organizational culture and the environment: two …faculty.sjcny.edu/~barkocy/mgmtpdfslides/chart...
TRANSCRIPT
Topic
3
Prof. James J. BarkocyBus100
Organizational
Culture and the
Environment: Two
Constraints
3–2
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.
3–3
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.
Constraints on Managerial Discretion
Managerial
DiscretionOrganization’s EnvironmentOrganizational Culture
© Prentice Hall, 20023–4
Organizational Culture
• Organizational Culture
Shared set of beliefs, expectations,
values, norms, and work routines
that influence how members of an
organization relate to one another
and work together to achieve
organizational goals
The personality of the organization:
Attitudes toward risk, ethical behavior,
conflict, rules, dress
Attention to detail, team orientation,
ends vs. means
3–5
3–6
Employee
Turnover
Intensity of
Original Culture
Strong Cultures
Versus
Weak Cultures
Age of the
Organization
3–7
Factors Affecting Organizational Culture
3–8
Factors Affecting Organizational Culture
• Attraction-Selection-Attrition Framework
A model that explains the role that founders’ personal
characteristics play in determining organizational
culture.
Founders of firms tend to hire employees whose personalities
that are like their own (which may or may not benefit the
organization over the long-term).
Managers determine and shape organizational culture
through the kinds of values and norms they promote in
an organization
3–9
How Do
Employees
Learn About
the Culture of
an Organization?Language
Stories
Symbols
Rites
3–10
Managerial Decisions Affected by
Culture
Strong StrongPlan
Organize
Lead
Control
Weak Weak
The External (Global) Environment
Customers
Competitors
Suppliers &
Distributors
Public
Pressure
Groups &
Govt.
The
Organization
General
Environment
© Prentice Hall, 2002
Task
Environ.
3–11
3–12
Barriers to Entry and Competition
3–13
Selected U.S. Legislation Affecting Business
• 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
3–14
Organizational Stakeholders