Management, Eleventh Edition By Stephen P. Robbins & Mary .
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall2-1
Contrast the actions of managers according to theomnipotent and symbolic views Describe the constraints and challenges facing managers intoday’s external environment Discuss the characteristics and importance of organizationalculture Describe current issues in organizational cultureManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall2-2
The Manager:Omnipotent or Symbolic? Omnipotent View of Management - the viewthat managers are directly responsible for anorganization’s success or failure. Symbolic view of Management - the view thatmuch of an organization’s success or failure isdue to external forces outside managers’control.Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall2-3
Exhibit 2-1: Constraints on Managerial DiscretionManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall2-4
The External Environment:Constraints and Challenges External Environment - those factors and forcesoutside the organization that affect its performance. Components of the External Environment– Specific environment: External forces that have a directand immediate impact on the organization– General environment: Broad economic, socio-cultural,political/legal, demographic, technological, and globalconditions that may affect the organizationManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall2-5
Exhibit 2-2: Components of External EnvironmentManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall2-6
Environmental Uncertainty andComplexity Environmental Uncertainty - the degree ofchange and complexity in an organization’senvironment. Environmental Complexity - the number ofcomponents in an organization’s environmentand the extent of the organization’sknowledge about those components.Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall2-7
Exhibit 2-3: Environmental Uncertainty MatrixManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall2-8
Who Are Stakeholders? Stakeholders - any constituencies in theorganization’s environment that are affectedby an organization’s decisions and actions.Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall2-9
Exhibit 2-4: Organizational StakeholdersManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall2-10
Managing Stakeholder Relationships1. Identify the organization’s externalstakeholders.2. Determine the particular interests andconcerns of external stakeholders.3. Decide how critical each external stakeholderis to the organization.4. Determine how to manage each individualexternal stakeholder relationship.Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall2-11
What Is Organizational Culture? Organizational Culture - The shared values,principles, traditions, and ways of doing thingsthat influence the way organizationalmembers act. Strong Cultures - Organizational cultures inwhich key values are intensely held and widelyshared.Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall2-12
Exhibit 2-5: Dimensions of Organizational CultureManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall2-13
Where Does Culture Come From? Organization founder Vision and mission Past practices Top managementbehavior Socialization - Theprocess that helpsemployees adapt to theorganization’s culture.Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall2-14
How Do Employees Learn Culture? Stories - Narratives of significant events orpeople, e.g. organization founders, rulebreaking, reaction to past mistakes etc. Rituals - Sequences of activities that expressand reinforce the important values and goalsof the organizationManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall2-15
How Employees Learn Culture (cont.) Material Artifacts and Symbols - Convey thekinds of behavior that are expected, e.g. risktaking, participation, authority, etc. Language - Acts as a common denominatorthat bonds membersManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall2-16
Exhibit 2-6: Contrasting Organizational CulturesManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall2-17
Exhibit 2-7: Strong vs. Weak CulturesManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall2-18
Benefits of a Strong Culture Creates a stronger employee commitment tothe organization Aids in the recruitment and socialization ofnew employees Fosters higher organizational performance byinstilling and promoting employee initiativeManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall2-19
Exhibit 2-8: Establishing and Maintaining CultureManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall2-20
How Does Culture Affect Managers? Cultural Constraints on Managers– Whatever managerial actions the organizationrecognizes as proper or improper on its behalf– Whatever organizational activities theorganization values and encourages– The overall strength or weakness of theorganizational cultureManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall2-21
Exhibit 2-9: Managerial DecisionsAffected by CultureManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall2-22
How Do You Create a CustomerResponsive Culture? Hire the right type of employees (those with astrong interest in serving customers) Have few rigid rules, procedures, andregulations Use widespread empowerment of employees Have good listening skills in relating tocustomers’ messagesManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall2-23
How Do You Create a CustomerResponsive Culture? Provide role clarity to employees in order toreduce ambiguity and conflict and to increasejob satisfaction Have conscientious, caring employees willingto take initiativeManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall2-24
Exhibit 2-10: Creating a CustomerResponsive CultureManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall2-25
Spirituality and Culture Workplace Spirituality - a culture whereorganizational values promote a sense of purposethrough meaningful work that takes place in thecontext of community Characteristics of a Spiritual Organization– Strong sense of purpose– Focus on individual development– Trust and openness– Employee empowerment– Toleration of employees’ expressionManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall2-26
Terms to Know omnipotent view ofmanagement symbolic view ofmanagement organizational culture strong cultures socializationManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter workplace spiritualityexternal environmentspecific environmentgeneral environmentenvironmentaluncertainty environmentalcomplexity stakeholders 2012 Pearson Education, Inc. publishing as Prentice Hall2-27
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall2-28
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall 2-2 Contrast the actions of managers according to the omnipotent and symbolic views Describe the constraints and challenges facing managers in today’s external environment Dis
Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education 1-2 Explain whymanagers are important to organizations Tell who managers are and where they work De ribe thefunctions, roles, and skills of managers De ribe thefactors that are reshaping and redefining the manager’s job Explain thevalue of studying management
Fifth Edition 1977–1978 Sixth Edition 1979–1980 Seventh Edition 1981–1982 Eighth Edition 1983–1986 Ninth Edition 1987–1988 Tenth Edition 1989–1990 Eleventh Edition 1991–1992 Twelfth Edition 1993–1994 Thirteenth Edition 1995–1996 Fourteenth Edition 1997–1998 Fifteenth Edition
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