管理学-斯蒂芬.P.罗宾斯,课程课件chapter3.pptVIP

Chapter 3 Organizational culture and the Environment The manager : omnipotent or symbolic The omnipotent view: the quality of an organization’s managers determines the quality of the organization itself. The symbolic view: it’s unreasonable to expect managers to significantly affect an organization’s performance. Reality suggests a synthesis Managers can still influence an organization’s performance despite these constraints that imposed by the organization’s culture and environment. The organization’s culture An organization has a personality which we call its culture. The organization’s culture is a system of shared meaning and beliefs held by organizational members that determines ,in large degree,how they act toward each other and outsiders. Dimensions of organizational culture Attention to detail:degree to which employees are expected to exhibit precision, analysis and attention to detail. Outcome orientation: degree to which managers focus on results or outcomes are chieved. People orientation : degree to which management decisions take into account the effects on people in the organization. Team orientation: degree to which work is organized around teams rather than individuals. Aggressiveness: degree to which employees are aggressive and competitive rather than cooperative. Stability: degree to which organizational decisions and actions emphasize maintaining the status quo Innovation and risk taking: degree to which employees are encouraged to be innovative and to take risks . Please contrast organizational cultures on page 53 Strong versus weak cultures Strong culturescultures in which the key values are deeply held and widely shared—have a greater influence on employees than do weak cultures. When values are clear and widely accepted ,employees know what they are supposed to do and what’s expected of them, so they can act quickly to take care of problems. The source of culture The vision or mission of the organization’s founders. Example:Ingvar Kamprad(英格