We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
supports HTML5 video
Published byAshton Tay
Modified over 5 years ago
Ch.3 Organizational Culture Ch.4 Global Environment Very IMPORTANT topics today!!! Part II Defining the Manager’s Terrain Ch.3 Organizational Culture Ch.4 Global Environment Ch.5 Managerial Ethics © Emily & Jian, MGTO120 Summer 2006, HKUST
© Emily & Jian, MGTO120 Summer 2006, HKUSTToday’s Agenda Short review – basic concepts (Ch.1) & development of Management (Ch. 2) Ch.3 & 4 – Culture (organizational and national) Ch.4 – Managing in a Global environment Tutorial – video, discussions (work with your teammates starting today!) © Emily & Jian, MGTO120 Summer 2006, HKUST
Management (Robbins & Coulter)Where We Are Today Management (Robbins & Coulter) Part 1 Basic Concepts (Ch1) Part 1 Retrospect (ch2) Part 2 Context (ch3-5) Part 3 Planning (ch6-9) Part 4 Organizing (Ch10-13) Part 5 Leading (Ch 14-17) Part 6 Controlling (Ch 18,19) © Emily & Jian, MGTO120 Summer 2006, HKUST
Ch.3 Organizational Culture and the EnvironmentLearning objectives: Contrast the omnipotent and symbolic views of managers Discuss what is organizational culture Describe the seven dimensions of org. culture. Explain the source of an organization’s culture and how that culture continues. Describe how culture is transmitted to employees. Discuss the current Organizational Issues Facing Managers © Emily & Jian, MGTO120 Summer 2006, HKUST
Omnipotent vs. Symbolic view of managersOmnipotent 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 most accountable for an organization’s performance yet it is difficult to attribute good or poor performance directly to their influence on the organization. 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. © Emily & Jian, MGTO120 Summer 2006, HKUST
Parameters of Managerial DiscretionTo what extent, managers are the reasons? Parameters of Managerial Discretion © Emily & Jian, MGTO120 Summer 2006, HKUST
Do you “feel” the differences? Which is better??Company A We can work at home. We have our own offices. It is cozy like home. We work together to solve problems. We are all colleagues and friends here. We feel free to voice when we see bad things. Those who have new ideas are respected and awarded. Company B Work hours are strict. We are clearly told what to do next. It is clear I get the pay if I do as I’s told to do. We don’t need much “privacy” in work. It is clear who is supervisor and who is subordinate. We’d better follow the current procedures in our work. © Emily & Jian, MGTO120 Summer 2006, HKUST
What is an 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. © Emily & Jian, MGTO120 Summer 2006, HKUST
Culture: “that’s the way things are done around here.”Put 5 monkeys in a cage and place a banana in the cage. One of the monkeys takes the banana Next, do the same, but when the monkey takes the banana, throw freezing water on all the monkeys Now remove one of the monkeys and replace with a new monkey. Place a banana in the cage. The new monkey will attempt to get the banana, but the other monkeys will attack it to stop it. The new monkey doesn’t understand why, but it doesn’t go for the banana. NO! © Emily & Jian, MGTO120 Summer 2006, HKUST
© Emily & Jian, MGTO120 Summer 2006, HKUSTAgain, replace an existing monkey with a new monkey. Repeat the process. The other monkeys, including the monkey that doesn’t know why, will attack the new monkey when it goes to take the banana. Continue the process until none of the original monkeys is left. Even though they don’t know why, they will attack any monkey going for the banana. Why ??? © Emily & Jian, MGTO120 Summer 2006, HKUST
this is what we call Organizational Culture !!!© Emily & Jian, MGTO120 Summer 2006, HKUST
Dimensions of Organizational CultureP A S I Exhibit 3.2 © Emily & Jian, MGTO120 Summer 2006, HKUST
Strong versus Weak CulturesStrong Cultures Are cultures in which key values are deeply held and widely shared. Have a strong influence on how organizational members do things. Why some org. cultures are strong? size, age, founder.... © Emily & Jian, MGTO120 Summer 2006, HKUST
Sources of Organizational CultureThe organization’s founder Vision and mission Past practices of the organization The way things have been done The behavior of top management © Emily & Jian, MGTO120 Summer 2006, HKUST
Continuation of the Organizational CultureRecruitment of like-minded employees who “fit” Socialization of new employees to help them adapt to the culture © Emily & Jian, MGTO120 Summer 2006, HKUST
How Employees Learn CultureStories Narratives of significant events or actions of people that convey the spirit of the organization Rituals Repetitive sequences of activities that express and reinforce the values of the organization Material Symbols Physical assets distinguishing the organization Language Acronyms and jargon of terms, phrases, and word meanings specific to an organization © Emily & Jian, MGTO120 Summer 2006, HKUST
Remember these pictures?© Emily & Jian, MGTO120 Summer 2006, HKUST
Ch.3 organizational culture and theWhat do you think when you look at this “symbol”?? © Emily & Jian, MGTO120 Summer 2006, HKUST
Do you want a logo for your group? To reflect your distinct culture??© Emily & Jian, MGTO120 Summer 2006, HKUST
How Culture Affects Leadersestablishes appropriate leader behavior constrains decision making in all management functions, P O L C P____ - degree of risk that plans should contain O____ - degree of autonomy given employees L____ - degree of concern for job satisfaction C____ - reliance on external or internal controls © Emily & Jian, MGTO120 Summer 2006, HKUST
© Emily & Jian, MGTO120 Summer 2006, HKUSTA visit to DisneyLand © Emily & Jian, MGTO120 Summer 2006, HKUST
As you watch the video, think about…What is the culture of Disney? Who created this culture? What are some symbols, languages, and rituals that you see in this video? How is the culture of this organization maintained and transmitted? © Emily & Jian, MGTO120 Summer 2006, HKUST
What are Disney’s Core Values?Show business Continuous improvement and innovation Keep the magic and the mystique Make people happy © Emily & Jian, MGTO120 Summer 2006, HKUST
Language Used at Disney“customers” “employees” “at work” “uniform” “on duty” “off duty” Guests/audience cast Play role Costume On stage Off stage © Emily & Jian, MGTO120 Summer 2006, HKUST
How Does Disney Transmit and Maintain its Culture?Using symbols (Mickey), stories, and languages New employee socialization Training, training, and more training!! © Emily & Jian, MGTO120 Summer 2006, HKUST
© Emily & Jian, MGTO120 Summer 2006, HKUSTNational Culture Is the values and attitudes shared by individuals from a specific country that shape their behavior and their beliefs about what is important. May have more influence on an organization than the organization culture. © Emily & Jian, MGTO120 Summer 2006, HKUST
What are Americans, Japanese, and Chinese like?© Emily & Jian, MGTO120 Summer 2006, HKUST
Hofstede’s Framework for Assessing CulturesIndividualism versus Collectivism Power Distance Uncertainty Avoidance Quantity versus Quality of Life Long-term versus Short-term Orientation © Emily & Jian, MGTO120 Summer 2006, HKUST
1. Individualism versus CollectivismIndividualism - values individual achievement, freedom, and competition. The degree to which people prefer to act as individuals rather than a member of groups. Collectivism - values group harmony, cohesiveness, and consensus. A tight social framework in which people expect others in groups of which they are a part to look after them and protect them. Examples? © Emily & Jian, MGTO120 Summer 2006, HKUST
© Emily & Jian, MGTO120 Summer 2006, HKUST2. Power Distance the degree to which a country accepts the fact that differences in its citizens’ physical and intellectual capabilities give rise to inequalities in their well-being. The extent to which a society accepts that power in institutions and organizations is distributed unequally. low power distance: relatively equal distribution high power distance: extremely unequal distribution Examples? © Emily & Jian, MGTO120 Summer 2006, HKUST
© Emily & Jian, MGTO120 Summer 2006, HKUST3. Quantity (Achievement orientation) versus Quality (Nurturing) Orientation Quantity or Achievement Orientation valuing assertiveness, performance, success, and competition. The extent to which societal values are characterized by assertiveness, materialism and competition Quality or Nurturing Orientation valuing quality of life, warm personal relationships, and service and care for the weak. (M/F) The extent to which societal values emphasize relationships and concern for others. Examples? © Emily & Jian, MGTO120 Summer 2006, HKUST
4.Uncertainty Avoidancedegree of tolerance for uncertainty and willingness to take risks. The extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them. Examples? © Emily & Jian, MGTO120 Summer 2006, HKUST
5. Long versus Short term orientationLong-Term Orientation – a culture that emphasizes the future, thrift, and persistence. Short-Term Orientation - valuing personal stability and living for the present. Examples? © Emily & Jian, MGTO120 Summer 2006, HKUST
Examples of Hofstede’s Cultural Dimensions (agree? How about HK?)© Emily & Jian, MGTO120 Summer 2006, HKUST
© Emily & Jian, MGTO120 Summer 2006, HKUSTAssertiveness Future Orientation Gender differentiation Uncertainty avoidance Power distance Individual/collectivism In-group collectivism Performance orientation Humane orientation The GLOBE (Global Leadership and Organizational Behavior Effectiveness) Framework for Assessing Cultures © Emily & Jian, MGTO120 Summer 2006, HKUST
video show See the differences? List as many as possible.© Emily & Jian, MGTO120 Summer 2006, HKUST
Where do they come from? How did they come to HK?© Emily & Jian, MGTO120 Summer 2006, HKUST
Doing Business GloballyAdopting a Global Perspective Ethnocentric Attitude The parochialistic belief that the best work approaches and practices are those of the home country. Polycentric Attitude The view that the managers in the host country know the best work approaches and practices for running their business. Geocentric Attitude A world-oriented view that focuses on using the best approaches and people from around the globe. © Emily & Jian, MGTO120 Summer 2006, HKUST
Different Types of Global OrganizationsMultinational Corporation (MNC) A firm which maintains operations in multiple countries but manages the operations from a base in the home country. Transnational Corporation (TNC) A firm that maintains operations in several countries but decentralizes management to the local country. Borderless Organization A firm that has eliminated structural divisions that impose artificial geographic barriers and is organized along business lines. © Emily & Jian, MGTO120 Summer 2006, HKUST
How Do Organizations Go Global© Emily & Jian, MGTO120 Summer 2006, HKUST
© Emily & Jian, MGTO120 Summer 2006, HKUSTHomework (remember, this course is to HELP you to think critically, but it is YOU who THINK): Tutorial Think about the national culture differences. Using Hofstede’s and the GLOBE frameworks to analyze the countries you are familiar with. Think about SPECIFIC examples. Describe the cultures of companies you know, using TOPASIA. Search company histories in the website, to see how they went global. © Emily & Jian, MGTO120 Summer 2006, HKUST
What Is Organizational Culture?
PowerPoint Presentation by Charlie Cook
ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S E L E V E N T H E D I T I O N W W W. P R E N H A L L. C O M / R O B B I N S © 2005 Prentice Hall.
Contrast the actions of managers according to the omnipotent and symbolic views
Ninth edition STEPHEN P. ROBBINS PowerPoint Presentation by Charlie Cook The University of West Alabama MARY COULTER © 2007 Prentice Hall, Inc. All rights.
Organizational Culture and Environment
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
1 MGTO120 Mid-term Exam Jun. 21, 2:00pm, RM Course Overview - A Big Picture & Where We Are Management (Robbins & Coulter) Part 1 Basic Concepts.
Management: Arab World Edition Robbins, Coulter, Sidani, Jamali
9. Job Satisfaction & Organizational Commitment By Emily Gung PSY 5800, Dr. Merwin April 20, 2005 “Philosophy is a study that lets us be unhappy more intelligently.”
ORGANIZATIONAL CULTURE AND ENVIRONMENT: THE CONSTRAINTS
Values Values Value System
Organizational Culture and the Environment: The Constraints
Managing the Global Environment
1 Chapter 2 with Duane Weaver Constraints on Managers: Organizational Culture and the Environment.
Chapter 4 MANAGING IN A GLOBAL ENVIRONMENT © 2003 Pearson Education Canada Inc.4.1.
The Manager: Omnipotent or Symbolic?
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 3-1 Managing.
8 th edition Steven P. Robbins Mary Coulter PowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. All rights reserved.
Chapter 4 Managing the Global Environment. LEARNING OUTLINE Follow this Learning Outline as you read and study this chapter. What’s Your Global Perspective?
© 2020 SlidePlayer.com Inc. All rights reserved.