《管理学》（第11版）英文版课件：ppt02

1、Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved2-1 Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved2-2 Contrast the actions of managers according to the omnipotent and s

2、ymbolic views Describe the constraints and challenges facing managers in todays external environment Discuss the characteristics and importance of organizational culture Describe current issues in organizational cultureManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Edu

3、cation, Inc. All rights reserved2-3 The Manager: Omnipotent or Symbolic? Omnipotent View of Management - the view that managers are directly responsible for an organizations success or failure. Symbolic view of Management - the view that much of an organizations success or failure is due to external

4、 forces outside managers control.Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved2-4 Exhibit 2-1: Constraints on Managerial DiscretionManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rig

5、hts reserved2-5 The External Environment:Constraints and Challenges External Environment - those factors and forces outside the organization that affect its performance. Components of the External Environment Specific environment: External forces that have a direct and immediate impact on the organi

6、zation General environment: Broad economic, socio-cultural, political/legal, demographic, technological, and global conditions that may affect the organizationManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved2-6 Exhibit 2-2: Components

7、of External EnvironmentManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved2-7 Environmental Uncertainty and Complexity Environmental Uncertainty - the degree of change and complexity in an organizations environment. Environmental Complexi

8、ty - the number of components in an organizations environment and the extent of the organizations knowledge about those components.Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved2-8 Exhibit 2-3: Environmental Uncertainty MatrixManagem

9、ent, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved2-9 Who Are Stakeholders? Stakeholders - any constituencies in the organizations environment that are affected by an organizations decisions and actions.Management, Eleventh Edition by Stephen P

10、. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved2-10 Exhibit 2-4: Organizational StakeholdersManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved2-11 Managing Stakeholder Relationships1. Identify the organizations e

11、xternal stakeholders.2. Determine the particular interests and concerns of external stakeholders.3. Decide how critical each external stakeholder is to the organization.4. Determine how to manage each individual external stakeholder relationship.Management, Eleventh Edition by Stephen P. Robbins & M

12、ary Coulter2012 Pearson Education, Inc. All rights reserved2-12 What Is Organizational Culture? Organizational Culture - The shared values, principles, traditions, and ways of doing things that influence the way organizational members act. Strong Cultures - Organizational cultures in which key value

13、s are intensely held and widely shared.Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved2-13 Exhibit 2-5: Dimensions of Organizational CultureManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc.

14、All rights reserved2-14 Where Does Culture Come From? Organization founder Vision and mission Past practices Top management behavior Socialization - The process that helps employees adapt to the organizations culture.Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Educa

15、tion, Inc. All rights reserved2-15 How Do Employees Learn Culture? Stories - Narratives of significant events or people, e.g. organization founders, rule breaking, reaction to past mistakes etc. Rituals - Sequences of activities that express and reinforce the important values and goals of the organi

16、zationManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved2-16 How Employees Learn Culture (cont.) Material Artifacts and Symbols - Convey the kinds of behavior that are expected, e.g. risk taking, participation, authority, etc. Language -

17、 Acts as a common denominator that bonds membersManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved2-17 Exhibit 2-6: Contrasting Organizational CulturesManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Educatio

18、n, Inc. All rights reserved2-18 Exhibit 2-7: Strong vs. Weak CulturesManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved2-19 Benefits of a Strong Culture Creates a stronger employee commitment to the organization Aids in the recruitment a

19、nd socialization of new employees Fosters higher organizational performance by instilling and promoting employee initiativeManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved2-20 Exhibit 2-8: Establishing and Maintaining CultureManagement

20、, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved2-21 How Does Culture Affect Managers? Cultural Constraints on Managers Whatever managerial actions the organization recognizes as proper or improper on its behalf Whatever organizational activitie

21、s the organization values and encourages The overall strength or weakness of the organizational cultureManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved2-22 Exhibit 2-9: Managerial Decisions Affected by CultureManagement, Eleventh Editi

22、on by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved2-23 How Do You Create a Customer Responsive Culture? Hire the right type of employees (those with a strong interest in serving customers) Have few rigid rules, procedures, and regulations Use widespread empowerme

23、nt of employees Have good listening skills in relating to customers messagesManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved2-24 How Do You Create a Customer Responsive Culture? Provide role clarity to employees in order to reduce ambi

24、guity and conflict and to increase job satisfaction Have conscientious, caring employees willing to take initiativeManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved2-25 Exhibit 2-10: Creating a Customer Responsive CultureManagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved2-26 Spirituality and Culture Workplace Spirituality -