Chapter 3 Notes.pdf

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Chapter 3: Organizational Culture and Environment The Manager: Omnipotent or Symbolic? The Omnipotent View It’s the dominant view in management the ory and society in general that managers are directly responsible for an org anization’s success & failure Good managers: Anticipate change Exploit opportunities Correct poor performance Lead their organizations T heir decisions & actions change the organization’s performance When the company is doing well, the managers take credit and reward themselves with bonuses, stock options, and the like, even if they had little to do with achieving the positive outcomes. When the company is doing badly, the managers are held responsible and fired, in the belief that “new blood” will bring improved results. The view of managers as omnipotent is consistent with the stereotypical picture of the take-charge business executive who overcomes any obstacle in seeing that the organization achieves its goals. The Symbolic View It’s the view that an organization’s s uccess or failure is due to external factors outside manager’s control The manager’s ability to affect outcomes is influenced and constrained by external factors: Economy Customers Governmental policies Competitors’ actions Industry conditions Decisions made by previous managers Managers symbolize control & influence Develop plans Make decisions Engage in other managerial activities to make sense out of random, confusing, and ambiguous situations Their role of managers in the success of an organization is limited
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Reality Suggests a Synthesis Managers are neither all-powerful nor helpless Their decisions & actions are constrained: Internal constraints: organization’s culture External constraints: organization’s environment Organizational Culture What is Organizational Culture? The personality of an organization is its culture It is the shared 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 the organization Culture is: A perception: It is not something that can be physically touched or seen, but employees perceive it on a basis of what they experience within the organization. Descriptive: It is concerned with how employees perceive the culture and not whether they like it. Shared: The org anization’s culture is described throughout the whole organization in similar terms no matter the different backgrounds or organizational levels of the employees. 7 Dimensions of the Organizational Culture: Attention to Detail: degree to which employees are expected to exhibit precision, analysis, and attention to detail.
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