1. Chapter 3 organizational culture and environment: the constraints

2. The usefulness of management
The omnipotent view
The view that managers are directly responsible for an organization’s success or failure.
The symbolic view
The view that much of an organization’s success or failure is due to external forces outside managers’ control.
Realty suggests a synthesis.

3. The organizations’ culture
Organizational culture: the shared values, principles, traditions, and ways of doing things that influence the way organizational members act.
Attention to detail
Outcome orientation
People orientation
Team orientation
Aggressiveness
Stability
Innovation and risk taking

4. Strong and weak culture
Strong culture
Weak culture
Values widely shared
Values limited to a few people—usually top management
Culture conveys consistent messages about what’s important
Culture sends contradictory messages about what’s important
Most employees can tell stories about company history/heroes
Employees have little knowledge of company history or heroes
Employees strongly identify with culture
Employees have little identification with culture
Strong connection between shared values and behaviors
Little connection between shared values and behaviors
How about the culture in your class? In Wuhan? In China?

5. The source of culture Founders and history.
How an organization’s culture continues?
How employees learn culture?
Stories
Rituals
Material symbols
Language

6. Current organizational culture issues facing managers
Creating an ethical culture
Creating an innovation culture
Challenge and involvement, trust and openness, idea time, playfulness/humor, conflict resolution, debates, risk taking
Creating a customer-responsive culture

7. Spirituality and organizational culture
Strong sense of purpose.
Focus on individual development.
Trust and openness.
Employee empowerment.
Toleration of employee expression.

8. environment External environment Internal environment
Those factors and forces outside the organization that affect the organization’s performance.
Internal environment
Mermber of organization
management

9. Public pressure groups
Specific and general
global
economics
Public pressure groups
suppliers
The organization
Political
legal
demographics
government
competitors
customers
sociocultural
technological

10. Stakeholder vs. shareholder
Any constituencies in the organization’s environment that are affected by the organization’s decision and actions.
Balance of stakeholder
Shareholder
Owner of the organization’s assets.
Maximiazation of shareholder interest.

11. organization customers Which one is most important?
employees
customers
unions
Social and political action group
organization
shareholders
competitors
suppliers
Trade and industry associations
governments
Which one is most important?
Could you give more stakeholder in China?