Orgculture Robbins&Coulter

8/17/2019 Orgculture Robbins&Coulter

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8th edition

Steven P. Robbins

Mary Coulter


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3–2

The Manager: Omnipotent or Symbolic?

• Omnipotent (all-powerful) View of ManagementManagers are directly responsible for an

organization’s success or failure.

Te !uality of te organization is determined by te!uality of its managers.

Managers are eld most accountable (considered

responsible) for an organization’s

performance yet it is difficult toattribute (to connect) good or poor

performance directly to teir influence

on te organization.

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• "ymbolic (representati#e) View of ManagementMuc of an organization’s success or failure is due to

e$ternal forces outside of managers’ control.

Te ability of managers to affect outcomes is

influenced and constrained (limited) by e$ternal factors.

Te economy% customers% go#ernmental policies%

competitors% industry conditions%

tecnology% and te actions of

pre#ious managers

Managers symbolize (represent) control

and influence troug teir action.


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• Action o! manager according to the omnipotent

and ymbolic "ie#:Omnipotent #iew& 'ctions include anticipating cange

e$ploiting opportunities correcting poor performanceleading organizations toward teir goals.

"ymbolic #iew& 'ctions include de#eloping plans maingdecisions engaging in acti#ities for te benefit ofstocolders% customers% employees and te public.

Managerial dicretion (freedom to act independently):

Managers are neiter powerless nor all-powerful. 'ltougtey operate witin constraints imposed by teorganization’s culture (internal constraints) and teen#ironment (e$ternal constraints)% tey can still influence teorganization’s performance.

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3–$

&'hibit 3()&'hibit 3()

Parameter o! Managerial *icretion


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3–+

The Organi,ation- ./lt/re (caracter)

• Organizational *ulture

' system of sared meanings and common beliefs eld byorganizational members tat determines% in a large degree% owtey act towards eac oter.

+Te way we do tings around ere.,

Values% symbols% rituals (usual bea#ior)% myts (beliefs)% and

practices. mplications (meanings)&

*ulture is a perception (based on watis seen% eard or e$perienced)

*ulture is sared (described by all

in similar terms) *ulture is descripti#e (it describes

rater tan e#aluates)

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3–0

*imenion o! Organi,ational ./lt/re

• "e#en dimensions (principles% components) capture te

essential meanings of an organization’s culture. Oneor more of tese dimensions may be empasized in #ariousdegrees of importance% wic gi#es te organization itsdistincti#e personality (caracter).

'ttention to etail

Outcome Orientation/eople Orientation

Team Orientation 'ggressi#eness (being fearless and enterprising)

"tability (being free from cange) "tatus !uo 0 maintaining te

e$isting situation

nno#ation and 1is Taing

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&'hibit 3(2&'hibit 3(2

*imenion o! Organi,ational ./lt/re


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Strong "er/ 1ea ./lt/re

• "trong *ultures

're cultures in wic ey #alues are deeply eld (strongly committed to) and widely sared (accepted and applied by e#eryone).

Tey 2a#e a greater influence on employees tan do wea cultures

3mployees are more committed tan tose in organizations wit

wea cultures

"trong cultures promote ig performance.

• 4actors nfluencing te "trengt of *ulture

"ize of te organization

'ge of te organization

1ate of employee turno#er (tat a#e to be replaced)

"trengt of te original culture

*larity (easy to understand) of cultural #alues and beliefs

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Organi,ational ./lt/re• "ources of Organizational *ultureTe organization’s founders (tose wo started te business)

Teir #ision or mission and te image tey pro5ect of wat

te organization sould be.

/ast practices of te organization

Te way tings a#e been done beforeTe bea#ior of top management

3.g. Teir focus on aggressi#eness or treating employees as

family.

• 2ow te Organizational *ulture *ontinues1ecruitment of lie-minded employees wo +fit,

"ocialization of new employees to elp tem adapt to te

culture.Page $3


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3–))

&'hibit 3(4&'hibit 3(4

o# an Organi,ation- ./lt/re &tablihed

and Maintained


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3–)2

o# &mployee 5earn ./lt/re

• "tories

Telling stories of significant e#ents or actions and people tat sow tespirit of te organization% presented in print or #ideos.

• 1ituals

1epetiti#e se!uences of acti#ities tat e$press and reinforce te #alues

of te organization. 3.g. Morning pysical e$ercises or singing as it is

done in 6apan.

• Material "ymbols

/ysical assets distinguising te organization. 3.g. Type of

automobiles% of furniture% te size of offices% dress code.

• 7anguage

'cronyms (word forms)% caracteristic language% use of terms% prases%

and word meanings specific to an organization.

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o# ./lt/re A!!ect Manager

• *ultural *onstraints tat affect Managers

Managerial actions tat te organizational culturerecognizes as proper or improper (rigt or wrong)

Organizational acti#ities tat te culture #alues and

encourages

Te strengt or weaness of te organizational

culture

"imple rule for getting aead in an organization&

Find out what the organization rewards and do those things.


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3–)4

&'hibit 3($a&'hibit 3($a

Managerial *eciion A!!ected by ./lt/re

• Planning

• Te degree of ris tat plans sould contain

• 8eter plans sould be de#eloped by indi#iduals or teams

• Te degree of en#ironmental scanning in wic management

will engage• Organi,ing

• 2ow muc autonomy (independence) sould be designed into

employees’ 5obs

• 8eter tass sould be done by indi#iduals or in teams

• Te e$tent of interaction (acting togeter) between department

managers

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3–)$

&'hibit 3($b&'hibit 3($b

Managerial *eciion A!!ected by ./lt/re

• 5eading

• Te degree to wic managers are concerned wit increasing

employee 5ob satisfaction

• 8at styles of leadersip are appropriate

• 8eter all disagreements9e#en constructi#e ones9souldbe eliminated

• .ontrolling

• 8eter to impose e$ternal controls or to allow employees to

control teir own actions

• 8at criteria (basis for comparison) sould be used wen

e#aluating employee performance

• 8at conse!uences will occur from e$ceeding one’s budget


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3–)+

&'hibit 3(+&'hibit 3(+

S/ggetion !or Manager: .reating a More

&thical ./lt/re

• 6e a visible role model (

• .omm/nicate ethical expectations (tell wat is rigt and

wrong)(

• Pro"ide ethics training (

• 7iibly reward ethical (onorable) acts and punish

unethical ones(

• Pro"ide protective mechanisms o employee can

dic/ ethical dilemma (problems) and report

/nethical beha"ior #itho/t !ear(

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3–)0

Organi,ation ./lt/re /e

• *reating an 3tical*ulture

2ig in ris tolerance

7ow to moderate

aggressi#eness

4ocus on means as

well as outcomes

• *reating an nno#ati#e*ulture

*allenge and

in#ol#ement

4reedom

Trust and openness

dea time

/layfulness:umor *onflict resolution

ebates

1is-taing


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3–)8

Organi,ation ./lt/re /e cont-d

• *reating a *ustomer-1esponsi#e *ulture

2iring te rigt type of employees (ones wit a stronginterest in ser#ing customers)

2a#ing few rigid rules% procedures% and regulations

;sing widespread (general) empowerment of employees

2a#ing good listening sills in relating to customers’messages

/ro#iding role clarity to employees to reduce ambiguity

(lac of clarity) and conflict and increase 5ob satisfaction (clearly

define responsibilities so as to eliminate confusion)2a#ing conscientious% caring employees willing to tae

initiati#e

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Spirit/ality and Organi,ational ./lt/re

•8orplace "pirituality

Te recognition tat people a#e an inner life (deep feelings andemotional states) tat nourises (pro#ides) and is nourised by

meaningful wor tat taes place in te conte$t of community.

3mployees are looing for ways to cope wit stress and

pressures in teir li#es.

•*aracteristics of a "piritual Organization

"trong sense of purpose (important role)

4ocus on indi#idual de#elopment

Trust and openness

3mployee empowerment (autorizing decision maing)

Toleration (acceptance) of employees’ e$pression (allowing peopleto e$press feelings and be temsel#es)

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3–2%

6ene!it o! Spirit/ality

• mpro#ed employee producti#ity• 1eduction of employee turno#er

• "tronger organizational performance

• ncreased creati#ity• ncreased employee satisfaction

• ncreased team performance

• ncreased organizational performance


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*e!ining the &'ternal &n"ironment

• 3$ternal 3n#ironment

Te forces and institutions outside te organizationtat potentially can affect te organization’s

performance.

• *omponents of te 3$ternal 3n#ironment

Speci!ic en"ironment: e$ternal forces tat a#e a

direct and immediate impact on te organization (e.g.customers% suppliers% competitors).

eneral en"ironment: broad economic% socio-

cultural (e.g. religion% lifestyles% tecnology)% political:legal%

demograpic (e.g. gender% age% education% income)%

tecnological% and global conditions tat may affect

te organization.Page +3


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o# the &n"ironment A!!ect Manager

• 3n#ironmental ;ncertainty

Te e$tent to wic managers a#e nowledge of and

are able to predict cange in teir organization’s e$ternal

en#ironment is affected by&

imensions in 3n#ironmental ;ncertainty.omple'ity o! the en"ironment: te number of

components in an organization’s e$ternal

en#ironment.

*egree o! change in en"ironmental component:

ow dynamic or stable te e$ternal en#ironment is.

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&'hibit 3()%&'hibit 3()%

&n"ironmental ;ncertainty Matri'


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Staeholder


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&'hibit 3())&'hibit 3())

Organi,ational Staeholder


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Managing Staeholder


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. A P T & < < & 7 & 1 )=3

The Manager: Omnipotent or Symbolic (slide @)• .ontrat the action o! manager according to the

omnipotent and ymbolic "ie#(

• &'plain the parameter o! managerial dicretion(

The Organi,ation- ./lt/re (slides A% B% =C% =>)

• *ecribe the e"en dimenion o! organi,ational c/lt/re(

• *ic/ the impact o! a trong c/lt/re on organi,ation

and manager(

• &'plain the o/rce o! an organi,ation- c/lt/re and ho#

that c/lt/re contin/e(

• *ecribe ho# c/lt/re i tranmitted to employee(


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. A P T & < < & 7 & 1 2=3

./rrent Organi,ational /e >acing Manager (slides =D% =A%=B)

• *ecribe the characteritic o! an ethical c/lt/re an inno"ati"e

c/lt/re and a c/tomer@reponi"e c/lt/re(

• *ic/ #hy #orplace pirit/ality eem to be an important

concern(

• *ecribe the characteritic o! a pirit/al organi,ation(


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3–3%

. A P T & < < & 7 & 1 3=3

•The &n"ironment (slides >=% >?% >E% >D)

• *ecribe the component o! the peci!ic and general

en"ironment(

• *ic/ the t#o dimenion o! en"ironmental /ncertainty(

• denti!y the mot common organi,ational taeholder(

• &'plain the !o/r tep in managing e'ternal taeholder

relationhip(

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Orgculture Robbins&Coulter