No notes for slide. Organizational Culture and Environment -The Constraints 1. Follow this Learning Outline as you read and study this chapter. Explain the parameters of managerial discretion. Describe the seven dimensions of organizational culture. Describe how culture is transmitted to employees. Describe how culture affects managers. Describe the characteristics of a spiritual organization.
Identify the most common organizational stakeholders. The Manager: Omnipotent or Symbolic? Culture is a perception. Culture is shared. Culture is descriptive. Have a strong influence on organizational members. Find out what the organization rewards and do those things. Legislation Affecting BusinessSelected U.
Why Manage Stakeholder Relationships? It can lead to improved organizational performance. Determine the particular interests andDetermine the particular interests and concerns of the external stakeholders.
Decide how critical each external stakeholderDecide how critical each external stakeholder is to the organization. Determine how to manage each individualDetermine how to manage each individual external stakeholder relationship.
Total views 3, On Slideshare 0. From embeds 0. Number of embeds 2. Downloads There can be a diverse range of value, belief systems, meanings, ideas and objectives that form integral feature of a culture that may differ from another culture. Our interactions are influenced and shaped by our beliefs when we come in contact with another diverse community.
Individualistic versus Collectivist Cultures - Individualistic culture has a lot of importance on the inclusiveness of the individual and their freedom of choice. The cultures often develop narratives to reflect such values. According to Geert Hofstede in individualistic cultures as prevalent in the US, peoples world view is influenced by their own perception and value judgments.
They perceive themselves as empowered human beings who can make their own choices or decisions without being influenced by anyone.
They strive to create an impact into other peoples lives. On the other hand, collective culture lays focus on the needs and values of people, nation and the community and not the person only. Explicit-Rule Cultures versus Implicit-Rule Cultures - In an explicit culture, the norms and rules are clearly articulated and laid down or communicated to the people so that they may know about it.
For instance, right before a meeting, the objectives or agenda are presented before the members. In contrast, in an implicit culture, such objectives are often implied and most often not communicated verbally.
They may also be devoid of any agenda. Power, status quo, and expectations from an individual are all analyzed and understood. In an implicit-rule culture, it is often found that individuals are more tolerant of deviance than having explicitly pronounced rules. Uncertainty-Accepting Cultures versus Uncertainty-Rejecting Cultures - While some cultures are highly acceptable and tolerant of uncertainty, there are others who put a lot of effort to outright reject any element that may cause any surprise.
According to Charles Berger and Richard Calabres, the uncertainty reduction theory can carefully analyze this dynamism present in communication. Time Orientation - Edward T. Hall and Mildred Reed Hall are of the opinion that monochromic time-oriented cultures consider one thing at a given point of time, while in contrast, the polychromic culture considers multiple things at any given point of time as time is considered to be more fluid and dynamic. Monochromic time does not allow any interruption and treats everything having a specific time for itself.
Polychromic time, however, has a more complex outlook. Short-Term versus Long-Term Orientation - According to Geert Hofstede, time horizon is a concept that explores the perspectives an individual develops within a culture at any given time.
In the Asian countries, more value is given to long-term orientation while in countries like the US, more emphasis is on more short-term orientation towards life and other related things. If an individual finds himself in a culture that values short-term orientation, then they need to put greater emphasis on reciprocating to gifts, acknowledgements or any awards.
The short-term oriented culture puts a lot of emphasis on the personal attributes of an individual that contributes to the overall holistic development and adds a sense of intimacy with the other individual. Long-term orientation is often accompanied by an increased effort, austerity and conservation based on a persons age and status.
The individual may experience shame or guilt for their family or community that may transcend across generations. An individuals actions may have a lasting impact on the generations to follow. Masculine versus Feminine Orientation - According to Hofstede, the distinction between male-female pronounces a cultures orientation towards considering certain values or traits as masculine or feminine.
The interaction is preceded by expectations to perform the cultural roles and values, and anyone defying them, may be faced with pressure or strain.
Direct versus Indirect - In cultures that are direct, it is expected that cultural interactions will be direct and precise. In indirect cultures, the business interaction may spark from other conversations like discussing the weather conditions, family background or anything else that is not related to the business.
This is done to make the individuals familiar with each other before they can communicate on the lines of business interactions. Materialism versus Relationships - Relationship cultures value people and relationships more than the objects themselves. Raad Abukharmeh. Download PDF.
A short summary of this paper. Will JetBlue accomplish their goal? Can an organization with strict rules regarding security and safety create a culture that also focuses on employee and customer respect? As JetBlue continues to grow and add employees how would your students maintain the employee-friendly atmosphere of the company?
The Omnipotent View. This maintains that managers are directly responsible for the success or failure of an organization. When organizations perform poorly, someone must be held accountable. The Symbolic View. The influence that managers do have is seen mainly as a symbolic outcome. According to the symbolic view, the actual part that management plays in the success or failure of an organization is minimal.
Reality suggests a synthesis. Managers are neither helpless nor all powerful. Defining the External Environment. Federal, state, and local governments can influence what organizations can and cannot do.
Sociocultural conditions include the changing expectations of society. Societal values, customs, and tastes can change, and managers must be aware of these changes. Global factors include global competitors and global consumer markets. Economic conditions include interest rates, inflation rates, changes in disposable income, stock market fluctuations, and the general business cycle.
Demographic conditions, including physical characteristics of a population e. How the External Environment Affects Managers 1. One of the important organizational factors affected by changes in the external environment is jobs and employment. For example, economic downturns result in higher unemployment and place constraints on staffing and production quotas for managers.
Not only does the external environment affect the number of jobs available, but it also impacts how jobs are managed and created. Changing conditions can create demands for more temporary work and alternative work arrangements 2. Degree of change is characterized as being dynamic or stable.
In a dynamic environment, components of the environment change frequently. If change is minimal, the environment is called a stable environment. If the number of components and the need for sophisticated knowledge is minimal, the environment is classified as simple. If a number of dissimilar components and a high need for sophisticated knowledge exist, the environment is complex.
Because uncertainty is a threat to organizational effectiveness, managers try to minimize environmental uncertainty. See Exhibit for an identification of some of the most common stakeholders. Stakeholder relationship management is important for two reasons: 1 It can lead to improved predictability of environmental changes, more successful innovation, greater degrees of trust among stakeholders, and greater organizational flexibility to reduce the impact of change. Stakeholder relationships are managed using four steps: a.
Identify external stakeholders. Determine the specific interests of each stakeholder group. Decide how critical these interests are to the organization. Determine what specific approach managers should use to manage each relationship, based on environmental uncertainty and importance of the external stakeholder to the organization. What is Organizational Culture? Organizational culture is the shared values, principles, traditions, and ways of doing things that influence the way organizational members act.
This definition implies: 1. Individuals perceive organizational culture based on what they see, hear, or experience within the organization. Organizational culture is shared by individuals within the organization. Organizational culture is a descriptive term. It describes, rather than evaluates. Innovation and risk taking the degree to which employees are en- couraged to be innovative and take risks b.
Attention to detail the degree to which employees are expected to exhibit precision, analysis, and attention to detail c. Outcome orientation the degree to which managers focus on results or outcomes rather than on the techniques and processes used to achieve those outcomes d.
People orientation the degree to which management decisions take into consideration the effect on people within the organization e. Team orientation the degree to which work activities are organized around teams rather than individuals f. Aggressiveness the degree to which employees are aggressive and competitive rather than cooperative g.
Stability the degree to which organizational activities emphasize maintaining the status quo in contrast to growth 5. Exhibit describes how the cultural dimensions can be combined to create organizations that are significantly different. Strong Cultures 1. Strong cultures are found in organizations where key values are intensely held and widely shared. A culture has increasing impact on what managers do as the culture becomes stronger. Most organizations have moderate-to-strong cultures.
Studies of organizational culture have yielded various results. One study found that employees in firms with strong cultures were more committed to their firm than were employees in firms with weak cultures. Organizations with strong cultures also used their recruitment efforts and socialization practices to build employee commitment.
An increasing body of research suggests that strong cultures are associated with high organizational performance. When a culture is in place, practices help to maintain it. Actions of top executives help to maintain the culture. How Employees Learn Culture 1. Culture is transmitted principally through stories, rituals, material symbols, and language.
Organizational stories are one way that employees learn the culture. These stories typically involve a narrative of significant events or people.
Rituals are repetitive sequences of activities that express and reinforce the key values of the organization, which goals are most important, and which people are important or expendable. The use of material symbols and artifacts is another way in which employees learn the culture, learn the degree of equality desired by top management, discover which employees are most important, and learn the kinds of behavior that are expected and appropriate.
Language is often used to identify members of a culture. This special lingo acts as a common denominator to unite members of a particular culture. How Culture Affects Managers. The link between corporate values and managerial behavior is fairly straightforward. The culture conveys to managers what is appropriate behavior.
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