3 - PART TWO C H A P T E R T H R E E Organizational Culture...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
PART TWO C H A P T E R T H R E E Organizational Culture  and the Environment:  The Constraints 3 Chapter Outline Introduction The Manager: Omnipotent or Symbolic? The Omnipotent View  The Symbolic View Reality Suggests a Synthesis The Organization’s Culture What Is Organizational Culture? Strong versus Weak Cultures The Source of Culture How an Organizational Culture Continues How Employees Learn Culture Stories Rituals Material Symbols Language How Culture Affects Managers Current Organizational Culture Issues Facing  Managers Creating an Ethical Culture Creating an Innovative Culture Creating a Customer-Responsive  Culture Spirituality and Organizational Culture The Environment Defining the External Environment The Specific Environment Customers Suppliers Competitors Pressure Groups The General Environment Economic Conditions Political/Legal Conditions Sociocultural Conditions Demographic Conditions Technological Global How the Environment Affects Managers Assessing Environmental  Uncertainty Managing Stakeholder Relationships T his chapter discusses the components and complexities of an organization’s culture and the external environment and how these may constrain managers. In the chapter-opening Manager’s Dilemma, CEO Scott Kerslake of Athleta Corporation makes sure his 60 employees put their personal lives ahead of their jobs. The sports apparel company based in Petaluma, California has less than one percent per year in employee turnover. Scott’s approach to keeping his employees committed is simple—cultivate a culture of trust that allows them to set their own schedules and handle personal matters during the workday. Put yourself in Scott’s position. As the company continues to grow and add employees, can he maintain the employee-friendly culture he’s created? What would you do? How can an understanding of organizational culture and the external environment increase Athelta’s chances for success? 29
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Several PowerPoint Slides have been developed and are available for you to coordinate with Chapter 3 materials presentation. ANNOTATED OUTLINE 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. A. The omnipotent view of management says that managers are directly responsible for the success or failure of an organization. 1.
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 10/21/2009 for the course FSD 6789 taught by Professor Vinh during the Spring '09 term at ITT Tech Flint.

Page1 / 11

3 - PART TWO C H A P T E R T H R E E Organizational Culture...

This preview shows document pages 1 - 3. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online