3rd Chapter - Managment by Robbins & Coulter - Part 2
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Transcript of 3rd Chapter - Managment by Robbins & Coulter - Part 2
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MANAGEMENT
Steven P. RobbinsMary Coulter
8th Edition
Course InstructorSir Yasir Ashraf
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Presenters
Muzakir065
Javeeria012
Huzaifa062
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The EnvironmentOf
An Organization
[Chapter # 3]
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MuzakirBBA-2014-065
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Organization Culture Issues
Creating an Ethical
Culture
High in risk tolerance
Low to moderate
aggressiveness
Focus on means as
well as outcomes
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Suggestions for Managers: Creating a More Ethical Culture
• Be a visible role model.• Communicate ethical expectations.• Provide ethics training.• Visibly reward ethical acts and punish
unethical ones.• Provide protective mechanisms so
employees can discuss ethical dilemmas and report unethical behavior without fear.
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Creating an Innovative CultureChallenge and
involvementFreedomTrust and opennessIdea timePlayfulness/humorConflict resolutionDebatesRisk-taking
Organization Culture Issues
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Customer-Responsive Culture
– Hiring the right type of employees (ones with a strong interest in serving customers)
– Having few rigid rules, procedures, and regulations
– Using widespread empowerment of employees
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Customer - Responsive Culture– Having good listening skills
in relating to customers’ messages
– Providing role clarity to employees to reduce ambiguity and conflict and increase job satisfaction
– Having conscientious, caring employees willing to take initiative
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Suggestions for Managers: Creating a More Customer-Responsive Culture
• Hire service-contact people with the personality and attitudes consistent with customer service—friendliness, enthusiasm, attentiveness, patience, concern about others, and listening skills.
• Train customer service people continuously by focusing on improving product knowledge, active listening, showing patience, and displaying emotions.
• Socialize new service-contact people to the organization’s goals and values.
• Design customer-service jobs so that employees have as much control as necessary to satisfy customers.
• Empower service-contact employees with the discretion to make day-to-day decisions on job-related activities.
• As the leader, convey a customer-focused vision and demonstrate through decisions and actions the commitment to customers.
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Spirituality and Organizational Culture
Workplace Spirituality
The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community.
Strong sense of purpose
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Characteristics of a Spiritual Organization
Trust and openness
Employee empowerment
Toleration of employees’
expression
Focus on individual
development
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AnyQuestion?
☻
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EnvironmentOf theOrganization
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Our surroundings are known as environment.
What is environment?
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The environment is the source of opportunities and threats for an organization. Opportunities are events and trends that create chances to improve an organizations performance level. Threats are events and trends that may undermine an organizations performance.
Relation between business organization and environment
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© 2007 Prentice Hall, Inc. All rights reserved. 3–19
Exhibit 3–9 The External Environment
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3–20
External Environment– The forces and institutions outside the organization that potentially can affect the organization’s
performance.
components
Specific environment
General environment
Defining the External Environment
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External forces that have a direct and immediate impact on the organization.
components
customers suppliers competitors Pressure groups
Specific environment
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Customers- Absorb organization’s outputsSuppliers - Provide material and equipmentCompetitors- Provide similar services/productsPressure groups- Special-interest groups
Specific environment
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Broad economic conditions that may affect the organization.
Components
Technological element
Legal and political element
Socio culture element
Economic element
International element
General environment
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Technological element - It refers to the current state of knowledge about the production of goods and services. Economic element – It has a great impact on the management practices in an organization.Economics factors are Inflation Interest rate
General environment
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Change in income Stock market fluctuation legal political element- It refers to legal and
governmental system within which an organization must function.
For example Civil rights act of 1991 Americans with disabilities act of 1990. Socio – culture element- It is necessary to monitor the prevailing trend from time to time and it offers opportunities and threats.
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Factors of socio-culture are Customs Norms Behavior International element- The political , social, cultural and economic situations of one country are significantly different from other country therefore development in a country outside an organization home country has great influence on the success of organization.
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For example A slight increase in the value of dollar has great influence on the ability of an organization to conduct business abroad.
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© 2007 Prentice Hall, Inc. All rights reserved. 3–28
POLITICAL ACTS• Occupational Safety and Health Act of 1970• Consumer Product Safety Act of 1972• Equal Employment Opportunity Act of 1972• Worker Adjustment and Retraining Notification Act of 1988• Americans with Disabilities Act of 1990 • Civil Rights Act of 1991• Family and Medical Leave Act of 1993• Child Safety Protection Act of 1994 • U.S. Economic Espionage Act of 1996• Electronic Signatures in Global and National Commerce Act of 2000• Sarbanes-Oxley Act of 2002 • Fair and Accurate Credit Transactions Act of 2003
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© 2007 Prentice Hall, Inc. All rights reserved. 3–29
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