1. 8 th edition Steven P. Robbins Mary Coulter PowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. All rights reserved.

2. 3–2 本章主要内容 管理者 The Manager: 万能 Omnipotent or 象征 Symbolic Define the omnipotent and symbolic views of management. Contrast the action of manager according to the omnipotent and symbolic views. Explain the parameters of managerial discretion. 组织文化 The Organization’s Culture Define organizational culture. Explain what the definition of culture implies. Describe the seven dimensions of organizational culture. Define a strong culture.

3. Copyright © 2005 Prentice Hall, Inc. All rights reserved.3–3 本章主要内容 组织文化 The Organization’s Culture (cont’d) List the factors that influence the strength of an organization’s culture. Discuss the impact of a strong culture on organizations and managers. Explain the source of an organization’s culture. Describe how an organization’s culture continues. Explain how culture is transmitted to employees. Describe how culture affects managers. Describe how managers can create a culture that supports diversity.

4. Copyright © 2005 Prentice Hall, Inc. All rights reserved.3–4 本章主要内容. Current Organizational Issues Facing Managers Explain how a strong culture affects whether an organization is ethical. Describe the characteristics of an ethical culture. List some suggestions for creating a more ethical culture. Describe the characteristics of an innovative culture. Explain six characteristics of a customer-responsive culture. Discuss the actions managers can take to make their cultures more customer-responsive. Define workplace spirituality.

5. Copyright © 2005 Prentice Hall, Inc. All rights reserved.3–5 本章主要内容. Current Organizational Issues Facing Managers (cont’d) Define workplace spirituality. Explain why workplace spirituality seems to be an important concern. Describe the characteristics of a spiritual organization. Discuss the criticisms of spirituality. 环境 The Environment Define the external environment an specific and general environment. Describe the components of the specific environment.

6. Copyright © 2005 Prentice Hall, Inc. All rights reserved.3–6 本章主要内容 环境 The Environment (cont’d) Describe the components of the general environment. Define and discuss environmental uncertainty and its two dimensions. Define stake holders. Identify the most common organizational stakeholders. Explain why stakeholder relationship management is important.

7. Copyright © 2005 Prentice Hall, Inc. All rights reserved.3–7 管理者 The Manager: 万能的还是象征 的 Omnipotent or Symbolic? 管理万能论 Omnipotent View of Management  Managers are directly responsible for an organization’s success or failure.  The quality of the organization is determined by the quality of its managers.  Managers are held most accountable for an organization’s performance yet it is difficult to attribute good or poor performance directly to their influence on the organization.

8. Copyright © 2005 Prentice Hall, Inc. All rights reserved.3–8 管理者 The Manager: 万能的还是象征 的 Omnipotent or Symbolic? 管理象征论 Symbolic View of Management  Much of an organization’s 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, competitors, industry conditions, technology, and the actions of previous managers  Managers symbolize control and influence through their action

9. Copyright © 2005 Prentice Hall, Inc. All rights reserved.3–9 组织文化 The Organization’s Culture 组织文化 Organizational Culture  A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other.  “The way we do things around here.”  Values, symbols, 仪式 rituals, 神话 myths, and practices  Implications:  Culture is a perception 感知.  Culture is shared.  Culture is descriptive 描述性.

10. Copyright © 2005 Prentice Hall, Inc. All rights reserved.3–10 Strong Versus Weak Cultures 强文化 Strong Cultures  Are cultures in which key values are deeply held and widely held.  Have a strong influence on organizational members. Factors Influencing the Strength of Culture  Size of the organization  Age of the organization  Rate of employee turnover  Strength of the original culture  Clarity of cultural values and beliefs

11. Copyright © 2005 Prentice Hall, Inc. All rights reserved.3–11 Benefits of a Strong Culture Creates a stronger employee commitment to the organization. Aids in the recruitment and socialization of new employees. Fosters higher organizational performance by instilling and promoting employee initiative.

12. Copyright © 2005 Prentice Hall, Inc. All rights reserved.3–12 Organizational Culture Sources of Organizational Culture  The organization’s founder  愿景 Vision and mission  Past practices of the organization  The way things have been done  The behavior of top management Continuation of the Organizational Culture  Recruitment of like-minded employees who “fit.”  Socialization of new employees to help them adapt to the culture

13. Copyright © 2005 Prentice Hall, Inc. All rights reserved.3–13 How Employees Learn Culture 故事 Stories  Narratives of significant events or actions of people that convey the spirit of the organization 仪式 Rituals  一组重复性的活动 Repetitive sequences of activities that express and reinforce the values of the organization 有形信条 Material Symbols  Physical assets distinguishing the organization 语言 Language  Acronyms and jargon of terms, phrases, and word meanings specific to an organization

14. Copyright © 2005 Prentice Hall, Inc. All rights reserved.3–14 How Culture Affects Managers Cultural constraints on managers  Whatever managerial actions the organization recognizes as proper or improper on its behalf  Whatever organizational activities the organization values and encourages  The overall strength or weakness of the organizational culture Simple rule for getting ahead in an organization: Find out what the organization rewards and do those things.

15. Copyright © 2005 Prentice Hall, Inc. All rights reserved.3–15 Organization Culture Issues Creating an Ethical Culture  High in risk tolerance  Low to moderate aggressiveness  Focus on means as well as outcomes Creating an Innovative Culture  Challenge and involvement  Freedom  Trust and openness  Idea time  Playfulness/humor  Conflict resolution  Debates  Risk-taking

16. Copyright © 2005 Prentice Hall, Inc. All rights reserved.3–16 Organization Culture Issues (Cont’d) Creating a Customer-Responsive Culture  Hiring the right type of employees (ones with a strong interest in serving customers)  Having few rigid rules, procedures, and regulations  Using widespread empowerment of employees  Having good listening skills in relating to customers’ messages  Providing role clarity to employees to reduce ambiguity and conflict and increase job satisfaction  Having conscientious, caring employees willing to take initiative

17. Copyright © 2005 Prentice Hall, Inc. All rights reserved.3–17 Spirituality and Organizational Culture 工作场所精神境界 Workplace Spirituality （罗 p47 ）  The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community. Characteristics of a Spiritual Organization  Strong sense of purpose  Focus on individual development  Trust and openness  Employee empowerment  Toleration of employees’ expression

18. Copyright © 2005 Prentice Hall, Inc. All rights reserved.3–18 Benefits of Spirituality Improved employee productivity Reduction of employee turnover Stronger organizational performance Increased creativity Increased employee satisfaction Increased team performance Increased organizational performance

19. Copyright © 2005 Prentice Hall, Inc. All rights reserved.3–19 Defining the External Environment 外部环境 External Environment  能够对组织绩效造成潜在影响的外部力量和机构。 The forces and institutions outside the organization that potentially can affect the organization’s performance. Components of the External Environment  Specific environment: external forces that have a direct and immediate impact on the organization.  General environment: broad economic, socio- cultural, political/legal, demographic, technological, and global conditions that may affect the organization.

20. Copyright © 2005 Prentice Hall, Inc. All rights reserved.3–20 How the Environment Affects Managers 环境的不确定性 Environmental Uncertainty  The extent to which managers have knowledge of and are able to predict change their organization’s external environment is affected by:  环境的复杂程度 Complexity of the environment: the number of components in an organization’s external environment.  环境构成要件的变化程度 Degree of change in environmental components: how dynamic or stable the external environment is.

21. Copyright © 2005 Prentice Hall, Inc. All rights reserved.3–21 利益相关者关系管理 Stakeholder Relationships 谁是利益相关者 Stakeholders  组织外部环境中受组织决策和行动影响的任何相关者 Any constituencies in the organization’s external environment that are affected by the organization’s decisions and actions 。例如：地方社区、社会或政治 活动群体、贸易或工业协会以及政府等。 Why Manage Stakeholder Relationships?  It can lead to improved organizational performance.  It’s the “right” thing to do given the interdependence of the organization and its external stakeholders.

22. Copyright © 2005 Prentice Hall, Inc. All rights reserved.3–22 Managing Stakeholder Relationships 1. 确定谁是组织的利益相关者 Identify the organization’s external stakeholders. 2. 确定外部利益相关者的特殊利益和利害关系 Determine the particular interests and concerns of the external stakeholders. 3. 决定每个外部利益相关者对组织的重要性 Decide how critical each external stakeholder is to the organization. 4. 确定如何管理每个利益相关者个体 Determine how to manage each individual external stakeholder relationship.