, Sociocultural, Technological, Global

enumerate the COMPONENTS OF EXTERNAL ENVIROMENT

ECONOMIC

Interest rates, inflation, changes in disposable income, stock market fluctuations, and business cycle stages

DEMOGRAPHIC

Trends in population characteristics such as age, race, gender, education level, geographic location, income, and family composition

POLITICAL / LEGAL

Federal, state, and local laws as well as global laws and laws of other countries, country’s political conditions and stability

SOCIOCULTURAL

Societal and cultural factors such as values, attitudes, trends, traditions, lifestyles, beliefs, tastes, and patterns of behavior

TECHNOLOGICAL

Scientific or industrial innovations

GLOBAL

Issues associated with globalization and a world economy

JOBS AND EMPLOYMENT

changes in external conditions affect the types of ____ ___ __________ that are

available and how those jobs are created and managed

ASSESSING ENVIRONMENTAL UNCERTAINTY

The degree of change and complexity in an organization’s environment

ENVIRONMENTAL COMPLEXITY

The number of components in an organization’s environment and the extent of the organization’s knowledge about those components

CELL 1

which cell in the ENVIRONMENTAL UNCERTAINTY MATRIX has a stable & predictable environment, few components in environment, components are somewhat similar & remain basically the same, minimal need for sophisticated knowledge of components ?

CELL 2

which cell in the ENVIRONMENTAL UNCERTAINTY MATRIX has a dynamic & unpredictable environment, few components in environment, components are somewhat similar & are continually changing, minimal need for sophisticated knowledge of components ?

CELL 3

which cell in the ENVIRONMENTAL UNCERTAINTY MATRIX has a stable & predictable environment, many components in environment, components are not similar to one another & remain basically the same, high need for sophisticated knowledge of components ?

CELL 4

which cell in the ENVIRONMENTAL UNCERTAINTY MATRIX has a dynamic & unpredictable environment, many components in environment, components are not similar to one another & are continually changing, high need for sophisticated knowledge of components ?

MANAGING STAKEHOLDER RELATIONSHIPS

The more obvious and secure these relationships, the more influence managers will have over organizational outcomes.

STAKEHOLDERS

Any constituencies in the organization’s environment that are affected by an

organization’s decisions and actions

Employees, Customers, Social & Political Action Groups, Competitors, Trade & Industry Associations, Governments, Media, Suppliers, Communities, Shareholders, Unions

enumerate ORGANIZATIONAL STAKEHOLDERS

ORGANIZATIONAL CULTURE

The shared values, principles, traditions, and ways of doing things that influence the way organizational members act and that distinguish the organization from other organizations

PERCEPTION

Not something that can be physically touched or seen but employees

perceive it based on what they experience within the organization.

DESCRIPTIVE

Concerned with how members perceive the culture and describe

it, not with whether they like it.

SHARED

Even though individuals may have different backgrounds or work at different organizational levels, they tend to describe the organization’s culture in similar terms.

Attention to Detail, Outcome Orientation, People Orientation, Team Orientation, Aggressiveness, Stability, Innovation & Risk Taking

Enumerate the DIMENSIONS OF ORGANIZATIONAL CULTURE

Organization A

• Needs to fully document all decisions

• Provide detailed data to support decision

• Creative Decisions are not

  encouraged

• “if it isn't broken, don’t fix it”

Organization B

• Risk taking are rewarded

• Decisions based on intuition are valued as much as those that are well rationalized

• Good ideas are encouraged

• Failures are “Learning Experience”

STRONG CULTURE

Organizational cultures in which the key values are intensely held and widely shared.

WEAK CULTURE

values limited to a few people—usually top management

SOCIALIZATION

The process that helps employees adapt to the organization’s culture

STORIES, LANGUAGE, RITUALS, MATERIAL ARTIFACTS & SYMBOLS

EMPLOYEES CAN LEARN CULTURE THROUGH:

POLC

TYPES OF MANAGERIAL DECISIONS AFFECTED BY CULTURE