Management: Constraints and Challenges for the Global Manager PDF

Constraints and Challenges for the Global Manager Copyright © 2012 Pearson Copyright © 2014 Education, Pearson Inc. Education Publishing as 2-...

Constraints and Challenges for the Global Manager Copyright © 2012 Pearson Copyright © 2014 Education, Pearson Inc. Education Publishing as 2-1 Contrast the actions of managers according to the omnipotent and symbolic views. Describe the constraints and challenges facing managers in today’s external environment. Discuss the characteristics and importance of organizational culture. Describe current issues in organizational Copyright © 2012culture. Pearson Copyright © 2014 Education, Pearson Inc. Education Publishing as 2-2  The Manager: Omnipotent or Symbolic? Omnipotent View of Management - the view that managers are directly responsible for an organization’s success or failure. Symbolic view of Management - the view that much of an organization’s success or failure is due to external forces outside managers’ control. Copyright © 2012 Pearson Copyright © 2014 Education, Pearson Inc. Education Publishing as 2-3  Exhibit 2-1 Constraints on Managerial Discretion Copyright © 2012 Pearson Copyright © 2014 Education, Pearson Inc. Education Publishing as 2-4  Exhibit 2-2 Components of External Environment Copyright © 2012 Pearson Copyright © 2014 Education, Pearson Inc. Education Publishing as 2-5  How the External Environment Affects Managers Jobs and employment - As external environmental conditions one of the most powerful constraints managers face is the impact of such changes on jobs and employment Copyright © 2012 Pearson Copyright © 2014 Education, Pearson Inc. Education Publishing as 2-6  Environmental Uncertainty and 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. Copyright © 2012 Pearson Copyright © 2014 Education, Pearson Inc. Education Publishing as 2-7  Managing Stakeholder Relationships Stakeholders - any constituencies in the organization’s environment that are affected by an organization’s decisions and actions. Copyright © 2012 Pearson Copyright © 2014 Education, Pearson Inc. Education Publishing as 2-8 Exhibit 2-4 Organizational Stakeholders Copyright © 2012 Pearson Copyright © 2014 Education, Pearson Inc. Education Publishing as 2-9 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. Copyright © 2012 Pearson Copyright © 2014 Education, Pearson Inc. Education Publishing as 2-10  Exhibit 2-5 Dimensions of Organizational Culture Copyright © 2012 Pearson Copyright © 2014 Education, Pearson Inc. Education Publishing as 2-11  Exhibit 2-7 Strong Versus Weak Cultures Copyright © 2012 Pearson Copyright © 2014 Education, Pearson Inc. Education Publishing as 2-12  Where Does Culture Come From? Organization founder Vision and mission Past practices Top management behavior Socialization - The process that helps employees adapt to the organization’s culture. Copyright © 2012 Pearson Copyright © 2014 Education, Pearson Inc. Education Publishing as 2-13  Exhibit 2-8 Establishing and Maintaining Culture Copyright © 2012 Pearson Copyright © 2014 Education, Pearson Inc. Education Publishing as 2-14 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 organization Copyright © 2012 Pearson Copyright © 2014 Education, Pearson Inc. Education Publishing as 2-15  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 members Copyright © 2012 Pearson Copyright © 2014 Education, Pearson Inc. Education Publishing as 2-16  How Does Culture Affect Managers? Cultural Constraints on Managers – Whatever managerial actions the organization recognizes as proper or improper on its behalf – Whatever organizational activities the organization values and encourages – The overall strength or weakness of the organizational culture Copyright © 2012 Pearson Copyright © 2014 Education, Pearson Inc. Education Publishing as 2-17  Exhibit 2-10 Creating a Customer-Responsive Culture 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 regulations – Use widespread empowerment of employees – Have good listening skills in relating to customers’ messages Copyright © 2012 Pearson Copyright © 2014 Education, Pearson Inc. Education Publishing as 2-18  Review Learning Outcome 2.1 Contrast the actions of managers according to the omnipotent and symbolic views. – Omnipotent view - managers are directly responsible for an organization’s success or failure. – Symbolic view - much of an organization’s success or failure is due to external forces outside managers’ control. Copyright © 2012 Pearson Copyright © 2014 Education, Pearson Inc. Education Publishing as 2-19  Review Learning Outcome 2.2 Describe the constraints and challenges facing managers in today’s external environment. – External environment - factors outside the organization that affect its performance including economic, demographic, political/legal, sociocultural, technological, and global. – Impacts on jobs and employment, environmental uncertainty, and stakeholder relationships. Copyright © 2012 Pearson Copyright © 2014 Education, Pearson Inc. Education Publishing as 2-20  Review Learning Outcome 2.3 Discuss the characteristics and importance of organizational culture – Seven dimensions of culture: attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, stability, and innovation and risk taking – In organizations with strong cultures, employees are more loyal and performance tends to be higher Copyright © 2012 Pearson Copyright © 2014 Education, Pearson Inc. Education Publishing as 2-21  Copyright © 2012 Pearson Copyright © 2014 Education, Pearson Inc. Education Publishing as 2-22