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1、8 8thth edition editionSteven P.RobbinsSteven P.RobbinsMary CoulterMary CoulterPowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookCopyright 2005 Prentice Hall,Inc.Copyright 2005 Prentice Hall,Inc.All rights reserved.All rights reserved.L E A R N I N G O U T L I N E Follow
2、this Learning Outline as you read and study this chapter.The Manager:Omnipotent or SymbolicContrast the action of manager according to the omnipotent and symbolic views.Explain the parameters of managerial discretion.The Organizations CultureDescribe the seven dimensions of organizational culture.Ex
3、plain the source of an organizations culture and how that culture continues.Describe how culture is transmitted to employees.2Copyright 2005 Prentice Hall,Inc.All rights reserved.L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.Current Organization
4、al Issues Facing ManagersDescribe the characteristics of an ethical culture,an innovative culture,and a customer-responsive culture.Discuss why workplace spirituality seems to be an important concern.Describe the characteristics of of a spiritual organization.3Copyright 2005 Prentice Hall,Inc.All ri
5、ghts reserved.The Manager:Omnipotent or Symbolic?Omnipotent View of ManagementManagers are directly responsible for an organizations success or failure.The quality of the organization is determined by the quality of its managers.Managers are held most accountable for an organizations performance yet
6、 it is difficult to attribute good or poor performance directly to their influence on the organization.4Copyright 2005 Prentice Hall,Inc.All rights reserved.The Manager:Omnipotent or Symbolic?Symbolic View of ManagementMuch of an organizations success or failure is due to external forces outside of
7、managers control.The ability of managers to affect outcomes is influenced and constrained by external factors.vThe economy,customers,governmental policies,competitors,industry conditions,technology,and the actions of previous managersManagers symbolize control and influence through their action.5Cop
8、yright 2005 Prentice Hall,Inc.All rights reserved.Exhibit 3.1Exhibit 3.1Parameters of Managerial Discretion6Copyright 2005 Prentice Hall,Inc.All rights reserved.The Organizations CultureOrganizational CultureA system of shared meanings and common beliefs held by organizational members that determine
9、s,in a large degree,how they act towards each other.“The way we do things around here.”vValues,symbols,rituals,myths,and practicesImplications:vCulture is a perception.vCulture is shared.vCulture is descriptive.7Copyright 2005 Prentice Hall,Inc.All rights reserved.Exhibit 3.2Exhibit 3.2Dimensions of
10、 Organizational Culture8Copyright 2005 Prentice Hall,Inc.All rights reserved.Strong versus Weak CulturesStrong CulturesAre cultures in which key values are deeply held and widely held.Have a strong influence on organizational members.Factors Influencing the Strength of CultureSize of the organizatio
11、nAge of the organizationRate of employee turnoverStrength of the original cultureClarity of cultural values and beliefs9Copyright 2005 Prentice Hall,Inc.All rights reserved.Organizational CultureSources of Organizational CultureThe organizations foundervVision and missionPast practices of the organi
12、zationvThe way things have been doneThe behavior of top management Continuation of the Organizational CultureRecruitment of like-minded employees who“fit”Socialization of new employees to help them adapt to the culture10Copyright 2005 Prentice Hall,Inc.All rights reserved.How Employees Learn Culture
13、StoriesNarratives of significant events or actions of people that convey the spirit of the organizationRitualsRepetitive sequences of activities that express and reinforce the values of the organizationMaterial SymbolsPhysical assets distinguishing the organizationLanguageAcronyms and jargon of term
14、s,phrases,and word meanings specific to an organization11Copyright 2005 Prentice Hall,Inc.All rights reserved.Exhibit 3.6Exhibit 3.6Suggestions for Managers:Creating a More Ethical CultureBe a visible role model.Communicate ethical expectations.Provide ethics training.Visibly reward ethical acts and
15、 punish unethical ones.Provide protective mechanisms so employees can discuss ethical dilemmas and report unethical behavior without fear.12Copyright 2005 Prentice Hall,Inc.All rights reserved.Organization Culture IssuesCreating an Ethical CultureCreating an Innovative CultureCreating a Customer-Res
16、ponsive CultureWorkplace Spirituality13Copyright 2005 Prentice Hall,Inc.All rights reserved.Organization Culture Issues(contd)Creating a Customer-Responsive CultureHiring the right type of employees(ones with a strong interest in serving customers)Having few rigid rules,procedures,and regulationsUsi
17、ng widespread empowerment of employeesHaving good listening skills in relating to customers messagesProviding role clarity to employees to reduce ambiguity and conflict and increase job satisfactionHaving conscientious,caring employees willing to take initiative14Copyright 2005 Prentice Hall,Inc.All
18、 rights reserved.Spirituality and Organizational CultureWorkplace SpiritualityThe 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 OrganizationStrong sense of purposeFocus on indi
19、vidual developmentTrust and opennessEmployee empowermentToleration of employees expression15Copyright 2005 Prentice Hall,Inc.All rights reserved.Benefits of SpiritualityImproved employee productivityReduction of employee turnoverStronger organizational performanceIncreased creativityIncreased employee satisfactionIncreased team performanceIncreased organizational performance16Copyright 2005 Prentice Hall,Inc.All rights reserved.