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ConstraintsonManagers:
OrganizationalCultureandthe
Environment
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
TheManager:HowMuchControl?
Explainhowmanagersdifferfromnonmanagerialemployees.
Contrasttheactionsofthemanageraccordingtothe
omnipotentandsymbolicviews.
Explaintheparametersofmanagerialdiscretion.
TheOrganizationsCulture
Describethesevendimensionsoforganizationalculture.
Discusstheimpactofstrongcultureonorganizationsand
managers.
Explainthesourceofanorganizationscultureandhowthat
culturecontinues.
Describehowcultureistransmittedtoemployees.
CurrentOrganizationalCultureIssuesFacingManagers
Describethecharacteristicsofanethicalculture,aninnovative
culture,andacustomerresponsiveculture.
Chapter 2, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
TheEnvironment
Describethecomponentsofthespecificandgeneral
environments.
Discussthetwodimensionsofenvironmental
uncertainty.
Identifythemostcommonorganizationalstakeholders.
Explainthefourstepsinmanagingexternalstakeholder
relationships.
Managerssymbolizecontroland
influencethroughtheiraction
Chapter 2, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
Organizational
OrganizationalEnvironment
Environment
Managerial
Managerial
Discretion
Discretion
Organizational
OrganizationalCulture
Culture
Implications:
Cultureisaperception
Cultureisshared
Cultureisadescriptiveterm
Chapter 2, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
Degree to which
employees are
encouraged to be
innovative and
to take risks
Attention to
Detail
Innovation and
Risk-taking
Outcome
Orientation
Organizational
Culture
Stability
Degree to which
organizational
decisions and actions
emphasize maintaining
the status quo
Degree to which
managers focus on results
or outcomes rather than
on how these outcomes
are achieved
Aggressiveness
Degree to which
employees are aggressive
and competitive rather
than cooperative
People
Orientation
Team
Orientation
Degree to which
management decisions
take into account the
effects on people in
the organization
Degree to which
work is organized
around teams rather
than individuals
Organization B
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Subcultures
Organizationshavedominantculturesand
subcultures
Subculturesarelikelytobedefinedby
departmentdesignationsandgeographical
separation
Subculturesincludethecorevaluesofthe
dominantculture,plusadditionalvalues
uniquetomembersofthesubculture
Chapter 2, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
13
Organizational Culture
SourcesofOrganizationalCulture
Pastpracticesoftheorganization
Theorganizationsfounder
ContinuationoftheOrganizationalCulture
Recruitmentofemployeeswhofit
Behaviouroftopmanagement
Socializationofnewemployeestohelpthem
adapttotheculture
Chapter 2, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
14
Selection
Criteria
Organization's
Culture
Socialization
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Rituals
Repetitivesequencesofactivitiesthatexpressand
reinforcethevaluesoftheorganization
MaterialSymbols
Physicalassetsdistinguishingtheorganization
Language
Acronymsandjargonofterms,phrases,andword
meaningsspecifictoanorganization
Chapter 2, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
16
Simpleruleforgettingaheadinanorganization:
Findoutwhattheorganizationrewardsanddothose
things
Chapter 2, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
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CreatinganInnovative
Culture
Challengeand
involvement
Freedom
Trustandopenness
Ideatime
Playfulness/humour
Conflictresolution
Debates
Risktaking
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Beavisiblerolemodel.
Communicateethicalexpectations.
Provideethicstraining.
Visiblyrewardethicalactsandpunish
unethicalones.
Provideprotectivemechanismssoemployees
candiscussethicaldilemmasandreport
unethicalbehaviourwithoutfear.
Chapter 2, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
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ComponentsoftheExternalEnvironment
Specificenvironment:externalforcesthathaveadirect
andimmediateimpactontheorganization
Generalenvironment:broadeconomic,sociocultural,
political/legal,demographic,technological,andglobal
conditionsthatmayaffecttheorganization
Chapter 2, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
22
Public
Public
Pressure
Pressure
Groups
Groups
Suppliers
Suppliers
Exhibit 2.6
The External
Environment
THE
THE
ORGANIZATION
ORGANIZATION
Competitors
Competitors
Customers
Customers
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CanadianHumanRightsAct
CanadasEmploymentEquityAct
CompetitionAct
Marketingboards
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Demographicconditions
Includephysicalcharacteristicsofapopulation(gender,
age,levelofeducation,geographiclocation,incomeand
familycomposition)
Technologicalconditions
Includethechangesthatareoccurringintechnology
Globalconditions
Includeglobalcompetitorsandglobalconsumermarkets
Chapter 2, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
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Stakeholder Relationships
Stakeholders
Anyconstituenciesintheorganizationsexternal
environmentthatareaffectedbythe
organizationsdecisionsandactions
WhyManageStakeholderRelationships?
Canleadtoimprovedorganizationalperformance
Itstherightthingtodogiventhe
interdependenceoftheorganizationandits
externalstakeholders
Chapter 2, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
28
Managing Stakeholder
Relationships
Identifytheorganizationsexternal
stakeholders
Determinetheparticularinterestsandconcerns
oftheexternalstakeholders
Decidehowcriticaleachexternalstakeholder
istotheorganization
Determinehowtomanageeachindividual
externalstakeholderrelationship
Chapter 2, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
29
Customers
Unions
Shareholders
Competitors
Organization
Communities
Suppliers
Governments
Media
30