The main contents of the chapter consist of the following: Organizational culture and environment, the organization’s culture, dimensions of organizational culture, how employees learn culture, leadership, models of leadership, power, sources of power. | Management Practices Lecture 26 1 Recap Leadership Models of leadership Power Sources of Power 2 Today’s Lecture Organizational Culture and Environment The Organization’s Culture Dimensions of Organizational Culture How Employees Learn Culture 3 The Manager: Omnipotent or Symbolic? Omnipotent View of Management Managers are directly responsible for an organization’s success or failure. The quality of the organization is determined by the quality of its managers. Managers are held accountable for an organization’s performance yet it is difficult to attribute good or poor performance directly to their influence on the organization. 4 4 The Manager: Omnipotent or Symbolic? Symbolic View of Management Much of an organization’s 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. The economy, customers, governmental policies, competitors, industry conditions, . | Management Practices Lecture 26 1 Recap Leadership Models of leadership Power Sources of Power 2 Today’s Lecture Organizational Culture and Environment The Organization’s Culture Dimensions of Organizational Culture How Employees Learn Culture 3 The Manager: Omnipotent or Symbolic? Omnipotent View of Management Managers are directly responsible for an organization’s success or failure. The quality of the organization is determined by the quality of its managers. Managers are held accountable for an organization’s performance yet it is difficult to attribute good or poor performance directly to their influence on the organization. 4 4 The Manager: Omnipotent or Symbolic? Symbolic View of Management Much of an organization’s 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. The economy, customers, governmental policies, competitors, industry conditions, technology, and the actions of previous managers Managers symbolize control and influence through their action. 5 5 Parameters of Managerial Discretion 6 6 The Organization’s Culture Organizational Culture A 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.” Values, symbols, rituals, myths, and practices Implications: Culture is a perception. Culture is shared. Culture is descriptive. 7 7 Dimensions of Organizational Culture 8 8 Strong versus Weak Cultures Strong Cultures Are cultures in which key values are deeply held and widely held. Have a strong influence on organizational members. Factors Influencing the Strength of Culture Size of the organization Age of the organization Rate of employee turnover Strength of the original culture Clarity of cultural values and beliefs 9 9 Benefits of a Strong Culture Creates a stronger employee commitment to the organization.
