管理学罗宾斯第版课件

Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-1 管理学罗宾斯第版课件Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-2 Contrast the actions of managers according to the omnipotent and symbolic viewsDescribe the constraints and challenges facing managers in todays external environmentDiscuss the characteristics and importance of organizational cultureDescribe current issues in organizational cultureContrast the actions of manageManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-3 The Manager:Omnipotent or Symbolic?Omnipotent View of Management-the view that managers are directly responsible for an organizations success or failure.Symbolic view of Management-the view that much of an organizations success or failure is due to external forces outside managers control.The Manager:Omnipotent or SyManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-4 Exhibit 2-1:Constraints on Managerial DiscretionExhibit 2-1:Constraints on MaManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-5 The External Environment:Constraints and ChallengesExternal Environment-those factors and forces outside the organization that affect its performance.Components of the External EnvironmentSpecific environment:External forces that have a direct and immediate impact on the organizationGeneral environment:Broad economic,socio-cultural,political/legal,demographic,technological,and global conditions that may affect the organizationThe External Environment:ConsManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-6 Exhibit 2-2:Components of External EnvironmentExhibit 2-2:Components of ExtManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-7 Environmental Uncertainty and ComplexityEnvironmental Uncertainty-the degree of change and complexity in an organizations environment.Environmental Complexity-the number of components in an organizations environment and the extent of the organizations knowledge about those components.Environmental Uncertainty and Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-8 Exhibit 2-3:Environmental Uncertainty MatrixExhibit 2-3:Environmental UncManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-9 Who Are Stakeholders?Stakeholders-any constituencies in the organizations environment that are affected by an organizations decisions and actions.Who Are Stakeholders?StakeholdManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-10 Exhibit 2-4:Organizational StakeholdersExhibit 2-4:Organizational StManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-11 Managing Stakeholder Relationships1.Identify the organizations external stakeholders.2.Determine the particular interests and concerns of external stakeholders.3.Decide how critical each external stakeholder is to the organization.4.Determine how to manage each individual external stakeholder relationship.Managing Stakeholder RelationsManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-12 What Is Organizational Culture?Organizational Culture-The shared values,principles,traditions,and ways of doing things that influence the way organizational members act.Strong Cultures-Organizational cultures in which key values are intensely held and widely shared.What Is Organizational CultureManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-13 Exhibit 2-5:Dimensions of Organizational CultureExhibit 2-5:Dimensions of OrgManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-14 Where Does Culture Come From?Organization founderVision and missionPast practicesTop management behavior Socialization-The process that helps employees adapt to the organizations culture.Where Does Culture Come From?OManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-15 How Do Employees Learn Culture?Stories-Narratives of significant events or people,e.g.organization founders,rule breaking,reaction to past mistakes etc.Rituals-Sequences of activities that express and reinforce the important values and goals of the organizationHow Do Employees Learn CultureManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-16 How Employees Learn Culture(cont.)Material Artifacts and Symbols-Convey the kinds of behavior that are expected,e.g.risk taking,participation,authority,etc.Language-Acts as a common denominator that bonds membersHow Employees Learn Culture(cManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-17 Exhibit 2-6:Contrasting Organizational CulturesExhibit 2-6:Contrasting OrganManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-18 Exhibit 2-7:Strong vs.Weak CulturesExhibit 2-7:Strong vs.Weak CManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-19 Benefits of a Strong CultureCreates a stronger employee commitment to the organizationAids in the recruitment and socialization of new employeesFosters higher organizational performance by instilling and promoting employee initiativeBenefits of a Strong CultureCrManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-20 Organisational Culture “a pattern of basic assumptions invented,discovered or developed by a given group as it learns to cope with its problems of external adaptation and internal integration that has worked well enough to be considered valid,and,therefore,to be taught to new members as the correct way to perceive,think,and feel in relation to those problems.”(Schein,1985)Organisational Culture “a patManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-21 culturecultureManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-22 Layers of Organisational Culture Artefacts and Products Explicit Visible Organisational structures and processes Espoused Norms and Values Visions,Missions,Business Plans Basic Assumptions Implicit Taken-for-granted beliefs Layers of Organisational CultuManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-23 管理学罗宾斯第版课件Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-24 Exhibit 2-8:Establishing and Maintaining CultureExhibit 2-8:Establishing and Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-25 How Does Culture Affect Managers?Cultural Constraints on ManagersWhatever managerial actions the organization recognizes as proper or improper on its behalfWhatever organizational activities the organization values and encouragesThe overall strength or weakness of the organizational cultureHow Does Culture Affect ManageManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-26 Exhibit 2-9:Managerial Decisions Affected by CultureExhibit 2-9:Managerial DecisiManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-27 How Do You Create a Customer Responsive Culture?Hire the right type of employees(those with a strong interest in serving customers)Have few rigid rules,procedures,and regulationsUse widespread empowerment of employeesHave good listening skills in relating to customers messagesHow Do You Create a Customer Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-28 How Do You Create a Customer Responsive Culture?Provide role clarity to employees in order to reduce ambiguity and conflict and to increase job satisfactionHave conscientious,caring employees willing to take initiativeHow Do You Create a Customer RManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-29 Exhibit 2-10:Creating a Customer Responsive CultureExhibit 2-10:Creating a CustoManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-30 Spirituality and CultureWorkplace Spirituality-a culture where organizational values promote a sense of purpose through meaningful work that takes place in the context of communityCharacteristics of a Spiritual OrganizationStrong sense of purposeFocus on individual developmentTrust and opennessEmployee empowermentToleration of employees expressionSpirituality and CultureWorkplManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-31 Terms to Knowomnipotent view of managementsymbolic view of managementorganizational culturestrong culturessocializationworkplace spiritualityexternal environmentspecific environmentgeneral environmentenvironmental uncertaintyenvironmental complexitystakeholdersTerms to Knowomnipotent view oManagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall2-32 管理学罗宾斯第版课件