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Chapter 3 organizational culture and environment: the constraints

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Chapter 3 organizational culture and environment: the constraints The usefulness of management The omnipotent view The view that managers are directly responsible for ... – PowerPoint PPT presentation

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Title: Chapter 3 organizational culture and environment: the constraints


1
Chapter 3 organizational culture and
environment the constraints
2
The usefulness of management
  • The omnipotent view
  • The view that managers are directly responsible
    for an organizations success or failure.
  • The symbolic view
  • The view that much of an organizations success
    or failure is due to external forces outside
    managers control.
  • Realty suggests a synthesis.

3
The organizations culture
  • Organizational culture the shared values,
    principles, traditions, and ways of doing things
    that influence the way organizational members
    act.
  • Attention to detail
  • Outcome orientation
  • People orientation
  • Team orientation
  • Aggressiveness
  • Stability
  • Innovation and risk taking

4
Strong and weak culture
Strong culture Weak culture
Values widely shared Values limited to a few peopleusually top management
Culture conveys consistent messages about whats important Culture sends contradictory messages about whats important
Most employees can tell stories about company history/heroes Employees have little knowledge of company history or heroes
Employees strongly identify with culture Employees have little identification with culture
Strong connection between shared values and behaviors Little connection between shared values and behaviors
How about the culture in your class? In Wuhan? In
China?
5
The source of culture
  • Founders and history.
  • How an organizations culture continues?
  • How employees learn culture?
  • Stories
  • Rituals
  • Material symbols
  • Language

6
Current organizational culture issues facing
managers
  • Creating an ethical culture
  • Creating an innovation culture
  • Challenge and involvement, trust and openness,
    idea time, playfulness/humor, conflict
    resolution, debates, risk taking
  • Creating a customer-responsive culture

7
Spirituality and organizational culture
  • Strong sense of purpose.
  • Focus on individual development.
  • Trust and openness.
  • Employee empowerment.
  • Toleration of employee expression.

8
environment
  • External environment
  • Those factors and forces outside the organization
    that affect the organizations performance.
  • Internal environment
  • Mermber of organization
  • management

9
Specific and general
global
economics
Public pressure groups
suppliers
The organization
Political legal
demographics
government
competitors
customers
sociocultural
technological
10
Stakeholder vs. shareholder
  • Stakeholder
  • Any constituencies in the organizations
    environment that are affected by the
    organizations decision and actions.
  • Balance of stakeholder
  • Shareholder
  • Owner of the organizations assets.
  • Maximiazation of shareholder interest.

11
customers
employees
unions
Social and political action group
organization
shareholders
competitors
suppliers
Trade and industry associations
governments
Which one is most important? Could you give more
stakeholder in China?
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