罗宾斯管理学双语教学讲稿3.docVIP

Three Organizational Culture and the Environment The Constraints 1. INTRODUCTION. Managers must be aware that organizational culture and organizational environments will influence both the way an organization is managed as well as its effectiveness. In this chapter, both organizational culture and organizational environment are explored in order to understand the complexities involved with each. 2.THE MANAGER: OMNIPOTENT OR SYMBOLIC? Two positions on the role that managers play in an organization’s success or failure have been proposed. The omnipotent view of management says that managers are directly responsible for the success or failure of an organization. This view of managers as omnipotent is consistent with the stereotypical picture of the take-charge executive who can overcome any obstacle in carrying out the organization’s objectives. When organizations perform poorly, someone must be held accountable. According to this view, that “someone” has been management. The symbolic view of management takes the view that much of an organization’s success or failure is due to external forces outside managers’ control. 1.What managers do affect greatly are symbolic outcomes.2. Organizational results are influenced by factors outside the control of managers: economy, market changes, governmental policies, competitors’ actions, the state of the particular industry, the control of proprietary technology, and decisions made by previous manager in the organization. 3. The manager’s role is seen as creating meaning out of randomness, confusion, and ambiguity. 4. According to the symbolic view, the actual part that management plays in the success or failure of an organization is minimal. Reality suggests a synthesis. In reality, managers are neither helpless nor all powerful. Instead, it’s more logical to look at the manager operating within constraints imposed by the organization’s culture and environment. (See Exhibit 3.1.) 3.THE ORGANIZATION’S CULTURE. Just as indi