Chapter 3 - Chapter3

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Chapter 3 Omnipotent view of management – The view that managers are directly responsible for an  organization’s success of failure Symbolic view of management – The view that much of an organization’s success or failure is  due to external forces outside managers’ control Organizational culture – The shared values, and principles, traditions, and ways of doing things  that influence the way organizational members act Organizational Culture Attention  to detail Outcome  Orientatio n People  Orientation Team  Orientatio n Aggressivene ss Stability Innovation  and  Risktaking Employee s are  expected  to exhibit  precision,  analysis  and  attention  to detail Managers  focus on  results or  outcomes  rather  than how  the  outcomes  are  achieved Manageme nt decisions  take into  account the  effects on  people in  the  organization Work is  organized  around  teams  rather  than  individuals Employees  are  aggressive  and  competitive  rather that  cooperative Organization al decisions  and actions  emphasize  maintain the  status quo Employees  are  encourage d to be  innovative  and to take  risks Strong cultures – Organizational cultures in which the key values are intensely held and widely  shared Strong Cultures Weak Cultures Values widely shared Values limited to a few people-usually top 
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This note was uploaded on 04/08/2010 for the course BUS mgmt340 taught by Professor Tompson during the Spring '10 term at University of Illinois, Urbana Champaign.

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Chapter 3 - Chapter3

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