Professional Documents
Culture Documents
ENVIRONMENT
AND THE
ORGANIZATIONS
CULTURE
3
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LEARNING OBJECTIVES
1.
2.
4.
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A key to success in
management and in your
career is knowing how to
read an organizations
culture so you can find one
in which youll be happy.
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Web site.
What impression do you get from it? Are corporate values
symbols.
Notice visible symbols of organizational culture, such as,
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THE MANAGER:
OMNIPOTENT OR SYMBOLIC?
Omnipotent view of management:
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MANAGERIAL CONSTRAINTS
In reality, managers are neither all-
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EXHIBIT 3-1
CONSTRAINTS ON MANAGERIAL DISCRETION
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or industrial innovations.
The Sociocultural Concerned with
societal and cultural factors such as
values, attitudes, trends, traditions and
lifestyles, beliefs, tastes, and patterns of
behavior.
Global Encompasses issues associated
with globalization and a world economy.
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EXHIBIT 3-2
COMPONENTS OF THE EXTERNAL ENVIRONMENT
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The Demographic
Environment
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ASSESSING ENVIRONMENTAL
UNCERTAINTY
Environmental uncertainty refers to the degree of
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EXHIBIT 3-3
ENVIRONMENTAL UNCERTAINTY MATRIX
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MANAGING STAKEHOLDER
RELATIONSHIPS
The nature of stakeholder relationships is another
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EXHIBIT 3-4
ORGANIZATIONAL STAKEHOLDERS
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environmental changes
Increased successful innovations
Increased trust among stakeholders
Greater organizational flexibility to
reduce the impact of change
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ORGANIZATIONAL CULTURE:
CONSTRAINTS AND CHALLENGES
Just as each individual has a unique
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ORGANIZATIONAL CULTURE
Organizational Culture The shared values, principles,
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EXHIBIT 35
DIMENSIONS OF ORGANIZATIONAL CULTURE
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EXHIBIT 3-6
CONTRASTING ORGANIZATIONAL CULTURE
discouraged
Creativity discouraged
Close managerial
supervision
Work activities designed
rewarded
Creativity and innovation
rewarded
Management trusts
employees
Work designed around
teams
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EXHIBIT 3-7
STRONG VERSUS WEAK CULTURES
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STRONG CULTURES
All organizations have cultures, but not all
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Strong
Cultures
Apples strong culture of
product innovation and
customer-service reflects the
core values of its visionary
cofounder, Steve Jobs. Jobs
instilled these core values in
all employees, from top
executives to sales
associates, such as the
Genius Bar employee shown
here training a customer at
the Apple Store in
Manhattan.
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EXHIBIT 3-8
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EXHIBIT 3-9
TYPES OF MANAGERIAL DECISIONS
AFFECTED BY CULTURE
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Creating an
Innovative
Culture
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EXHIBIT 3-10
CREATING A CUSTOMER-RESPONSIVE CULTURE
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CREATING A CUSTOMER-RESPONSIVE
CULTURE (CONT.)
Research shows that customer
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five characteristics:
1. Strong sense of purpose, culture built around
meaningful purpose.
2. Focus on individual development, recognize worth
and value of individuals.
3. Trust and openness, characterized by mutual trust,
honesty, and openness.
4. Employee empowerment, managers trust
employees to make good decisions.
5. Tolerance of employee expression, employees free
to express emotions.
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organizational culture.
1. The seven dimensions of culture are: attention to detail, outcome
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