管理学robbins11-2

1、Management 11th editionStephen P. RobbinsZhao MingxiaSchool of Economics and Management, Shanxi UniversityChapter 2 Understanding Managements Context: Constraints and Challenges2.1 Contrast the actions of managers according to the omnipotent views（万能论）（万能论） and symbolic views （象征论）象征论）2.2 Describe t

2、he constraints（约束）（约束） and challenges （挑战）挑战） facing managers in todays external environment（外部环境）（外部环境）2.3 Discuss the characteristics and importance of organizational culture（组织文化）（组织文化）2.4 Describe current issues in organizational cultureMeet the managerHandle each piece of paper once.2022-3-283A

3、 Managers Dilemma（困境）（困境）2022-3-284 “The human side of the equation is the most important thing were doing.” How can managers ensure that its culture continues even during rough economic times（经（经济不景气时期）济不景气时期）? Jetblue created a culture in which employees are treated with respect and are viewed as

4、a core strategic asset（核心战略资产）（核心战略资产）.2.1 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 ext

5、ernal forces outside managers control.万科万科京东京东2022-3-286 2007 Prentice Hall, Inc. All rights reserved. Managers are directly responsible for an organizations success or failure.The quality of the organization is determined by the quality of its managers.Managers are held accountable for an organizat

6、ions performance yet it is difficult to attribute good or poor performance directly to their influence on the organization.2.1.1 Omnipotent View of Management 管理管理万能万能论论 2007 Prentice Hall, Inc. All rights reserved. Much of an organizations success or failure is due to external forces outside of man

7、agers control.The ability of managers to affect outcomes is influenced and constrained by external factors.The economy, customers, governmental policies, competitors, industry conditions, technology, and the actions of previous managersManagers symbolize control and influence through their action.2.

8、1.2 Symbolic View of Management 管理象征论管理象征论纪录片纪录片公司的力量公司的力量第第6集集 谁执谁执权杖权杖经理人经理人2022-3-289 2007 Prentice Hall, Inc. All rights reserved. Exhibit 21 Constraints of Managerial Discretion 对管理权限的约束对管理权限的约束In reality, managers are neither all-powerful nor helpless.Their decisions and actions are constraine

9、d.The two constraints on managers discretion :the organizational culture-internalenvironment-externalThe managers can and do influence their culture and environment2.2 The External Environment: Constraints and ChallengesExternal Environment - those factors and forces outside the organization that af

10、fect its performance.Components of the External EnvironmentSpecific environment 特殊环境特殊环境: External forces that have a direct and immediate impact on the organizationGeneral environment 一般环境一般环境: Broad economic, socio-cultural, political/legal, demographic, technological, and global conditions that m

11、ay affect the organization.Exhibit 2-2: Components of External Environment人口人口全球化全球化经济经济技术技术社会文化社会文化政治政治/法律法律How the external environment affects managers1. Through its impact on jobs and employment （就业就业）;2. Through the environmental uncertainty （环境不环境不确定性确定性） that its present;3. Through the variou

12、s stakeholder relationships （利益相关者关系）（利益相关者关系）that exist between an organization and its external constituencies.2022-3-2813Environmental Uncertainty（环境的不确定性）（环境的不确定性） Environmental Uncertainty - the degree of change and complexity in an organizations environment. 外部环境的变化程度和复杂程度外部环境的变化程度和复杂程度1. degr

13、ee of change 变化程度变化程度dynamic 动态动态：the components in an organizations environment change frequently.stable 稳定稳定：the components in an organizations environment change minimal.2022-3-2815Two dimensions2. Environmental Complexity 环境的复杂性环境的复杂性 the number of components in an organizations environment and

14、the extent of the organizations knowledge about those components.外部环境的构成要素数量以及组织对要素的了外部环境的构成要素数量以及组织对要素的了解程度解程度simple 简单简单：with fewer competitors, customers, suppliers, government agencies（政府机构）（政府机构）, and so forth faces a less complex and uncertain environment. needs fewer knowledge about its plex

15、复杂复杂：vice versa2022-3-2816Exhibit 2-3: Environmental Uncertainty MatrixDegree of ComplexityDegree of Changestakeholder relationships 利益相关者关系利益相关者关系Stakeholders - any constituencies in the organizations environment that are affected by an organizations decisions and actions.Have a stake in or are sig

16、nificantly influenced by what the organization does.Can influence the organization.2022-3-2818 2007 Prentice Hall, Inc. All rights reserved. Exhibit 24Organizational Stakeholders工会工会股东股东社区社区雇员雇员顾客顾客社会和政治活动团体社会和政治活动团体竞争者竞争者贸易和行业协会贸易和行业协会政府政府媒体媒体供应商供应商Managing Stakeholder Relationships1. Identify the

17、organizations external 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.纪录片纪录片公司的力量公司的力量第第7集集 各领各领风骚风骚文化文化2022-

18、3-28212.3 Organizational Culture 组织文化组织文化: Constraints and ChallengesOrganizational Culture - The shared values 价值观价值观, principles原则原则, traditions传统传统, and ways of doing things 做事方式做事方式 that influence the way organizational members act.vCulture is a perception 感知感知.vCulture is descriptive 描述性的描述性的.v

19、Culture is shared 共享的共享的. 2.3.1 Organizational Culture 2007 Prentice Hall, Inc. All rights reserved. Exhibit 26Dimensions of Organizational Culture 组织文化的维度组织文化的维度关注细节关注细节成果导向成果导向员工导向员工导向团队导向团队导向进取性进取性稳定性稳定性创新与风险创新与风险承受力承受力 2007 Prentice Hall, Inc. All rights reserved. Exhibit 26Contrasting Organizat

20、ional CulturesDimensionOrganization AOrganization BAttention to DetailHighLowOutcome OrientationLowHighPeople OrientationLowHighTeam OrientationLowHighAggressivenessLowHighStabilityHighLowInnovation and Risk TakingLowHighW. L. Gore & AssociatesIndependent, people oriented culture Bill Gore wante

21、d.“If you tell anybody what to do here, theyll never work for you again.”Its earned a position on Fortune财富财富s annual list of “ 100 Best Companies to Work For最适合工作最适合工作的公司的公司” every year since the list began in 1998, one of only three companies to achieve that distinction.2022-3-2825Strong Cultures强

22、文化强文化 - Organizational cultures in which key values （核心价值观）（核心价值观）are intensely held and widely shared.Factors Influencing the Strength of CultureSize of the organizationAge of the organizationRate of employee turnover 员工流动率员工流动率Strength of the original culture 原创文化实力原创文化实力Clarity of cultural values

23、 and beliefs2022-3-28262.3.2 Strong Cultures 2007 Prentice Hall, Inc. All rights reserved. Influences of a Strong CultureEmployees are more loyal.更高的员工忠诚度更高的员工忠诚度Higher organizational performance.更高的组织绩更高的组织绩效效Might prevent employees from trying new approaches.可能阻碍员工创新可能阻碍员工创新 2007 Prentice Hall, In

24、c. All rights reserved. Exhibit 2-7Strong versus Weak Cultures强文化强文化弱文化弱文化2.3.3 Where Does Culture Come From?Organization founder组织创建者组织创建者Vision and mission公司愿景和使命公司愿景和使命Past practices先前的惯例先前的惯例Top management behavior高层管理者行为高层管理者行为 Socialization 社会化社会化- The process that helps employees adapt to the

25、 organizations culture. 2007 Prentice Hall, Inc. All rights reserved. Exhibit 2-8Establishing and Maintaining Culture组织创建者组织创建者的哲学的哲学甄选标准甄选标准高层管理者高层管理者社会化社会化组织文化组织文化 2007 Prentice Hall, Inc. All rights reserved. 2.3.4 How Employees Learn CultureStories 故事故事 中国合伙人中国合伙人（American Dreams in China）Narrat

26、ives of significant events or actions of people that convey the spirit of the organizationRituals 仪式仪式Repetitive sequences of activities that express and reinforce the values of the organizationMaterial Artifacts and Symbols 物质符号和人工景观物质符号和人工景观Physical assets distinguishing the organizationLanguage 语

27、言语言Acronyms and jargon of terms, phrases, and word meanings specific to an organizationcultureLayers of Organizational Culture 组织文化层次组织文化层次 Artefacts and Products物质和产品物质和产品 Explicit 明确明确 Visible Organisational structures and processes Espoused Norms and Values 信奉的准则和价值观信奉的准则和价值观 Visions, Missions, B

28、usiness Plans Basic Assumptions 基本假设基本假设 Implicit 含蓄的含蓄的 Taken-for-granted beliefs 2007 Prentice Hall, Inc. All rights reserved. 2.3.5 How Culture Affects ManagersCultural Constraints on ManagersWhatever managerial actions the organization recognizes as proper or improper on its behalfWhatever organ

29、izational activities the organization values and encouragesThe overall strength or weakness of the organizational cultureSimple rule for getting ahead in an organization:Find out what the organization rewards and do those things.2022-3-2835Exhibit 2-9: Managerial Decisions Affected by Culture受文化影响的管

30、理决策受文化影响的管理决策 2007 Prentice Hall, Inc. All rights reserved. 2.4 Current Issues in Organizational Culture 当代的组织文化事项当代的组织文化事项 Challenge and involvement 挑战和参与挑战和参与Freedom 自由自由Trust and openness 信任和开放信任和开放Idea time 创意时间创意时间Playfulness/humor 乐趣乐趣/ /幽默幽默Conflict resolution 冲突解决冲突解决Debates 辩论辩论Risk-taking

31、冒险冒险2.4.1 Creating an Innovative Culture 2007 Prentice Hall, Inc. All rights reserved. Exhibit 2-10 Creating a Customer-Responsive Culture Hire people with the personalities and attitudes consistent with customer servicefriendly, enthusiastic, attentive, patient, good listening skills. Design jobs s

32、o employees have as much control as possible to satisfy customers, without rigid rules and procedures. Give service-contact employees the discretion to make day-to-day decisions on job-related activities. Reduce uncertainty about what service-contact employees can and cannot do by continual training

33、 on product knowledge, listening, and other behavioral skills. Clarify organizations commitment to do whatever it takes, even if its outside an employees normal job requirements.2.4.2 Creating a Customer-Responsive CultureType of employee 员工类型员工类型Type of job environment 工作环境类型工作环境类型Empowerment 授权授权R

34、ole clarity 清晰的角色清晰的角色Consistent desire to satisfy and delight customers使顾客满意和愉悦的一贯意愿使顾客满意和愉悦的一贯意愿Characteristics Suggestions for managers 2022-3-2839扬子江航空扬子江航空 2.4.3 Spirituality and Organizational CultureWorkplace Spirituality 职场精神职场精神 - a culture where organizational values promote a sense of purpose through meaningful work that takes place in the context of communityCharacteristics of a Spiritual OrganizationStrong