Exam_3_Review_Chapter_3-7 - Exam 3 Chapters 3-7 Chapter 3...

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Exam 3: Chapters 3-7 Chapter 3: Organizational Culture and Environment The Manager: Omnipotent of symbolic Omnipotent view : dominate view in management theory that in general managers are directly responsible for success and failure. [Internal forces] Good managers anticipate change; exploit opportunities, and correct performances Symbolic View : an organization’s success or failure is due to external forces. Factors such as: economy, customers, government, competitors, industry conditions, technology, and past managers decisions. Reality is that it’s a synthesis of both! Managerial discretion: Constraints imposed on a manager from the organization’s culture and environment. Organization’s Culture Culture is an organization’s personality! Organizational culture: shared values, principles, traditions, and way of doing things that influence the way organizational members act. Culture is a perception, shared, and is descriptive. 7 Dimensions: 1. Attention to details : degree to which employees are expected to exhibit precision. 2. Outcome orientation: degree to which managers focus on results rather than on how they are achieved 3. People orientation: degree to which management decisions take into account the effects on others in the organization. 4. Team orientation: degree to which work is organized around teams rather than individuals 5. Aggressiveness: degree to which employees are aggressive and competitive rather than cooperative. 6. Stability: degree to which organizational decisions and actions emphasize maintaining the status quo. 7. Innovation and Risk Taking: degree to which employees are encouraged to be innovative and to take risks. These seven dimensions can range from high (very typical) to low (not very typical).
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Strong vs. Weak Cultures: strong cultures are ones in which the key values are deeply held and widely shared. Strong cultures are more likely in small organizations with low turnover, and clear well-defined values. Most organization have a moderate to strong culture. Factors that determine strong/weak cultures: Size of the organization How long the organization has been around Employee turnovers Intensity of the culture Strong Culture Impact: 1. More committed organization 2. Commitment is built with socialization 3. High organizational performances. Drawback: might prevent employees from trying new approaches. The source of culture Usually reflects the vision or mission of the founders How a culture continues Top-level managers establish norms that filter down through the organization. Socialization: helps new employees learn the organizations way of doing things. How employees learn culture Stories: contains a narrative of significant events or people Rituals: repetitive sequences of activities that express and reinforce values Material Symbols: the “feel” of the type of work environments- formal, casual, fun, serious, etc. Language:
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Exam_3_Review_Chapter_3-7 - Exam 3 Chapters 3-7 Chapter 3...

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