Management 3

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Management 3
2011-10-02 15:55:39

chapter 3
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  1. omnipotent view of management
    the view that managers are directly resposible for an organization's success or failure
  2. symbolic view of management
    the view that much of an organization's success or failure is due to the external forces outside a manager's control
  3. organizational culture
    the shared values, principles, traditions, and ways of doing things that influence the way organizational members act
  4. strong cultures
    organizational cultures in which the key values are intensely held and widely shared
  5. socialization
    the process that helps employees adapt to the organizations culture
  6. ethical culture
    • visible role model
    • communicate ethical expectations
    • provide ethics training
    • reward and punish
    • provide protective mechanisms
  7. innovative culture
    • challenge and involvement
    • freedom
    • trust and openness
    • idea time
    • playfulness
    • conflict resolution
    • debates
    • risk-taking
  8. workplace spirituality
    a feature of a culture where organizational values promote a sense of purpose through meaningful work that takes place in the context of community
  9. external environment
    factor and forces outside an organization that affect the organization's performance; includes specific and general
  10. specific environment
    external forces that have a direct impact on manager's decisions and actions and are directly relevant to the acievement of an organizations goals; customers, suppliers, competitors, pressure groups
  11. general environment
    broad external conditions that may affect an organiazation; economic, global, political/legal, sociocultural, technological, demographics
  12. environmental uncertainty
    the degree of change and complexity in an organization's environment
  13. environmental complexity
    the number of components in an organization's environment and the extent of the organization's knowledge about those components
  14. stakeholders
    any constituencies in an organization's environment that are affected by the organization's decisions and actions; employees, customers, action groups, competitors, gvmt, media, suppliers, communities, shareholders, unions, trade associations
  15. dimensions of organizational culture
    • attention to detail
    • outcome orientation
    • people orientation
    • team orientation
    • aggressiveness
    • stability
    • innovation and risk taking
  16. how employees learn culture
    • stories
    • rituals
    • material symbols
    • language