Ch3- Notes.docx

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MGMT 215-1 Ch3 Org. Culture& Environment The Manager: Omnipotent or Symbolic? Omnipotent View Dominant view The managers are directly responsible for an org success & failure Their decisions & actions changes the org performance When company is doing well, the managers take credit; when it’s doing bad, the managers are held responsible and fired E.g.: Team coaches who are fired when they lose many games Symbolic View Organization Success & failure is due to external factors, thus out of control Managers cannot control the performance of an org The manager’s ability 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 symbolizes control & influence through their actions Their role in the success of an org is limited Reality Managers are not so powerful nor so helpless Their decisions & actions ( managerial discretion) are constrained from internal such as org culture and from the external such as the org environment Organizational Culture The personality of an organization is its culture It is the shared meanings and common beliefs values, principles, traditions, and ways of doing things that influence the way the organizational members act. They evolve and determine how things are done in a company Culture is: o A perception : Employees perceive it on a basis of what they experience within the org
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MGMT 215-2 o Descriptive: Concerned with how employees perceive and not whether they like it. o Shared : Org culture is described throughout the whole org in similar terms no matter the different backgrounds or organizational levels of the employees 7 Dimensions of the Organizational Culture: o Attention to Detail : the degree to which the employees are expected to exhibit (reveal) precision – accuracy-& analysis & attention to details. o Outcome orientation : the degree of which managers focus on outcomes and the results rather on way achieved o People orientation : Degree of which management decisions takes into account ( affected) by the effects on people in org o Team orientation : degree to which Work is organized around teams rather than individuals o Aggressiveness: degree to which Employees are aggrv & competitive rather than cooperative o Stability: degree to which organizational decisions & actions emphasize this status quo aims at maintaining stability o Innovation & Risk taking : degree of employees are encouraged to be innovative & risk takers Strong Culture Org where the key values are deeply held and widely shared-have greater influence on employees rather than do weaker cultures 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 Benefits of a strong culture: o Employees are more loyal o
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