管理學(xué)-制約管理的環(huán)境因素課件

1、管理的環(huán)境：Environemnt：Culture, Ethics and Social ResponsibilityChapter2-1管理的環(huán)境：Environemnt：Culture, Eth322013年我國十位最高工資的經(jīng)理人員單位：萬元來源：福布斯51483元2013年城鎮(zhèn)單位就業(yè)人員平均工資 排名 CEO 年齡 13年總薪酬 所屬公司 上市代碼 所屬行業(yè) 1楊元慶 4913022聯(lián)想集團 0992.HK電腦硬件、儲存設(shè)備及電腦周邊 2蔡衍明 5710485中國旺旺 0151.HK包裝食品與肉類 3夏海鈞 504904恒大地產(chǎn) 3333.HK房地產(chǎn)開發(fā) 4戴永革 453191人和商

2、業(yè) 1387.HK房地產(chǎn)經(jīng)營公司 5祝維沙 583180裕興科技 8005.HK消費電子產(chǎn)品 6李振江 583037神威藥業(yè) 2877.HK制藥 7邵明曉 473022龍湖地產(chǎn) 0960.HK房地產(chǎn)開發(fā) 8車馮升 522680四環(huán)醫(yī)藥 0460.HK制藥 9魏應(yīng)州 602562康師傅控股 0322.HK包裝食品與肉類 10馬化騰 432314騰訊控股 0700.HK互聯(lián)網(wǎng)軟件與服務(wù) 322013年我國十位最高工資的經(jīng)理人員單位：萬元51483333排名名字總薪酬1大衛(wèi)扎拉夫探索通信的總裁兼首席執(zhí)行官$156,077,9122Michael T. 薯條自由全球的副董事長、總裁兼首席執(zhí)行官$111

3、,914,3193馬里奧j加百利加百利資產(chǎn)管理投資者的創(chuàng)始人、董事長兼首席執(zhí)行官$88,518,4114薩提亞 Nadella 微軟的首席執(zhí)行官 $84,308,7555尼古拉斯 伍德曼GoPro的創(chuàng)始人兼首席執(zhí)行官$77,427,1756格雷戈里 B. 馬費伊自由媒體與自由互動的總裁兼首席執(zhí)行官$73,750,8827勞倫斯 J. 埃里森甲骨文公司的執(zhí)行總裁和首席技術(shù)官 $67,261,2518史蒂文 M. Mollenkopf 高通的首席執(zhí)行官$60,740,5929大衛(wèi) T. Hamamoto NorthStar Realty Finance的董事長的首席執(zhí)行官$60,334,39610

4、萊斯利莫維斯維雅康姆總裁和首席營運官$54,403,721Top Ten American managers排名名字總薪酬1大衛(wèi)扎拉夫$156,077,9122Mic351. The Manager: Omnipotent 管理者是萬能的嗎？351. The Manager: 管理者是萬能的嗎？361. The Manager: Omnipotent or Symbolic管理者是萬能的 還是象征性的？361. The Manager: 管理者是萬能的371.1 Omnipotent View of Management管理的萬能論Managers are directly responsib

5、le 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 organizations performance Examples: High pay of top managersResignation of Head-coaches of sport teams which has poor performance 371.1 Omnipot

6、ent View of Mana381.2 Symbolic View of Management管理的象征論Much of an organizations 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, competi

7、tors, industry conditions, technology, and the actions of previous managersManagers symbolize control and influence through their action.Example： Top managers of some state-owned enterprises381.2 Symbolic View of Manage391.3 Reality Suggests a Synthesis 管理的自主決定權(quán)Exhibit 31Constraints on Managerial Di

8、scretionP45Managers are neither all-powerful nor helpless. But their decision and action options are constrained.外部環(huán)境內(nèi)部環(huán)境391.3 Reality Suggests a Synt310Exhibit 39The External EnvironmentThe General EnvironmentThe Specific EnvironmentP57310Exhibit 39The External E3112.1 Defining the External Environ

9、mentExternal EnvironmentThose factors and forces outside the organization that affect the organizations performance. Components of the External EnvironmentSpecific environment: external forces that have a direct and immediate impact on managers decisions and actions and are directly relevant to the

10、achievement of an organizations goals.General environment: broad external conditions that may affect an organization.3112.1 Defining the External 312Exhibit 39The External EnvironmentThe General EnvironmentThe Specific EnvironmentP57312Exhibit 39The External E一般環(huán)境政府（政治、法律、政策）政府規(guī)劃、政府導(dǎo)向產(chǎn)業(yè)、政府限制產(chǎn)業(yè)、政治穩(wěn)定經(jīng)

11、濟經(jīng)濟發(fā)展狀況與周期，GDP，通脹率，匯率，基礎(chǔ)設(shè)施人口老齡化，教育，健康，技術(shù)IT，生物醫(yī)療全球化資本、貿(mào)易、人才313一般環(huán)境政府（政治、法律、政策）313314Club-Med314Club-Med315Exhibit 39The External EnvironmentThe General EnvironmentThe Specific EnvironmentP57Example:Customer Changes of Club MedBroad meaning of suppliers, bank, school, etcManagers cant afford to ignore

12、 competitorsExample: People for the Ethical Treatment of Animals 歸真堂上市315Exhibit 39The External E3162.2 How Managers deal with the Environment Affects(1) Jobs and employment環(huán)境和雇傭的關(guān)系3162.2 How Managers deal wit317民工潮的消退最低工資的上漲勞動法獨生子女政策的后果大學(xué)擴招 未來你可能的研究內(nèi)容？Examples of General environment affecting busin

13、ess317民工潮的消退Examples of General 3182.2 How Managers deal with the Environment Affects(2) Assessing Environmental Uncertainty評估環(huán)境的不確定性和復(fù)雜性The extent to which managers have knowledge of and are able to predict change their organizations external environment is affected by:Environmental Uncertainty - t

14、he degree of change and complexity in an organizations environment.Environmental Complexity - the number of components in an organizations environment and the extent of the organizations knowledge about those components.3182.2 How Managers deal witExhibit 2-3: Environmental Uncertainty MatrixP49Exhi

15、bit 2-3: Environmental Unc320(3) Managing Stakeholder Relationships 處理好利益相關(guān)者關(guān)系Who are StakeholdersAny constituencies in the organizations environment that are affected by the organizations decisions and actions是組織外部環(huán)境中受組織決策和行動影響的任何相關(guān)群體。2.2 How Managers deal with the Environment Affects320(3) Managin

16、g Stakeholder R321Exhibit 24Organizational StakeholdersP51321Exhibit 24Organizational322(3) Managing Stakeholder RelationshipsWhy Manage Stakeholder Relationships?It proved by researchers that considering the interests of all main stakeholders can lead to improved organizational performanceIts the “

17、right” thing to do given the interdependence of the organization and its external stakeholders. (to be discussed latter). External groups are sources of Inputs and outlets of outputs 322(3) Managing Stakeholder R323How to Managing Stakeholder RelationshipsWho are they- Identify the organizations ext

18、ernal stakeholders.What do they concern - Determine the particular interests and concerns of the external stakeholders.How Important -Decide how critical each external stakeholder is to the organization.Take Action -Determine how to manage each individual external stakeholder relationship.323How to

19、Managing Stakeholde3243. The Internal Environment Seven dimensions of organizational cultureImpact of a strong culture on organizations and managersSource of an organizations cultureHow culture is transmitted to employeesHow culture affects managers3243. The Internal Environmen3253.1 What Is Organiz

20、ational Culture?Personality of an organizationThe shared values, principles, traditions, and ways of doing things that influence the way organizational members act. “The way we do things around here.”Values, symbols, rituals, myths, and practicesExamples: differences between state-owned enterprises;

21、 joint ventures/ Japanese companies/American firmsEvolved over time and determine how things are done in the organization3253.1 What Is Organizational3263.1 What Is Organizational Culture?Implications:Culture is a perception.Not touched or seen, but employees perceiveExample of a few Japanese compan

22、ies. The employees pretend to be busy at work when the work is not really busy.Culture is shared. Ex：IT company in US/Traditional company in JapanCulture is descriptive.7 dimensions to describe3263.1 What Is Organizational327Exhibit 327 Dimensions of Organizational CultureP47327Exhibit 327 Dimension

23、s o328 The Internal Environment -organizational culture Mission 使命Systems process 系統(tǒng)過程Structure 結(jié)構(gòu)Resources 資源328 The Internal EnvironmentM3293.2 Strong CulturesStrong CulturesAre cultures in which key values are deeply held and widely shared.Have a strong influence on organizational members.Factors

24、 Influencing the Strength of CultureSize of the organizationAge of the organizationRate of employee turnover （離職率）Strength of the original cultureClarity of cultural values and beliefs3293.2 Strong CulturesStrong 330Exhibit 27Strong versus Weak Organizational CulturesP53330Exhibit 27Strong versus 33

25、1Benefits of a Strong CultureCreates a stronger employee commitment to the organization. 創(chuàng)造員工承諾Aids in the recruitment and socialization of new employees. 有助于招聘和文化認同F(xiàn)osters higher organizational performance by instilling and promoting employee initiative. 促進組織績效和員工創(chuàng)造力Drawbacks of strong culturePreve

26、nt employees from trying new approaches 固守成規(guī)不利嘗試新的方法2.2 Strong versus Weak Cultures 331Benefits of a Strong Cultu3323.3 Where Organizational Culture Comes From and How it ContinuesSources: 強文化的來源The organizations founder 創(chuàng)始人Vision and mission. Ex: The focus on treating employees as family members wh

27、ile doing business, Or, Aggressiveness; Ex: “Let all Chinese can afford to fly” said by Wang Zhenghua, Director of Spring Air, cost control practicesPast practices of the organization 公司的慣例The way things have been doneThe behavior of top management 公司高管行為Wang Zhenghua3323.3 Where Organizational C333

28、Exhibit 35How an Organizations Culture Is Established and MaintainedRecruitment of like-minded employees who “fit” 招聘文化認同的員工Top management 高管Socialization 社會化- The process that helps employees adapt to the organizations culture. How an organizations culture continues 公司文化的延續(xù)P48333Exhibit 35How an Or

29、ganiz3343.4 How Employees Learn CultureStories 公司的歷史故事Narratives of significant events or actions of people that convey the spirit of the organizationRituals 儀式Repetitive sequences of activities that express and reinforce the values of the organization. Example-Mary Kays cosmetic annual awards cerem

30、onyMaterial Symbols 有形信條Physical assets distinguishing the organizationExp: dress of employees, size of offices, layout of an organizationsLanguage 公司特定語言Acronyms and jargon of terms, phrases, and word meanings specific to an organization. 3343.4 How Employees Learn Cu3353.5 How Culture Affects Mana

31、gersCultural Constraints on Managers 公司文化對管理者的制約Organizational culture is explicit, not written down, not even be spoken, but they are there. Organizations Culture constrains what Managers can do and cannot do. Example: Read 羅賓斯管理學(xué) P57; Example: culture of Japanese company, report, inform, consult.

32、免費加班Simple rule for getting ahead in an organization:Find out what the organization rewards and do those things.3353.5 How Culture Affects Ma336Exhibit 36Managerial Decisions Affected by CulturePlanningThe degree of risk that plans should containWhether plans should be developed by individuals or te

33、amsThe degree of environmental scanning in which management will engageOrganizingHow much autonomy should be designed into employees jobsWhether tasks should be done by individuals or in teamsThe degree to which department managers interact with each otherP57336Exhibit 36Managerial Dec337Exhibit 36M

34、anagerial Decisions Affected by Culture (contd)Leading The degree to which managers are concerned with increasing employee job satisfactionWhat leadership styles are appropriateWhether all disagreementseven constructive onesshould be eliminated Controlling Whether to impose external controls or to a

35、llow employees to control their own actionsWhat criteria should be emphasized in employee performance evaluationsWhat repercussions will occur from exceeding ones budgetP57337Exhibit 36Managerial Dec338討論： 你找工作的時候會關(guān)注組織的文化嗎？當今組織文化的關(guān)鍵點？338討論： 你找工作的時候會關(guān)注組織的文化嗎？339討論： 當今組織文化的關(guān)鍵點？4. Current Issues in Org

36、anizational Cultural -Creating Innovative Culture-Creating Customer-responsive Culture-Creating a Workplace with Spirituality-Creating a Culture that supports diversityCreating Ethical Culture 339討論： 當今組織文化的關(guān)鍵點？4. Current 3404.1 Creating an Innovative CultureCharacteristics of innovative organizatio

37、nsChallenge and involvementFreedomTrust and opennessIdea time Playfulness/humorConflict resolutionDebatesRisk-takingP543404.1 Creating an Innovative3414.2 Creating a Customer-Responsive Culture Characteristics of customer-responsive culture Hiring outgoing and friendly employees (ones with a strong

38、interest in serving customers)Having few rigid rules, procedures, and regulationsUsing widespread empowerment of employeesHaving good listening skills in relating to customers messagesProviding role clarity to employees to reduce ambiguity and conflict and increase job satisfactionHaving conscientio

39、us（盡責的）, caring employees willing to take initiative3414.2 Creating a Customer-Re342Exhibit 210Suggestions for Managers: Creating a More Customer-Responsive CultureHire service-contact people with the personality and attitudes consistent with customer servicefriendliness, enthusiasm, attentiveness,

40、patience, concern about others, and listening skills.Design jobsGive service-contact employees the discretionReduce uncertainty.Clarify organizations commitment.P59Type of employeeType of job environmentEmpowermentRole clarityConsistent desire to satisfy and delight customersCharacteristics of custo

41、mer-responsive culture Suggestions for Managers 342Exhibit 210Suggestions f3434.3 Spirituality and Organizational CultureWorkplace Spirituality （工作場所精神境界）A culture where organizational values promote a sense of purpose through meaningful work that takes place in the context of community.工作場所精神境界是一種組

42、織文化，在這種文化中組織的價值觀通過社會背景下有意義的工作來滿足組織及員工的需要。Characteristics of a Spiritual OrganizationStrong sense of purpose 意義明確的目的Focus on individual developmentTrust and opennessEmployee empowermentToleration of employees expression3434.3 Spirituality and Organ344Reasons of promoting workplace spiritualityBenefit

43、s of Spirituality Improved employee productivityReduction of employee turnoverIncreased creativityIncreased employee satisfactionIncreased team performanceIncreased organizational performanceCritics to promote workplace spiritualityQuestion of Legitimacy Ex: Is it proper to bring religion into the w

44、orkplaceQuestion of economyCompatible or not?344Reasons of promoting workp3454.4 Creating an Ethical CultureThe content and strength of an organizations culture influences its ethical climate and ethical behavior of its members.A strong organizational culture will exert more influence on employees t

45、han a weak one.Strong organization, which is High in risk tolerance, Low to moderate aggressiveness, Focus on means as well as outcomes, tends to shape high ethical standards. 3454.4 Creating an Ethical Cu346Exhibit 37Suggestions for Managers: Creating a More Ethical CultureBe a visible role model.Communicate ethical expectations.Provide ethics training.Visibly reward ethical acts and punish unethical ones.Provide protective mechanisms so employees can discuss ethical dilemmas and report unethical behavior without fear.346Exhibit 37Suggestions fo347Workforce diversi