Presentation on theme: "Chapter 3 organizational culture and environment: the constraints"— Presentation transcript:
1 Chapter 3 organizational culture and environment: the constraints
2 The usefulness of management The omnipotent viewThe view that managers are directly responsible for an organization’s success or failure.The symbolic viewThe view that much of an organization’s 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 detailOutcome orientationPeople orientationTeam orientationAggressivenessStabilityInnovation and risk taking
4 Strong and weak culture Strong cultureWeak cultureValues widely sharedValues limited to a few people—usually top managementCulture conveys consistent messages about what’s importantCulture sends contradictory messages about what’s importantMost employees can tell stories about company history/heroesEmployees have little knowledge of company history or heroesEmployees strongly identify with cultureEmployees have little identification with cultureStrong connection between shared values and behaviorsLittle connection between shared values and behaviorsHow about the culture in your class? In Wuhan? In China?
5 The source of culture Founders and history. How an organization’s culture continues?How employees learn culture?StoriesRitualsMaterial symbolsLanguage
6 Current organizational culture issues facing managers Creating an ethical cultureCreating an innovation cultureChallenge and involvement, trust and openness, idea time, playfulness/humor, conflict resolution, debates, risk takingCreating 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 Internal environment Those factors and forces outside the organization that affect the organization’s performance.Internal environmentMermber of organizationmanagement
9 Public pressure groups Specific and generalglobaleconomicsPublic pressure groupssuppliersThe organizationPoliticallegaldemographicsgovernmentcompetitorscustomerssocioculturaltechnological
10 Stakeholder vs. shareholder Any constituencies in the organization’s environment that are affected by the organization’s decision and actions.Balance of stakeholderShareholderOwner of the organization’s assets.Maximiazation of shareholder interest.
11 organization customers Which one is most important? employeescustomersunionsSocial and political action grouporganizationshareholderscompetitorssuppliersTrade and industry associationsgovernmentsWhich one is most important?Could you give more stakeholder in China?