MANAGING THE
ENVIRONMENT
AND THE
ORGANIZATIONS
CULTURE
3
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LEARNING OBJECTIVES
1.
Contrast the actions of managers according to the omnipotent
and symbolic views.
2.
Describe the constraints and challenges facing managers in
todays external environment.
Develop your skill at scanning the environment so you can
anticipate and interpret changes taking place.
3.
Discuss the characteristics and importance of organizational
culture.
Know how to read and assess an organizations culture.
4.
Describe current issues in organizational culture.
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READING AN ORGANIZATIONS CULTURE:
FIND ONE WHERE YOU'LL BE HAPPY
A key to success in
management and in your
career is knowing how to
read an organizations
culture so you can find one
in which youll be happy.
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SCANNING THE ENVIRONMENT
Do background work. Check out the companys
Web site.
What impression do you get from it? Are corporate values
listed? Mission Statement?
Observe the physical surroundings and corporate
symbols.
Notice visible symbols of organizational culture, such as,
logos, signs, posters, pictures, photos, style of dress, etc.
How would you characterize the people who work
there ? Are they formal? Casual? Serious? Jovial? Open?
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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 external
forces outside managers control.
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MANAGERIAL CONSTRAINTS
In reality, managers are neither all-
powerful nor helpless. But their decisions
and actions are constrained.
As you can see in Exhibit 3-1, external
constraints come from the organizations
environment and internal constraints
come from the organizations culture.
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EXHIBIT 3-1
CONSTRAINTS ON MANAGERIAL DISCRETION
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THE EXTERNAL ENVIRONMENT:
CONSTRAINTS AND CHALLENGES
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THE EXTERNAL ENVIRONMENT
The External Environment: Those factors and forces
outside the organization that affect its performance. The
external environment includes several different
components.
Economic Encompasses factors such as interest
rates, inflation, changes in disposable income, stock
market fluctuations, and business cycle stages.
Demographic Concerned with trends in population
characteristics such as age, race, gender, education
level, geographic location, income and family
composition.
Political/Legal Concerned with federal, state and local
laws, and global laws.
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THE EXTERNAL ENVIRONMENT
(CONT.)
Technological Concerned with scientific
or industrial innovations.
The Sociocultural Concerned with
societal and cultural factors such as
values, attitudes, trends, traditions and
lifestyles, beliefs, tastes, and patterns of
behavior.
Global Encompasses issues associated
with globalization and a world economy.
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THE EXTERNAL ENVIRONMENT
(CONT.)
The demographic component is concerned with
trends in population characteristics such as age,
race, gender, education level, geographic
location, income, and family composition.
The political/legal component looks at federal,
state, and local laws, as well as global laws and
laws of other countries. It also includes a
countrys political conditions and stability.
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EXHIBIT 3-2
COMPONENTS OF THE EXTERNAL ENVIRONMENT
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FACTORS IMPACTING GLOBAL
BUSINESSES
Like many global businesses, Nestl is facing
increased commodity (raw materials) costs.
Nestl, the maker of products from Crunch chocolate
bars to Nescaf coffee to Purina pet foods, spends
more than $30 billion a year on raw materials.
Commodity costs are just one of the many volatile
economic factors facing organizations. Managers
need to be aware of the economic context so they
can make the best decisions for their organizations .
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THE GLOBAL ECONOMY AND THE
ECONOMIC CONTEXT
The lingering global economic challenges once
described as the Great Recession by some analysts
began with the turmoil in the United States housing
market.
As credit markets collapsed, businesses were
impacted.
Credit was no longer readily available to fund
businesses.
Economic difficulties spread across the globe.
The fragile economic recovery continues to be a
business constraint.
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ECONOMIC INEQUALITY AND THE
ECONOMIC CONTEXT
As economic growth has languished and
sputtered, and as peoples belief that
anyone could prosper declined, social
discontent over growing income gaps
has increased.
Business leaders must realize that
societal attitudes in the economic
context have the potential to create
constraints.
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The Demographic
Environment
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THE DEMOGRAPHIC ENVIRONMENT
(CONT.)
The size and characteristics of a countrys population can have
a significant effect on what its able to achieve in politics,
economics, and culture.
Baby Boomers Born between 1946 and 1964, one of the
largest and most influential demographic groups in history.
Gen Y or (Millennials) Children of Baby Boomers, born
between 1978 and 1994, making an impact on technology and
the workplace.
Post-Millennials The youngest group identified age group
basically teens and middle-schoolers. They have also been
called the iGeneration because advances in technology have
customized everything to the individual.
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ASSESSING ENVIRONMENTAL
UNCERTAINTY
Environmental uncertainty refers to the degree of
change and complexity in an organizations
environment.
The first dimension of uncertainty is change.
1. Organizations are stable, minimal change
2. Organizations are dynamic, frequent change
Organizational Complexity refers to the number
of components in an organizations environment
and the extent of the organizations knowledge
about those components.
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EXHIBIT 3-3
ENVIRONMENTAL UNCERTAINTY MATRIX
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MANAGING STAKEHOLDER
RELATIONSHIPS
The nature of stakeholder relationships is another
way in which the environment influences
managers. The more obvious and secure these
relationships, the more influence managers will
have over organizational outcomes.
Stakeholders Any constituencies in an
organizations decisions and actions.
Exhibit 3 - 4 identifies some of the organizations
most common stakeholders which includes both
internal and external constituent groups.
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EXHIBIT 3-4
ORGANIZATIONAL STAKEHOLDERS
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THE BENEFITS OF GOOD
STAKEHOLDER RELATIONSHIPS
Improved predictability of
environmental changes
Increased successful innovations
Increased trust among stakeholders
Greater organizational flexibility to
reduce the impact of change
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ORGANIZATIONAL CULTURE:
CONSTRAINTS AND CHALLENGES
Just as each individual has a unique
personality traits and characteristics
influence the way we act and interact with
others. An organization, too, has a
personality, which is referred to as
organizational culture.
An organizations culture can make employees
feel included, empowered, and supported or it
can make them feel the opposite.
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ORGANIZATIONAL CULTURE
Organizational Culture The shared values, principles,
traditions, and ways of doing things that influence the way
organizational members act and that distinguish the organization
from other organizations.
Cultural Values and practices evolve over time.
Organizational Culture is:
Perception based on employee experience within the
organization.
Descriptive how members describe it.
Shared employees share perception and experiences.
Research suggests seven dimensions of culture that seem to
capture the essence of an organizations culture. These
dimensions are shown in Exhibit 3-5 and range from low to high.
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EXHIBIT 35
DIMENSIONS OF ORGANIZATIONAL CULTURE
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CONTRASTING ORGANIZATIONAL CULTURE
In many organizations, one cultural dimension is
often emphasized more than others and
essentially shapes the organizations
personality and the way the organization works.
For example, Sony Corporation focuses on
product innovation and risk-taking. The
company lives and breaths innovations, and
employees behaviors support that goal.
(Product Orientation).
Conversely, Southwest Airlines focuses on its
employees and has made them a central focus
of its culture. (People Orientation).
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EXHIBIT 3-6
CONTRASTING ORGANIZATIONAL CULTURE
Risk-taking and change
discouraged
Creativity discouraged
Close managerial
supervision
Work activities designed
around the individual
employee
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Risk-taking and change
rewarded
Creativity and innovation
rewarded
Management trusts
employees
Work designed around
teams
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CONTRASTING CULTURAL VALUES
(CONT.)
Exhibit 3-6 illustrates how the
dimensions of culture can create
significantly different cultures.
Both Organization A and Organization B
are manufacturing firms, but each
company emphasizes a different
dimension that have shaped
organizational culture.
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EXHIBIT 3-7
STRONG VERSUS WEAK CULTURES
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STRONG CULTURES
All organizations have cultures, but not all
cultures equally influence employees behaviors
and actions.
Strong CulturesOrganizational cultures in
which the key values are intensely held and
widely shared.
. organization's
The more employees accept the
key values and greater their commitment to
those values, the stronger the culture.
The stronger the culture becomes, the more it
affects the way managers plan, organize, lead,
and control.
Strong
Cultures
are associated with high
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organizational performance.
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Strong
Cultures
Apples strong culture of
product innovation and
customer-service reflects the
core values of its visionary
cofounder, Steve Jobs. Jobs
instilled these core values in
all employees, from top
executives to sales
associates, such as the
Genius Bar employee shown
here training a customer at
the Apple Store in
Manhattan.
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WHERE CULTURE COMES FROM
AND HOW IT CONTINUES
Exhibit 3-8 illustrates how an
organizations culture is established and
maintained.
Organizational Culture usually reflects
the vision of the founder.
The small size of most new organizations
makes it easier to establish
organizational culture.
Once culture is established,
organizational practices help to maintain
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EXHIBIT 3-8
ESTABLISHING AND MAINTAINING
CULTURE
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HOW EMPLOYEES LEARN
CULTURE
Employees learn an organizations
culture in a number of ways. The most
common are stories, rituals, material
symbols, and language.
Stories organizational stories abut
significant events in the life of the
company help keep culture alive.
Rituals repetitive sequences of
activities that express and reinforce
important organizational values and
goals.
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HOW EMPLOYEES LEARN CULTURE
(CONT.)
Material Artifacts and Symbols convey to
employees what is important and the kinds
of expected behaviors, ex. Risk-taking, etc.
Language many organizations or units of
an organization use language to identify and
unite members of a culture. New employees
are frequently overwhelmed with acronyms
and jargon that quickly becomes a part of
their language.
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EXHIBIT 3-9
TYPES OF MANAGERIAL DECISIONS
AFFECTED BY CULTURE
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Creating an
Innovative
Culture
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EXHIBIT 3-10
CREATING A CUSTOMER-RESPONSIVE CULTURE
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CREATING A CUSTOMER-RESPONSIVE
CULTURE (CONT.)
Research shows that customer
satisfaction is directly related to
customer spending and
consumption.
Satisfied customers will be repeat
customers for businesses.
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SPIRITUALLY AND ORGANIZATIONAL
CULTURE
Workplace Spiritually A culture where
organizational values promote a sense of
purpose through meaningful work that takes
place in the context of community.
Organizations with a spiritual culture recognize
that people:
Have a mind and spirit.
Seek to find meaning and purpose in their
work.
Desire to connect with others and be a part of
a community.
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FIVE CULTURAL CHARACTERISTICS
OF SPIRITUAL ORGANIZATIONS
Research indicates that Spiritual Organizations have
five characteristics:
1. Strong sense of purpose, culture built around
meaningful purpose.
2. Focus on individual development, recognize worth
and value of individuals.
3. Trust and openness, characterized by mutual trust,
honesty, and openness.
4. Employee empowerment, managers trust
employees to make good decisions.
5. Tolerance of employee expression, employees free
to express emotions.
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REVIEW OF LEARNING OBJECTIVE 3.1
Contrast the actions of managers according to
the omnipotent and symbolic views.
1. Omnipotent View Managers are directly responsible for
the organizations success or failure.
2. Symbolic View Much of the organizations success or
failure is due to external forces outside of the managers
control.
3. The two constraints on managers' discretion are
organizational culture (internal) and the environment
(external).
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REVIEW OF LEARNING OBJECTIVE
3.2
Describe the constraints and challenges facing
managers in todays external environment.
1. The external environment includes those factors and forces
outside the organization that affect its performance.
2. The main components of the external environment are,
economic, demographic, political/legal, Sociocultural,
technological, and global.
3. Managers face constraints and challenges from these
components because they have an impact on jobs,
environmental uncertainty, and stakeholder relationships.
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REVIEW OF LEARNING OBJECTIVE
3.3
Discuss the characteristics and importance of
organizational culture.
1. The seven dimensions of culture are: attention to detail, outcome
orientation, people orientation, team orientation, aggressiveness,
stability, innovation and risk taking.
2. The stronger the culture, the greater the impact on the way
managers plan, organize, lead, and control.
3. The original source of the organizational culture reflects the
founders vision.
4. Culture is transmitted through stories, rituals, material symbols,
and language.
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REVIEW OF LEARNING OBJECTIVE
3.4
Describe current issues in organizational culture.
1. The characteristics of an innovative culture are challenge and
involvement, freedom, trust and openness, idea time,
playfulness/humor, conflict resolution, debates, and risk taking.
2. A customer responsive culture has five characteristics: outgoing
and friendly employees; jobs with few rigid rules, procedures, and
regulations; empowerment; clear roles and expectations; and
employees who are conscientious in their desire to please the
customer.
3. Spiritual organizations have five characteristics: strong sense of
purpose, focus on individual development, trust and openness,
employment, and toleration of employee expression.
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