1. Organization Culture Issues
Creating an Innovative Culture
Challenge and involvement
Freedom
Trust and openness
Idea time
Playfulness/humor
Conflict resolution
Debates
Risk-taking
3-1

2. 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

3. Exhibit 2–10 Creating a Customer-Responsive Culture

4. Observation Task
Please go to Xujiahui or other business district and observe at least 3 department stores. Write down what you see and analyze the culture it shows.

5. Quick Survey
You need a cup, one is made of environmental protection material, the other is not. The prices are different, the former is $20 and the latter is $10.
Which one would you choose?

6. Spirituality and Organizational Culture
Workplace Spirituality
a culture where organizational values promote a sense of purpose through 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

7. Benefits of Spirituality
Improved employee productivity
Reduction of employee turnover
Stronger organizational performance
Increased creativity
Increased employee satisfaction
Increased team performance
Increased organizational performance

8. Managing Workforce Diversity
US Department of Labor’s Bureau of Labor Statistics

10. Defining the External Environment
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.

11. The External Environment

12. Selected U.S. Legislation Affecting Business
Occupational Safety and Health Act of 1970
Consumer Product Safety Act of 1972
Equal Employment Opportunity Act of 1972
Worker Adjustment and Retraining Notification Act of 1988
Americans with Disabilities Act of 1990
Civil Rights Act of 1991
Family and Medical Leave Act of 1993
Child Safety Protection Act of 1994
U.S. Economic Espionage Act of 1996
Electronic Signatures in Global and National Commerce Act of 2000
Sarbanes-Oxley Act of 2002

13. Environmental Uncertainty and Environmental Complexity
Environmental Uncertainty - the degree of change and complexity in an organization’s environment.
Environmental Complexity - the number of components in an organization’s environment and the extent of the organization’s knowledge about those components.

14. Environmental Uncertainty Matrix

15. Stakeholder Relationships
Stakeholders
Any constituencies in the organization’s external environment that are affected by the organization’s decisions and actions
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.

16. Organizational Stakeholders

17. Managing Stakeholder Relationships
Identify the organization’s external stakeholders.
Determine the particular interests and concerns of the external stakeholders.
Decide how critical each external stakeholder is to the organization.
Determine how to manage each individual external stakeholder relationship.

18. Terms to Know omnipotent view of management
symbolic view of management
organizational culture
strong cultures
socialization
workplace spirituality
external environment
specific environment
general environment
environmental uncertainty
environmental complexity
stakeholders

19. Managerial Practices
1. Pick two organizations that you interact with frequently (as an employee or as a customer) and assess their culture by looking at the following aspects:
Physical design (buildings, furnishings, parking lot, office or store design)—Where are they located and why? Where do customers and employees park? What does the office/store layout look like? What activities are encouraged or discouraged by the physical layout? What do these things say about what the organization values?
Symbols (logos, dress codes, slogans, philosophy statements)—What values are highlighted? Where are logos displayed? Whose needs are emphasized? What concepts are emphasized? What actions are prohibited? What actions are encouraged? Are any artifacts prominently displayed? What do those artifacts symbolize? What do these things say about what the organization values?
Words (stories, language, job titles)—What stories are repeated? How are employees addressed? What do job titles say about the organization? Are jokes/anecdotes used in conversation? What do these things say about what the organization values?
Policies and activities (rituals, ceremonies, financial rewards, policies for how customers or employees are treated)—(Note: You may be able to assess this one only if you’re an employee or know the organization well.) What activities are rewarded? Ignored? What kinds of people succeed? Fail? What rituals are important? Why? What events get commemorated? Why? What do these things say about what the organization values?

20. Managerial Practices (Cont’d)
2. If you belong to a student organization, evaluate its culture. How would you describe the culture? How do new members learn the culture? How is the culture maintained? If you don’t belong to a student organization, talk to another student who does and evaluate it using the same questions.
3. Pick three companies you’re interested in. Identify the stakeholders that would be most important to these companies. Describe why these stakeholders are important to these companies.
4. In your own words, write down three things you learned in this chapter about being a good manager.