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Symbolic View of Management Omnipotent View of Management
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The view that managers are directly responsible for an organization’s success or failure. The view that much of an organization’s success or failure is due to external forces outside managers’ control.
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Strong Cultures Organizational Culture
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The shared values, principles, traditions, and ways of doing things that influence the way organizational members act. Organizational cultures in which the key values are intensely held and widely shared.
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Workplace Spirituality Socialization
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The process that helps employees adapt to the organization’s culture. A culture where organizational values promote a sense of purpose through meaningful work that takes place in the context of community.
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Specific Environment External Environment
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Those factors and forces outside the organization that affect the organization’s performance. Those external forces that have a direct impact on managers’ decisions and actions and are directly relevant to the achievement of the organization’s goals.
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Environmental Uncertainty General Environment
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Broad external conditions that may affect the organization. The degree of change and complexity in an organization’s environment.
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Stakeholders Environmental Complexity
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The number of components in an organization’s environment and the extent of the organization’s knowledge about those components. Any constituencies in the organization’s environment that are affected by the organization’s decisions.
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Omnipotent View of Management Management Theory Assumption
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The quality of an organization’s managers determines the quality of the organization itself. Consistent with the stereotypical pictures of the take-charge business executive who can overcome any obstacle in carrying out the organization’s goals.
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Symbolic View of Management Omnipotent View of Management
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When organizations perform poorly, someone has to be held accountable regardless of the reasons, and in our society, that “someone” is the manager. It’s unreasonable to expect managers to significantly affect an organization’s performance.
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Internal Constraints; External Constraints Symbolic View of Management
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A manager’s actions often involve developing plans, making decisions, and engaging in other managerial activities, which they do for the benefit of stockholders, customers, employees, ____ come from the organization’s culture and ____ come from the organization’s environment.
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and the public.
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Personality Organizational Environment and Organizational Culture
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Parameters of managerial discretion: Traits and characteristics that influence how we interact with others.
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Organizational Culture Culture
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personality. The “way we do things
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This note was uploaded on 09/08/2011 for the course MAR 3023h taught by Professor Kim,j during the Spring '08 term at University of Central Florida.

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