8 8thth edition editionSteven P. RobbinsSteven P. RobbinsMary CoulterMary CoulterPowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookCopyright 2005 Prentice Hall, Inc.Copyright 2005 Prentice Hall, Inc. All rights reserved. All rights reserved.Copyright 2005 Prentice Hall, Inc. All rights reserved. 32L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.The Manager: Omnipotent or SymbolicDefine the omnipotent and symbolic views of management.Contrast the action of manager according to the omnipotent and symbolic views.Explain the parameters of managerial discretion.The Organizations CultureDefine organizational culture.Explain what the definition of culture implies.Describe the seven dimensions of organizational culture.Define a strong culture.Copyright 2005 Prentice Hall, Inc. All rights reserved. 33L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.The Organizations Culture (contd)List the factors that influence the strength of an organizations culture.Discuss the impact of a strong culture on organizations and managers.Explain the source of an organizations culture.Describe how an organizations culture continues.Explain how culture is transmitted to employees.Describe how culture affects managers.Describe how managers can create a culture that supports diversity.Copyright 2005 Prentice Hall, Inc. All rights reserved. 34L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.Current Organizational Issues Facing ManagersExplain how a strong culture affects whether an organization is ethical.Describe the characteristics of an ethical culture.List some suggestions for creating a more ethical culture.Describe the characteristics of an innovative culture.Explain six characteristics of a customer-responsive culture.Discuss the actions managers can take to make their cultures more customer-responsive.Define workplace spirituality.Copyright 2005 Prentice Hall, Inc. All rights reserved. 35L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.Current Organizational Issues Facing Managers (contd)Define workplace spirituality.Explain why workplace spirituality seems to be an important concern.Describe the characteristics of a spiritual organization.Discuss the criticisms of spirituality.The EnvironmentDefine the external environment an specific and general environment.Describe the components of the specific environment.Copyright 2005 Prentice Hall, Inc. All rights reserved. 36L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.The Environment (contd)Describe the components of the general environment.Define and discuss environmental uncertainty and its two dimensions.Define stake holders.Identify the most common organizational stakeholders.Explain why stakeholder relationship management is important.Copyright 2005 Prentice Hall, Inc. All rights reserved. 37The Manager: Omnipotent or Symbolic?Omnipotent View of ManagementManagers are directly responsible for an organizations success or failure.The quality of the organization is determined by the quality of its managers.Managers are held most accountable for an organizations performance yet it is difficult to attribute good or poor performance directly to their influence on the organization.Copyright 2005 Prentice Hall, Inc. All rights reserved. 38The Manager: Omnipotent or Symbolic?Symbolic View of ManagementMuch of an organizations success or failure is due to external forces outside of managers control.The ability of managers to affect outcomes is influenced and constrained by external factors.vThe economy, customers, governmental policies, competitors, industry conditions, technology, and the actions of previous managersManagers symbolize control and influence through their actionCopyright 2005 Prentice Hall, Inc. All rights reserved. 39The Organizations CultureOrganizational CultureA system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other.“The way we do things around here.”vValues, symbols, rituals, myths, and practicesImplications:vCulture is a perception.vCulture is shared.vCulture is descriptive.Copyright 2005 Prentice Hall, Inc. All rights reserved. 310Strong versus Weak CulturesStrong CulturesAre cultures in which key values are deeply held and widely held.Have a strong influence on organizational members.Factors Influencing the Strength of CultureSize of the organizationAge of the organizationRate of employee turnoverStrength of the original cultureClarity of cultural values and beliefsCopyright 2005 Prentice Hall, Inc. All rights reserved. 311Benefits of a Strong CultureCreates a stronger employee commitment to the organization.Aids in the recruitment and socialization of new employees.Fosters higher organizational performan