Foundations of organizational design robbins&coulter ch11 moghimi
3rd Chapter - Managment by Robbins & Coulter - Part1
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Transcript of 3rd Chapter - Managment by Robbins & Coulter - Part1
MANAGEMENT
Steven P. Robbins
Mary Coulter
8th Edition
Course Instructor
Sir Yasir Ashraf
Organizational Culture and Environment: The Constraints
CHAPTER NO. 3
Huzaifa
066
Salman Ahmed
052
Sharmeen Khan 022
Abrar Haseeb
042
Muzakir Hafeez
065
Jaweeria
012
Presenters
Outline
☆ The Manager: Omnipotent or
Symbolic?
☆ The Organization’s Culture
☆ Strong Versus Weak Cultures
☆ The Source of Cultures
Outline ☆ How It Continues?
☆ How Employees Learn It
☆ Impact on Managers
☆ Creating Culture in an
Organization
☆ Spirituality and
Organizational Culture
Outline ☆ The Environment
☆ External Environment
☆ General Environment
☆ How it Affect Managers
☆ Assessing Environmental
Uncertainty
☆ Managing Stakeholders
Relationship
The Culture
Of
Organization
Sharmeen BBA-2014-022
☆ Omnipotent or Symbolic?
☆ The Organization’s Culture
The Manager: Omnipotent or Symbolic?
Omnipotent 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 accountable for an organization’s performance yet it is difficult to attribute good or poor performance directly to their influence on the organization.
The Manager: Omnipotent or
Symbolic?
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.
PARAMETERS OF MANARGIAL DISCRETION
Managerial
Discretion Organizational Environment Organizational Culture
The Organization’s Culture
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.
Dimensions of Organizational Culture
Organization A Organization B
• It is a manufacturing firm • It is a manufacturing firm
• Employees are welcomed to make
recommendations, discouraging the
involvement of risk and change
• Employees are welcomed to make
recommendations, encouraging the
involvement of risk and change
• Employees are required to follow rules
and regulations and are supervised by
managers to avoid deviation
• Rules and regulations are few and
supervision is loose
• Management is only concerned with
high productivity regardless of the
impact on employee’s morale
• Management is concerned with high
productivity but believes in treating its
people right
• Work activities are designed around
individuals and employees are
discouraged to contact with members
outside there functional area
• Work activities are designed around
work teams and team members are
encourage to contact with members
outside the functional area
• Bonuses are based on seniority • Bonuses are based on achievement of
outcomes
You May Ask
☻
Salman BBA-2014-052
☆ Strong Versus Weak Cultures
☆ The Source of Cultures
Strong versus Weak Cultures
Strong Cultures
Are cultures in which key values are deeply held and widely held.
Have a strong influence on organizational members.
Factors Influencing the Strength of Culture
Size of the organization
Age of the organization
Rate of employee turnover
Strength of the original culture
Clarity of cultural values and beliefs
Strong versus Weak
Organizational Cultures
Benefits of a Strong Culture
Creates a stronger employee commitment to the organization.
Aids in the recruitment
Fosters higher organizational performance by instilling and promoting employee initiative.
Impact of Culture
What impact does a strong culture have on an organization?
One study found that employees in an organization with strong cultures were ,ore committed to their organization than were employees in an organization with weak cultures
Successful Organizations
“Let my people go surfing”
Yvon Chouinard
Founder of Patagonia Inc.
An outdoor gear company
with 900 employees and
revenues of $220 million (2002)
Bill Gates Fred Smith Sam Walton Ingvar
Kampard
Organizational Culture
Sources of Organizational Culture
The organization’s founder
Vision and mission
Past practices of the organization
The way things have been done
The behavior of top management
Continuation of the Organizational Culture
Recruitment of like-minded employees who “fit”
Do You Have A
Question?
☻
☆ How It Continues?
☆ How Employees Learn It
☆ Impact on Managers
Abrar Haseeb BBA-2014-042
How Culture Continues
Employee’s Observation during Selection Process
Executives’ Behavior
Socialization
How Employees Learn Culture
Stories
Rituals
Language
Material Symbols
Most Significant ways
Stories
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
Work Judo
Flat Food
Face mail
How Culture Affects Managers
Cultural Constraints on Managers
Whatever managerial actions the organization recognizes as proper or improper on its behalf
Whatever organizational activities the organization values and encourages
The overall strength or weakness of the organizational culture
Simple rule for getting ahead in an organization:
Find out what the organization rewards and do those things.
Managerial Decisions Affected by
Culture
Planning
The degree of risk that plans should contain
Whether plans should be developed by
individuals or teams
The degree of environmental scanning in which
management will engage
Organizing
How much autonomy should be designed into
employees’ jobs
Whether tasks should be done by individuals or
in teams
The degree to which department managers
interact with each other
Managerial Decisions Affected by
Culture
Leading
The degree to which managers are concerned
with increasing employee job satisfaction
What leadership styles are appropriate
Whether all disagreements—even constructive
ones—should be eliminated
Controlling
Whether to impose external controls or to allow
employees to control their own actions
What criteria should be emphasized in employee
performance evaluations
What repercussions will occur from exceeding
one’s budget
How an Organization’s Culture Is Established and Maintained
Any
Question?
☻
Thank
You