2015管理学第三讲.pptVIP

3 - * * Chapter 3 ORGANIZATIONAL CULTURE AND ENVIRONMENT: THE CONSTRAINTS ? Prentice Hall, 2002 3-* Evaluation only. Created with Aspose.Slides for .NET 3.5 Client Profile 5.2.0.0. Copyright 2004-2011 Aspose Pty Ltd. Learning Objectives You should learn to: Differentiate the symbolic from the omnipotent view of management 区分万能论与象征论的观点 Define organizational culture Identify the seven dimensions 七个维度that make up an organization’s culture and how these dimensions reflect the organization’s personality Explain how cultures can be strong or weak Describe the various ways that employees learn culture ? Prentice Hall, 2002 3-* Evaluation only. Created with Aspose.Slides for .NET 3.5 Client Profile 5.2.0.0. Copyright 2004-2011 Aspose Pty Ltd. Learning Objectives (cont.) You should learn to: Explain how culture constrains managers 约束 Describe the various components要素 in an organization’s specific and general environments Contrast certain and uncertain environments Identify the various stakeholders with whom managers have to deal 利益相关者 Clarify how managers manage relationships with external stakeholders ? Prentice Hall, 2002 3-* Evaluation only. Created with Aspose.Slides for .NET 3.5 Client Profile 5.2.0.0. Copyright 2004-2011 Aspose Pty Ltd. The Manager: Omnipotent Or symbolic? Omnipotent View of Management managers are directly responsible for an organization’s success if the organization performs poorly, managers will be held accountable Symbolic View of Management the actual part that managers play in organizational success or failure is minimal managers must create meaning out of randomness, confusion, and ambiguity管理者的作用仅为对随机的、混淆的、模糊的活动作出判断 Reality Suggests a Synthesis 综合 managers are neither helpless nor all powerful ? Prentice Hall, 2002 3-* Evaluation only. Created with Aspose.Slides for .NET 3.5 Client Profile 5.2.0.0. Copyright 2004-2011 Aspose Pty Ltd. Parameters参数 of Managerial Discretion判断力 Managerial Discretion Organization’s Environment Organizational Cul