管理学-制约管理的环境因素课件

1、管理的环境：Environemnt：Culture, Ethics and Social ResponsibilityChapter2-1管理的环境：Environemnt：Culture, Eth322013年我国十位最高工资的经理人员单位：万元来源：福布斯51483元2013年城镇单位就业人员平均工资 排名 CEO 年龄 13年总薪酬 所属公司 上市代码 所属行业 1杨元庆 4913022联想集团 0992.HK电脑硬件、储存设备及电脑周边 2蔡衍明 5710485中国旺旺 0151.HK包装食品与肉类 3夏海钧 504904恒大地产 3333.HK房地产开发 4戴永革 453191人和商

2、业 1387.HK房地产经营公司 5祝维沙 583180裕兴科技 8005.HK消费电子产品 6李振江 583037神威药业 2877.HK制药 7邵明晓 473022龙湖地产 0960.HK房地产开发 8车冯升 522680四环医药 0460.HK制药 9魏应州 602562康师傅控股 0322.HK包装食品与肉类 10马化腾 432314腾讯控股 0700.HK互联网软件与服务 322013年我国十位最高工资的经理人员单位：万元51483333排名名字总薪酬1大卫扎拉夫探索通信的总裁兼首席执行官$156,077,9122Michael T. 薯条自由全球的副董事长、总裁兼首席执行官$111

3、,914,3193马里奥j加百利加百利资产管理投资者的创始人、董事长兼首席执行官$88,518,4114萨提亚 Nadella 微软的首席执行官 $84,308,7555尼古拉斯 伍德曼GoPro的创始人兼首席执行官$77,427,1756格雷戈里 B. 马费伊自由媒体与自由互动的总裁兼首席执行官$73,750,8827劳伦斯 J. 埃里森甲骨文公司的执行总裁和首席技术官 $67,261,2518史蒂文 M. Mollenkopf 高通的首席执行官$60,740,5929大卫 T. Hamamoto NorthStar Realty Finance的董事长的首席执行官$60,334,39610

4、莱斯利莫维斯维雅康姆总裁和首席营运官$54,403,721Top Ten American managers排名名字总薪酬1大卫扎拉夫$156,077,9122Mic351. The Manager: Omnipotent 管理者是万能的吗？351. The Manager: 管理者是万能的吗？361. The Manager: Omnipotent or Symbolic管理者是万能的 还是象征性的？361. The Manager: 管理者是万能的371.1 Omnipotent View of Management管理的万能论Managers are directly responsib

5、le 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 organizations performance Examples: High pay of top managersResignation of Head-coaches of sport teams which has poor performance 371.1 Omnipot

6、ent View of Mana381.2 Symbolic View of Management管理的象征论Much of an organizations success or failure is due to external forces outside of managers control.The ability of managers to affect outcomes is influenced and constrained by external factors.The economy, customers, governmental policies, competi

7、tors, industry conditions, technology, and the actions of previous managersManagers symbolize control and influence through their action.Example： Top managers of some state-owned enterprises381.2 Symbolic View of Manage391.3 Reality Suggests a Synthesis 管理的自主决定权Exhibit 31Constraints on Managerial Di

8、scretionP45Managers are neither all-powerful nor helpless. But their decision and action options are constrained.外部环境内部环境391.3 Reality Suggests a Synt310Exhibit 39The External EnvironmentThe General EnvironmentThe Specific EnvironmentP57310Exhibit 39The External E3112.1 Defining the External Environ

9、mentExternal EnvironmentThose factors and forces outside the organization that affect the organizations performance. Components of the External EnvironmentSpecific environment: external forces that have a direct and immediate impact on managers decisions and actions and are directly relevant to the

10、achievement of an organizations goals.General environment: broad external conditions that may affect an organization.3112.1 Defining the External 312Exhibit 39The External EnvironmentThe General EnvironmentThe Specific EnvironmentP57312Exhibit 39The External E一般环境政府（政治、法律、政策）政府规划、政府导向产业、政府限制产业、政治稳定经

11、济经济发展状况与周期，GDP，通胀率，汇率，基础设施人口老龄化，教育，健康，技术IT，生物医疗全球化资本、贸易、人才313一般环境政府（政治、法律、政策）313314Club-Med314Club-Med315Exhibit 39The External EnvironmentThe General EnvironmentThe Specific EnvironmentP57Example:Customer Changes of Club MedBroad meaning of suppliers, bank, school, etcManagers cant afford to ignore

12、 competitorsExample: People for the Ethical Treatment of Animals 归真堂上市315Exhibit 39The External E3162.2 How Managers deal with the Environment Affects(1) Jobs and employment环境和雇佣的关系3162.2 How Managers deal wit317民工潮的消退最低工资的上涨劳动法独生子女政策的后果大学扩招 未来你可能的研究内容？Examples of General environment affecting busin

13、ess317民工潮的消退Examples of General 3182.2 How Managers deal with the Environment Affects(2) Assessing Environmental Uncertainty评估环境的不确定性和复杂性The extent to which managers have knowledge of and are able to predict change their organizations external environment is affected by:Environmental Uncertainty - t

14、he degree of change and complexity in an organizations environment.Environmental Complexity - the number of components in an organizations environment and the extent of the organizations knowledge about those components.3182.2 How Managers deal witExhibit 2-3: Environmental Uncertainty MatrixP49Exhi

15、bit 2-3: Environmental Unc320(3) Managing Stakeholder Relationships 处理好利益相关者关系Who are StakeholdersAny constituencies in the organizations environment that are affected by the organizations decisions and actions是组织外部环境中受组织决策和行动影响的任何相关群体。2.2 How Managers deal with the Environment Affects320(3) Managin

16、g Stakeholder R321Exhibit 24Organizational StakeholdersP51321Exhibit 24Organizational322(3) Managing Stakeholder RelationshipsWhy Manage Stakeholder Relationships?It proved by researchers that considering the interests of all main stakeholders can lead to improved organizational performanceIts the “

17、right” thing to do given the interdependence of the organization and its external stakeholders. (to be discussed latter). External groups are sources of Inputs and outlets of outputs 322(3) Managing Stakeholder R323How to Managing Stakeholder RelationshipsWho are they- Identify the organizations ext

18、ernal stakeholders.What do they concern - Determine the particular interests and concerns of the external stakeholders.How Important -Decide how critical each external stakeholder is to the organization.Take Action -Determine how to manage each individual external stakeholder relationship.323How to

19、Managing Stakeholde3243. The Internal Environment Seven dimensions of organizational cultureImpact of a strong culture on organizations and managersSource of an organizations cultureHow culture is transmitted to employeesHow culture affects managers3243. The Internal Environmen3253.1 What Is Organiz

20、ational Culture?Personality of an organizationThe shared values, principles, traditions, and ways of doing things that influence the way organizational members act. “The way we do things around here.”Values, symbols, rituals, myths, and practicesExamples: differences between state-owned enterprises;

21、 joint ventures/ Japanese companies/American firmsEvolved over time and determine how things are done in the organization3253.1 What Is Organizational3263.1 What Is Organizational Culture?Implications:Culture is a perception.Not touched or seen, but employees perceiveExample of a few Japanese compan

22、ies. The employees pretend to be busy at work when the work is not really busy.Culture is shared. Ex：IT company in US/Traditional company in JapanCulture is descriptive.7 dimensions to describe3263.1 What Is Organizational327Exhibit 327 Dimensions of Organizational CultureP47327Exhibit 327 Dimension

23、s o328 The Internal Environment -organizational culture Mission 使命Systems process 系统过程Structure 结构Resources 资源328 The Internal EnvironmentM3293.2 Strong CulturesStrong CulturesAre cultures in which key values are deeply held and widely shared.Have a strong influence on organizational members.Factors

24、 Influencing the Strength of CultureSize of the organizationAge of the organizationRate of employee turnover （离职率）Strength of the original cultureClarity of cultural values and beliefs3293.2 Strong CulturesStrong 330Exhibit 27Strong versus Weak Organizational CulturesP53330Exhibit 27Strong versus 33

25、1Benefits of a Strong CultureCreates a stronger employee commitment to the organization. 创造员工承诺Aids in the recruitment and socialization of new employees. 有助于招聘和文化认同Fosters higher organizational performance by instilling and promoting employee initiative. 促进组织绩效和员工创造力Drawbacks of strong culturePreve

26、nt employees from trying new approaches 固守成规不利尝试新的方法2.2 Strong versus Weak Cultures 331Benefits of a Strong Cultu3323.3 Where Organizational Culture Comes From and How it ContinuesSources: 强文化的来源The organizations founder 创始人Vision and mission. Ex: The focus on treating employees as family members wh

27、ile doing business, Or, Aggressiveness; Ex: “Let all Chinese can afford to fly” said by Wang Zhenghua, Director of Spring Air, cost control practicesPast practices of the organization 公司的惯例The way things have been doneThe behavior of top management 公司高管行为Wang Zhenghua3323.3 Where Organizational C333

28、Exhibit 35How an Organizations Culture Is Established and MaintainedRecruitment of like-minded employees who “fit” 招聘文化认同的员工Top management 高管Socialization 社会化- The process that helps employees adapt to the organizations culture. How an organizations culture continues 公司文化的延续P48333Exhibit 35How an Or

29、ganiz3343.4 How Employees Learn CultureStories 公司的历史故事Narratives of significant events or actions of people that convey the spirit of the organizationRituals 仪式Repetitive sequences of activities that express and reinforce the values of the organization. Example-Mary Kays cosmetic annual awards cerem

30、onyMaterial Symbols 有形信条Physical assets distinguishing the organizationExp: dress of employees, size of offices, layout of an organizationsLanguage 公司特定语言Acronyms and jargon of terms, phrases, and word meanings specific to an organization. 3343.4 How Employees Learn Cu3353.5 How Culture Affects Mana

31、gersCultural Constraints on Managers 公司文化对管理者的制约Organizational culture is explicit, not written down, not even be spoken, but they are there. Organizations Culture constrains what Managers can do and cannot do. Example: Read 罗宾斯管理学 P57; Example: culture of Japanese company, report, inform, consult.

32、免费加班Simple rule for getting ahead in an organization:Find out what the organization rewards and do those things.3353.5 How Culture Affects Ma336Exhibit 36Managerial Decisions Affected by CulturePlanningThe degree of risk that plans should containWhether plans should be developed by individuals or te

33、amsThe degree of environmental scanning in which management will engageOrganizingHow much autonomy should be designed into employees jobsWhether tasks should be done by individuals or in teamsThe degree to which department managers interact with each otherP57336Exhibit 36Managerial Dec337Exhibit 36M

34、anagerial Decisions Affected by Culture (contd)Leading The degree to which managers are concerned with increasing employee job satisfactionWhat leadership styles are appropriateWhether all disagreementseven constructive onesshould be eliminated Controlling Whether to impose external controls or to a

35、llow employees to control their own actionsWhat criteria should be emphasized in employee performance evaluationsWhat repercussions will occur from exceeding ones budgetP57337Exhibit 36Managerial Dec338讨论： 你找工作的时候会关注组织的文化吗？当今组织文化的关键点？338讨论： 你找工作的时候会关注组织的文化吗？339讨论： 当今组织文化的关键点？4. Current Issues in Org

36、anizational Cultural -Creating Innovative Culture-Creating Customer-responsive Culture-Creating a Workplace with Spirituality-Creating a Culture that supports diversityCreating Ethical Culture 339讨论： 当今组织文化的关键点？4. Current 3404.1 Creating an Innovative CultureCharacteristics of innovative organizatio

37、nsChallenge and involvementFreedomTrust and opennessIdea time Playfulness/humorConflict resolutionDebatesRisk-takingP543404.1 Creating an Innovative3414.2 Creating a Customer-Responsive Culture Characteristics of customer-responsive culture Hiring outgoing and friendly employees (ones with a strong

38、interest in serving customers)Having few rigid rules, procedures, and regulationsUsing widespread empowerment of employeesHaving good listening skills in relating to customers messagesProviding role clarity to employees to reduce ambiguity and conflict and increase job satisfactionHaving conscientio

39、us（尽责的）, caring employees willing to take initiative3414.2 Creating a Customer-Re342Exhibit 210Suggestions for Managers: Creating a More Customer-Responsive CultureHire service-contact people with the personality and attitudes consistent with customer servicefriendliness, enthusiasm, attentiveness,

40、patience, concern about others, and listening skills.Design jobsGive service-contact employees the discretionReduce uncertainty.Clarify organizations commitment.P59Type of employeeType of job environmentEmpowermentRole clarityConsistent desire to satisfy and delight customersCharacteristics of custo

41、mer-responsive culture Suggestions for Managers 342Exhibit 210Suggestions f3434.3 Spirituality and Organizational CultureWorkplace Spirituality （工作场所精神境界）A culture where organizational values promote a sense of purpose through meaningful work that takes place in the context of community.工作场所精神境界是一种组

42、织文化，在这种文化中组织的价值观通过社会背景下有意义的工作来满足组织及员工的需要。Characteristics of a Spiritual OrganizationStrong sense of purpose 意义明确的目的Focus on individual developmentTrust and opennessEmployee empowermentToleration of employees expression3434.3 Spirituality and Organ344Reasons of promoting workplace spiritualityBenefit

43、s of Spirituality Improved employee productivityReduction of employee turnoverIncreased creativityIncreased employee satisfactionIncreased team performanceIncreased organizational performanceCritics to promote workplace spiritualityQuestion of Legitimacy Ex: Is it proper to bring religion into the w

44、orkplaceQuestion of economyCompatible or not?344Reasons of promoting workp3454.4 Creating an Ethical CultureThe content and strength of an organizations culture influences its ethical climate and ethical behavior of its members.A strong organizational culture will exert more influence on employees t

45、han a weak one.Strong organization, which is High in risk tolerance, Low to moderate aggressiveness, Focus on means as well as outcomes, tends to shape high ethical standards. 3454.4 Creating an Ethical Cu346Exhibit 37Suggestions for Managers: Creating a More Ethical CultureBe a visible role model.Communicate ethical expectations.Provide ethics training.Visibly reward ethical acts and punish unethical ones.Provide protective mechanisms so employees can discuss ethical dilemmas and report unethical behavior without fear.346Exhibit 37Suggestions fo347Workforce diversi