1. Organizational Culture & Environment

2. Management Perspectives
Omnipotent View of Management
Managers are directly responsible for an organization’s success or failure.
Symbolic View of Management
The view that much of the organization’s success or failure is due to external forces outside the managers’ control.

3. Constraints on Managerial
Discretion
Managerial
Discretion
Organizational
Culture
Organizational
Environment

4. Organizational Culture
The shared values, principles, traditions, and ways of doing things that influence the way organizational members act.
It is a perception.
It is descriptive.
Employee share
The same view of
The culture.

5. Dimensions of Organizational Culture
Precision, analyses, attention to details
Results vs how outcomes are achieved
Attention to
Detail
Innovation &
Risk Taking
Outcome
Orientation
Organizational
Culture
People
Orientation
Stability
Emphasis on maintaining status quo.
Mgmt considers how decisions affect people.
Aggressiveness
Team
Orientation
Competitiveness vs cooperative
Work as a team vs individuals
Dimensions of Organizational Culture

6. Strong Cultures Weak Cultures Values widely shared
Culture conveys consistent messages about what’s important
Most employees can tell stories about company history/heroes
Employees strongly identify with culture
Strong connection between shared values and behavior
Values limited to few people-usually top management
Culture sends contradictory messages about what’s important
Employees have little knowledge of company’s history/heroes
Employees have little identification with culture
Little connection between shared values and behaviors

7. How Employees Learn Culture
Stories
Rituals
Material symbols
Language

8. Managerial Decisions Affected by Culture
Planning
The degree of risk a plan should contain
Whether plans should be developed by individuals or teams
The degree of environmental scanning in which management will engage
Organizing
How much autonomy should be designed into employees jobs
Whether tasks should be done by individuals or teams
Degree to which departmental managers should interact with one another

9. Managerial Decisions Affected by Culture
Leading
The degree to which managers are concerned with increasing employees job satisfaction
What leadership styles are appropriate
Whether all disagreements – even constructive ones- should be eliminated
Controlling
Whether to impose external controls or to allow employees to control their own actions
What criteria should be emphasized in employee performance evaluation
What repercussions will occur from exceeding one’s budget

10. Organizational Culture Issues

11. Creating an Ethical Culture
Be 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

12. Creating an Innovative Culture
According to Goran Ekvall
Challenge and involvement – are employees involved in, motivated by, and committed to the long-term goals and success of the organization?
Freedom – can employees independently define their work, exercise discretion, and take initiative in their day to day activities?
Trust and openness – are employees supportive and respectful to each other?
Idea time – Do individuals have time to elaborate on new ideas before taking actions?
Playfulness/humor – is the workplace spontaneous and fun?
Conflict resolution – do individuals make decisions and resolves issues based on the good of the organization versus personal interest?
Debates – are employees allowed to express opinions and put forth ideas for consideration and review?
Risk- taking – do managers tolerate uncertainty and ambiguity and are employees rewarded for taking risks?

13. Creating a Customer-Responsive Culture
Characteristics of Customer-Responsive Culture
Suggestions for Managers
Type of employee
Type of job environment
Empowerment
Hire people with personalities and attitudes consistent with customer service: friendly, attentive, enthusiastic, patient, good listening skills
Design jobs so employees have as much control as possible to satisfy customers, without rigid rules and procedures
Give employees the discretion to make day-to-day decisions on job related activities

14. Characteristics of Customer-Responsive Culture
Suggestions for Managers
Role Clarity
Consistent desire to satisfy and delight customers
Reduce uncertainty about what employees can and cannot do by continual training on product knowledge, listening, and other behavioral skills.
Clarify organization’s commitment to doing whatever it takes even if it’s outside and employees normal job requirements

15. Creating a Culture that Supports Diversity
What Managers Can Do…
Managers must show that they value diversity through their decisions and actions. (focus on performance not defining problems in terms of gender, culture, race, or disability)
Look for ways to reinforce employee behaviors that exemplifies inclusiveness.
Encouraging individuals to value and defend diverse views
Creating traditions and ceremonies that celebrate diversity
Rewarding “heroes” and “heroine” who accept and promote inclusiveness

16. Spirituality and Organizational Culture
It's a feature of a culture where organizational values promote a sense of purpose through meaningful work taking place in a context of community.
It recognizes that people have
a mind and spirit
Seek to find meaning and purpose in their work
Have desire to connect with other human beings and be part of a community

17. Characteristics of and Organization with strong workplace spirituality
Strong sense of purpose
Focus on individual development
Trust and opennes
Employee empowerment
Toleration of employee expression