管理学罗宾斯第11版02课件.ppt

1、Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-1 Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-2 Contrast the actions of managers according to the omnipotent a

2、nd symbolic views Describe the constraints and challenges facing managers in todays external environment Discuss the characteristics and importance of organizational culture Describe current issues in organizational cultureManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Edu

3、cation,Inc.publishing as Prentice Hall2-3 The Manager:Omnipotent or Symbolic?Omnipotent View of Management-the view that managers are directly responsible for an organizations success or failure.Symbolic view of Management-the view that much of an organizations success or failure is due to external

4、forces outside managers control.Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-4 Exhibit 2-1:Constraints on Managerial DiscretionManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as

5、 Prentice Hall2-5 The External Environment:Constraints and Challenges External Environment-those factors and forces outside the organization that affect its performance.Components of the External Environment Specific environment:External forces that have a direct and immediate impact on the organiza

6、tion General environment:Broad economic,socio-cultural,political/legal,demographic,technological,and global conditions that may affect the organizationManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-6 Exhibit 2-2:Components of Exte

7、rnal EnvironmentManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-7 Environmental Uncertainty and Complexity Environmental Uncertainty-the degree of change and complexity in an organizations environment.Environmental Complexity-the n

8、umber of components in an organizations environment and the extent of the organizations knowledge about those components.Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-8 Exhibit 2-3:Environmental Uncertainty MatrixManagement,Eleve

9、nth Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-9 Who Are Stakeholders?Stakeholders-any constituencies in the organizations environment that are affected by an organizations decisions and actions.Management,Eleventh Edition by Stephen P.Robbins&Ma

10、ry Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-10 Exhibit 2-4:Organizational StakeholdersManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-11 Managing Stakeholder Relationships1.Identify the organizations external

11、stakeholders.2.Determine the particular interests and concerns of external stakeholders.3.Decide how critical each external stakeholder is to the organization.4.Determine how to manage each individual external stakeholder relationship.Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012

12、 Pearson Education,Inc.publishing as Prentice Hall2-12 What Is Organizational Culture?Organizational Culture-The shared values,principles,traditions,and ways of doing things that influence the way organizational members act.Strong Cultures-Organizational cultures in which key values are intensely he

13、ld and widely shared.Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-13 Exhibit 2-5:Dimensions of Organizational CultureManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice

14、Hall2-14 Where Does Culture Come From?Organization founder Vision and mission Past practices Top management behavior Socialization-The process that helps employees adapt to the organizations culture.Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as

15、 Prentice Hall2-15 How Do Employees Learn Culture?Stories-Narratives of significant events or people,e.g.organization founders,rule breaking,reaction to past mistakes etc.Rituals-Sequences of activities that express and reinforce the important values and goals of the organizationManagement,Eleventh

16、Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-16 How Employees Learn Culture(cont.)Material Artifacts and Symbols-Convey the kinds of behavior that are expected,e.g.risk taking,participation,authority,etc.Language-Acts as a common denominator that b

17、onds membersManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-17 Exhibit 2-6:Contrasting Organizational CulturesManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-18 E

18、xhibit 2-7:Strong vs.Weak CulturesManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-19 Benefits of a Strong Culture Creates a stronger employee commitment to the organization Aids in the recruitment and socialization of new employees

19、 Fosters higher organizational performance by instilling and promoting employee initiativeManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-20 Organisational Culture “a pattern of basic assumptions invented,discovered or developed by

20、 a given group as it learns to cope with its problems of external adaptation and internal integration that has worked well enough to be considered valid,and,therefore,to be taught to new members as the correct way to perceive,think,and feel in relation to those problems.”(Schein,1985)Management,Elev

21、enth Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-21 cultureManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-22 Layers of Organisational Culture Artefacts and Products Explicit Vis

22、ible Organisational structures and processes Espoused Norms and Values Visions,Missions,Business Plans Basic Assumptions Implicit Taken-for-granted beliefs Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-23 Management,Eleventh Edit

23、ion by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-24 Exhibit 2-8:Establishing and Maintaining CultureManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-25 How Does Culture Affect Managers?Cul

24、tural 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 cultureManagement,Eleventh Edition by Stephen P.R

25、obbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-26 Exhibit 2-9:Managerial Decisions Affected by CultureManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-27 How Do You Create a Customer Responsive Culture?Hi

26、re the right type of employees(those with a strong interest in serving customers)Have few rigid rules,procedures,and regulations Use widespread empowerment of employees Have good listening skills in relating to customers messagesManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pears

27、on Education,Inc.publishing as Prentice Hall2-28 How Do You Create a Customer Responsive Culture?Provide role clarity to employees in order to reduce ambiguity and conflict and to increase job satisfaction Have conscientious,caring employees willing to take initiativeManagement,Eleventh Edition by S

28、tephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-29 Exhibit 2-10:Creating a Customer Responsive CultureManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-30 Spirituality and Culture Workplace Spirit

29、uality-a culture where organizational values promote a sense of purpose through meaningful work that takes place in the context of community Characteristics of a Spiritual Organization Strong sense of purpose Focus on individual development Trust and openness Employee empowerment Toleration of emplo

30、yees expressionManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-31 Terms to Know omnipotent view of management symbolic view of management organizational culture strong cultures socialization workplace spirituality external environment specific environment general environment environmental uncertainty environmental complexity stakeholdersManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-32