Principles of Management Organizational Culture and Environment CHAPTER-4.
-
Upload
anthony-wright -
Category
Documents
-
view
229 -
download
0
Transcript of Principles of Management Organizational Culture and Environment CHAPTER-4.
![Page 1: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/1.jpg)
Principles of Management
Organizational Culture
and Environment
CHAPTER-4
![Page 2: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/2.jpg)
AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO:
Define, What is Organizational Culture. Recognize the characteristics and importance of
organizational culture. Asses how Culture effects a manager's performance. Describe current issues in organizational culture. Understand external environment of an organization. Articulate the differences between the functioning of
Groups and Team Asses how Teams are an essential part of modern
organisational life and their impact on organizational culture.
![Page 3: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/3.jpg)
The Manager: Omnipotent or Symbolic
?
![Page 4: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/4.jpg)
3–4
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.
![Page 5: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/5.jpg)
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.
![Page 6: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/6.jpg)
Parameters of Managerial Discretion
![Page 7: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/7.jpg)
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.
![Page 8: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/8.jpg)
The Organization’s Culture
“The way we do things around here.” Values, symbols, rituals, myths, and practices
Implications: Culture is a perception. Culture is descriptive.
Culture is shared.
![Page 9: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/9.jpg)
Dimensions of Organizational Culture
![Page 10: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/10.jpg)
How an Organization’s Culture Is Established and Maintained
![Page 11: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/11.jpg)
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
![Page 12: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/12.jpg)
Benefits of a Strong Culture
Creates a stronger employee commitment to the organization.
Aids in the recruitment and socialization of new employees.
Fosters higher organizational performance by instilling and promoting employee initiative.
![Page 13: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/13.jpg)
Strong versus Weak Organizational Cultures
![Page 14: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/14.jpg)
How Employees Learn Culture
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
![Page 15: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/15.jpg)
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.
![Page 16: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/16.jpg)
External Environment
Those factors and forces outside the organization that affect the organization’s performance.
![Page 17: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/17.jpg)
Components of the External Environment
Specific environment: External forces that have a direct and immediate impact on
the organization.
General environment: Broad economic, socio-cultural, political/legal,
demographic, technological, and global conditions that may affect the organization.
![Page 18: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/18.jpg)
![Page 19: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/19.jpg)
How the Environment Affects Managers
Environmental Uncertainty
The extent to which managers have knowledge of and are able to predict change their organization’s external environment is affected by: Complexity of the environment: the number of
components in an organization’s external environment.
Degree of change in environmental components: how dynamic or stable the external environment is.
![Page 20: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/20.jpg)
Stakeholder Relationships
Stakeholders Any constituencies in the organization’s environment
that are affected by the organization’s decisions and actions
Why Manage Stakeholder Relationships? It can lead to improved organizational performance.
It’s the “right” thing to do given the interdependence of the organization and its external stakeholders.
![Page 21: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/21.jpg)
Organizational Stakeholders
![Page 22: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/22.jpg)
![Page 23: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/23.jpg)
Creating an Ethical Culture
High in risk tolerance
Low to moderate aggressiveness
Focus on means as well as outcomes
Creating an Innovative Culture
Challenge and involvement
Freedom Trust and openness Idea time Playfulness/humor Conflict resolution Debates Risk-taking
![Page 24: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/24.jpg)
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
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
Creating a Customer-Responsive Culture
![Page 25: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/25.jpg)
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.
Characteristics of a Spiritual Organization Strong sense of purpose Focus on individual development Trust and openness Employee empowerment Toleration of employees’ expression
![Page 26: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/26.jpg)
Developing Group Vs Team
Culture
![Page 27: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/27.jpg)
GROUPS:GROUPS:
Two or more interacting and interdependent
individuals who come together to achieve particular
GOAL
![Page 28: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/28.jpg)
WHY PEOPLE JOIN GROUPS:WHY PEOPLE JOIN GROUPS:
Security Status Self-esteem Affiliation Power Goal achievement
![Page 29: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/29.jpg)
TYPES OF WORK GROUPTYPES OF WORK GROUP
WORK GROUPWORK GROUP
FORMALGROUP
FORMALGROUP
INFORMALGROUP
INFORMALGROUP
COMMANDCOMMAND
TASKGROUPTASK
GROUP
TEMPORARYTASK GROUPTEMPORARYTASK GROUP
PERMANENTTASK GROUPPERMANENTTASK GROUP
FRIENDSHIPGROUP
FRIENDSHIPGROUP
INTRESTGROUP
INTRESTGROUP
![Page 30: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/30.jpg)
STAGES OF WORK GROUP:STAGES OF WORK GROUP:
Stage # 4PerformingStage # 4Performing
Stage # 5AdjourningStage # 5Adjourning
Stage # 6Mourning/Grieving
Stage # 6Mourning/Grieving
Stage # 3Norming
Stage # 3Norming
Stage # 2StormingStage # 2Storming
Stage # 1Forming
Stage # 1Forming
![Page 31: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/31.jpg)
Basic Work Group Concept
Role Norms Conformity Group Status Group Size social loafing Individualism Collectivism Cohesiveness
![Page 32: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/32.jpg)
The degree to which group members are attracted to a group and share the group goals.
High Low
HIgh
LOw
Strong increase in Productivity
Decrease in productivity
Moderate increaseIn productivity
No significant effect
in Productivity
![Page 33: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/33.jpg)
Lack of trust among group members. Lack of cooperation/Cohesion. Authoritative behavior of leader. Conflicts and disputes among group
members. Diverging objectives.
WHY GROUPS SOMETIMES FAIL
![Page 34: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/34.jpg)
Turning Groups into Effective Team
![Page 35: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/35.jpg)
Team
A smaller number of people with A smaller number of people with complementary skills who are complementary skills who are
committed to a common purpose, committed to a common purpose, set of performance goals, and set of performance goals, and
approaches for which they hold approaches for which they hold themselves mutually accountable.themselves mutually accountable.
![Page 36: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/36.jpg)
DIFFERENCE BETWEEN GROUPS AND TEAMS
Shared Vision.Team Spirit.Sharing and caring Attitude.Setting performance goals.Mutually accountable for results.
![Page 37: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/37.jpg)
Why move to team working?
Teamwork can increase competitiveness by:
• Improving productivity• Improving quality and encouraging innovation• Taking advantage of the opportunities provided by technological advances• Improving employee motivation and commitment
![Page 38: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/38.jpg)
Interpersonal Skills Required by a Leader in
Managing and developing Trust among Teams
Appropriate questioning.Weltanschauung. Group discussions.Friendly climate.Use of consensus method.Involvement of team members in setting goals.
Implement meeting guidelines. Encourage self respectIdentify and deal with dysfunctional behaviorsCelebrating teams achievement and accomplishmentsUse different techniques to motivate team members
![Page 39: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/39.jpg)
Characteristics of Effective
TEAM
?
![Page 40: Principles of Management Organizational Culture and Environment CHAPTER-4.](https://reader035.fdocuments.us/reader035/viewer/2022062305/56649f565503460f94c7afe8/html5/thumbnails/40.jpg)
How Teams can have a good fight
• Work with more, rather than less, information.• Develop multiple alternatives to enrich debate.• Establish common goals.• Inject humor into workplace.• Maintain a balance of power.• Resolve issues without facing a consensus.