管理學robbins11-2

1、Management 11th editionStephen P. RobbinsZhao MingxiaSchool of Economics and Management, Shanxi UniversityChapter 2 Understanding Managements Context: Constraints and Challenges2.1 Contrast the actions of managers according to the omnipotent views（萬能論）（萬能論） and symbolic views （象征論）象征論）2.2 Describe t

2、he constraints（約束）（約束） and challenges （挑戰(zhàn)）挑戰(zhàn)） facing managers in todays external environment（外部環(huán)境）（外部環(huán)境）2.3 Discuss the characteristics and importance of organizational culture（組織文化）（組織文化）2.4 Describe current issues in organizational cultureMeet the managerHandle each piece of paper once.2022-3-283A

3、 Managers Dilemma（困境）（困境）2022-3-284 “The human side of the equation is the most important thing were doing.” How can managers ensure that its culture continues even during rough economic times（經(jīng)（經(jīng)濟不景氣時期）濟不景氣時期）? Jetblue created a culture in which employees are treated with respect and are viewed as

4、a core strategic asset（核心戰(zhàn)略資產(chǎn)）（核心戰(zhàn)略資產(chǎn)）.2.1 The Manager: Omnipotent or Symbolic?Omnipotent View of Management - the view that managers are directly responsible for an organizations success or failure.Symbolic view of Management - the view that much of an organizations success or failure is due to ext

5、ernal forces outside managers control.萬科萬科京東京東2022-3-286 2007 Prentice Hall, Inc. All rights reserved. Managers 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 accountable for an organizat

6、ions performance yet it is difficult to attribute good or poor performance directly to their influence on the organization.2.1.1 Omnipotent View of Management 管理管理萬能萬能論論 2007 Prentice Hall, Inc. All rights reserved. Much of an organizations success or failure is due to external forces outside of man

7、agers 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 managersManagers symbolize control and influence through their action.2.

8、1.2 Symbolic View of Management 管理象征論管理象征論紀錄片紀錄片公司的力量公司的力量第第6集集 誰執(zhí)誰執(zhí)權(quán)杖權(quán)杖經(jīng)理人經(jīng)理人2022-3-289 2007 Prentice Hall, Inc. All rights reserved. Exhibit 21 Constraints of Managerial Discretion 對管理權(quán)限的約束對管理權(quán)限的約束In reality, managers are neither all-powerful nor helpless.Their decisions and actions are constraine

9、d.The two constraints on managers discretion :the organizational culture-internalenvironment-externalThe managers can and do influence their culture and environment2.2 The External Environment: Constraints and ChallengesExternal Environment - those factors and forces outside the organization that af

10、fect its performance.Components of the External EnvironmentSpecific environment 特殊環(huán)境特殊環(huán)境: External forces that have a direct and immediate impact on the organizationGeneral environment 一般環(huán)境一般環(huán)境: Broad economic, socio-cultural, political/legal, demographic, technological, and global conditions that m

11、ay affect the organization.Exhibit 2-2: Components of External Environment人口人口全球化全球化經(jīng)濟經(jīng)濟技術(shù)技術(shù)社會文化社會文化政治政治/法律法律How the external environment affects managers1. Through its impact on jobs and employment （就業(yè)就業(yè)）;2. Through the environmental uncertainty （環(huán)境不環(huán)境不確定性確定性） that its present;3. Through the variou

12、s stakeholder relationships （利益相關(guān)者關(guān)系）（利益相關(guān)者關(guān)系）that exist between an organization and its external constituencies.2022-3-2813Environmental Uncertainty（環(huán)境的不確定性）（環(huán)境的不確定性） Environmental Uncertainty - the degree of change and complexity in an organizations environment. 外部環(huán)境的變化程度和復(fù)雜程度外部環(huán)境的變化程度和復(fù)雜程度1. degr

13、ee of change 變化程度變化程度dynamic 動態(tài)動態(tài)：the components in an organizations environment change frequently.stable 穩(wěn)定穩(wěn)定：the components in an organizations environment change minimal.2022-3-2815Two dimensions2. Environmental Complexity 環(huán)境的復(fù)雜性環(huán)境的復(fù)雜性 the number of components in an organizations environment and

14、the extent of the organizations knowledge about those components.外部環(huán)境的構(gòu)成要素數(shù)量以及組織對要素的了外部環(huán)境的構(gòu)成要素數(shù)量以及組織對要素的了解程度解程度simple 簡單簡單：with fewer competitors, customers, suppliers, government agencies（政府機構(gòu)）（政府機構(gòu)）, and so forth faces a less complex and uncertain environment. needs fewer knowledge about its plex

15、復(fù)雜復(fù)雜：vice versa2022-3-2816Exhibit 2-3: Environmental Uncertainty MatrixDegree of ComplexityDegree of Changestakeholder relationships 利益相關(guān)者關(guān)系利益相關(guān)者關(guān)系Stakeholders - any constituencies in the organizations environment that are affected by an organizations decisions and actions.Have a stake in or are sig

16、nificantly influenced by what the organization does.Can influence the organization.2022-3-2818 2007 Prentice Hall, Inc. All rights reserved. Exhibit 24Organizational Stakeholders工會工會股東股東社區(qū)社區(qū)雇員雇員顧客顧客社會和政治活動團體社會和政治活動團體競爭者競爭者貿(mào)易和行業(yè)協(xié)會貿(mào)易和行業(yè)協(xié)會政府政府媒體媒體供應(yīng)商供應(yīng)商Managing Stakeholder Relationships1. Identify the

17、organizations external stakeholders.2. Determine the particular interests and concerns of external stakeholders.3. Decide how critical each external stakeholder is to the organization.4. Determine how to manage each individual external stakeholder relationship.紀錄片紀錄片公司的力量公司的力量第第7集集 各領(lǐng)各領(lǐng)風騷風騷文化文化2022-

18、3-28212.3 Organizational Culture 組織文化組織文化: Constraints and ChallengesOrganizational Culture - The shared values 價值觀價值觀, principles原則原則, traditions傳統(tǒng)傳統(tǒng), and ways of doing things 做事方式做事方式 that influence the way organizational members act.vCulture is a perception 感知感知.vCulture is descriptive 描述性的描述性的.v

19、Culture is shared 共享的共享的. 2.3.1 Organizational Culture 2007 Prentice Hall, Inc. All rights reserved. Exhibit 26Dimensions of Organizational Culture 組織文化的維度組織文化的維度關(guān)注細節(jié)關(guān)注細節(jié)成果導向成果導向員工導向員工導向團隊導向團隊導向進取性進取性穩(wěn)定性穩(wěn)定性創(chuàng)新與風險創(chuàng)新與風險承受力承受力 2007 Prentice Hall, Inc. All rights reserved. Exhibit 26Contrasting Organizat

20、ional CulturesDimensionOrganization AOrganization BAttention to DetailHighLowOutcome OrientationLowHighPeople OrientationLowHighTeam OrientationLowHighAggressivenessLowHighStabilityHighLowInnovation and Risk TakingLowHighW. L. Gore & AssociatesIndependent, people oriented culture Bill Gore wante

21、d.“If you tell anybody what to do here, theyll never work for you again.”Its earned a position on Fortune財富財富s annual list of “ 100 Best Companies to Work For最適合工作最適合工作的公司的公司” every year since the list began in 1998, one of only three companies to achieve that distinction.2022-3-2825Strong Cultures強

22、文化強文化 - Organizational cultures in which key values （核心價值觀）（核心價值觀）are intensely held and widely shared.Factors Influencing the Strength of CultureSize of the organizationAge of the organizationRate of employee turnover 員工流動率員工流動率Strength of the original culture 原創(chuàng)文化實力原創(chuàng)文化實力Clarity of cultural values

23、 and beliefs2022-3-28262.3.2 Strong Cultures 2007 Prentice Hall, Inc. All rights reserved. Influences of a Strong CultureEmployees are more loyal.更高的員工忠誠度更高的員工忠誠度Higher organizational performance.更高的組織績更高的組織績效效Might prevent employees from trying new approaches.可能阻礙員工創(chuàng)新可能阻礙員工創(chuàng)新 2007 Prentice Hall, In

24、c. All rights reserved. Exhibit 2-7Strong versus Weak Cultures強文化強文化弱文化弱文化2.3.3 Where Does Culture Come From?Organization founder組織創(chuàng)建者組織創(chuàng)建者Vision and mission公司愿景和使命公司愿景和使命Past practices先前的慣例先前的慣例Top management behavior高層管理者行為高層管理者行為 Socialization 社會化社會化- The process that helps employees adapt to the

25、 organizations culture. 2007 Prentice Hall, Inc. All rights reserved. Exhibit 2-8Establishing and Maintaining Culture組織創(chuàng)建者組織創(chuàng)建者的哲學的哲學甄選標準甄選標準高層管理者高層管理者社會化社會化組織文化組織文化 2007 Prentice Hall, Inc. All rights reserved. 2.3.4 How Employees Learn CultureStories 故事故事 中國合伙人中國合伙人（American Dreams in China）Narrat

26、ives of significant events or actions of people that convey the spirit of the organizationRituals 儀式儀式Repetitive sequences of activities that express and reinforce the values of the organizationMaterial Artifacts and Symbols 物質(zhì)符號和人工景觀物質(zhì)符號和人工景觀Physical assets distinguishing the organizationLanguage 語

27、言語言Acronyms and jargon of terms, phrases, and word meanings specific to an organizationcultureLayers of Organizational Culture 組織文化層次組織文化層次 Artefacts and Products物質(zhì)和產(chǎn)品物質(zhì)和產(chǎn)品 Explicit 明確明確 Visible Organisational structures and processes Espoused Norms and Values 信奉的準則和價值觀信奉的準則和價值觀 Visions, Missions, B

28、usiness Plans Basic Assumptions 基本假設(shè)基本假設(shè) Implicit 含蓄的含蓄的 Taken-for-granted beliefs 2007 Prentice Hall, Inc. All rights reserved. 2.3.5 How Culture Affects ManagersCultural Constraints on ManagersWhatever managerial actions the organization recognizes as proper or improper on its behalfWhatever organ

29、izational activities the organization values and encouragesThe overall strength or weakness of the organizational cultureSimple rule for getting ahead in an organization:Find out what the organization rewards and do those things.2022-3-2835Exhibit 2-9: Managerial Decisions Affected by Culture受文化影響的管

30、理決策受文化影響的管理決策 2007 Prentice Hall, Inc. All rights reserved. 2.4 Current Issues in Organizational Culture 當代的組織文化事項當代的組織文化事項 Challenge and involvement 挑戰(zhàn)和參與挑戰(zhàn)和參與Freedom 自由自由Trust and openness 信任和開放信任和開放Idea time 創(chuàng)意時間創(chuàng)意時間Playfulness/humor 樂趣樂趣/ /幽默幽默Conflict resolution 沖突解決沖突解決Debates 辯論辯論Risk-taking

31、冒險冒險2.4.1 Creating an Innovative Culture 2007 Prentice Hall, Inc. All rights reserved. Exhibit 2-10 Creating a Customer-Responsive Culture Hire people with the personalities and attitudes consistent with customer servicefriendly, enthusiastic, attentive, patient, good listening skills. Design jobs s

32、o employees have as much control as possible to satisfy customers, without rigid rules and procedures. Give service-contact employees the discretion to make day-to-day decisions on job-related activities. Reduce uncertainty about what service-contact employees can and cannot do by continual training

33、 on product knowledge, listening, and other behavioral skills. Clarify organizations commitment to do whatever it takes, even if its outside an employees normal job requirements.2.4.2 Creating a Customer-Responsive CultureType of employee 員工類型員工類型Type of job environment 工作環(huán)境類型工作環(huán)境類型Empowerment 授權(quán)授權(quán)R

34、ole clarity 清晰的角色清晰的角色Consistent desire to satisfy and delight customers使顧客滿意和愉悅的一貫意愿使顧客滿意和愉悅的一貫意愿Characteristics Suggestions for managers 2022-3-2839揚子江航空揚子江航空 2.4.3 Spirituality and Organizational CultureWorkplace Spirituality 職場精神職場精神 - a culture where organizational values promote a sense of purpose through meaningful work that takes place in the context of communityCharacteristics of a Spiritual OrganizationStrong