Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc.

c. publishing as Prentice Hall 2-1

 The Manager:
Omnipotent or Symbolic?
• Omnipotent View of Management - the view
that managers are directly responsible for an
organization’s success or failure.
• Symbolic view of Management - the view that
much of an organization’s success or failure is
due to external forces outside managers’
control.

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Exhibit 2-1: Constraints on Managerial Discretion

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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 The External Environment:
Constraints and Challenges
• External Environment - those factors and forces
outside the organization that affect its performance.
• Components of the External Environment
– Specific environment: External forces that have a direct
and immediate impact on the organization
– General environment: Broad economic, socio-cultural,
political/legal, demographic, technological, and global
conditions that may affect the organization

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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Exhibit 2-2: Components of External Environment

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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 Environmental Uncertainty and
Complexity
• Environmental Uncertainty - the degree of
change and complexity in an organization’s
environment.
• Environmental Complexity - the number of
components in an organization’s environment
and the extent of the organization’s
knowledge about those components.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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Exhibit 2-3: Environmental Uncertainty Matrix

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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Who Are Stakeholders?

• Stakeholders - any constituencies in the

organization’s environment that are affected
by an organization’s decisions and actions.

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Exhibit 2-4: Organizational Stakeholders

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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Managing Stakeholder Relationships

1. Identify the organization’s 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.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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What Is Organizational Culture?
• Organizational Culture - The shared values,
principles, traditions, and ways of doing things
that influence the way organizational
members act.
• Strong Cultures - Organizational cultures in
which key values are intensely held and widely
shared.

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Exhibit 2-5: Dimensions of Organizational Culture

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Where Does Culture Come From?

• Organization founder
• Vision and mission
• Past practices
• Top management
behavior
• Socialization - The
process that helps
employees adapt to the
organization’s culture.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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How Do Employees Learn Culture?

• Stories - Narratives of significant events or

people, e.g. organization founders, rule
breaking, reaction to past mistakes etc.
• Rituals - Sequences of activities that express
and reinforce the important values and goals
of the organization

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How Employees Learn Culture (cont.)

• Material Artifacts and Symbols - Convey the

kinds of behavior that are expected, e.g. risk
taking, participation, authority, etc.
• Language - Acts as a common denominator
that bonds members

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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 Exhibit 2-7: Strong vs. Weak Cultures

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Benefits of a Strong Culture

• Creates a stronger employee commitment to

the organization
• Aids in the recruitment and socialization of
new employees
• Fosters higher organizational performance by
instilling and promoting employee initiative

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Exhibit 2-8: Establishing and Maintaining Culture

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How Does Culture Affect Managers?

• Cultural Constraints on Managers

– Whatever managerial actions the organization
recognizes as proper or improper on its behalf
– Whatever organizational activities the organization
values and encourages
– The overall strength or weakness of the
organizational culture

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 Exhibit 2-9: Managerial Decisions
Affected by Culture

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 How Do You Create a Customer
Responsive Culture?
• Hire the right type of employees (those with a
strong interest in serving customers)
• Have few rigid rules, procedures, and
regulations
• Use widespread empowerment of employees
• Have good listening skills in relating to
customers’ messages

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 How Do You Create a Customer
Responsive Culture?
• Provide role clarity to employees in order to
reduce ambiguity and conflict and to increase
job satisfaction
• Have conscientious, caring employees willing
to take initiative

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Spirituality and Culture
• Workplace Spirituality - a culture where
organizational values promote a sense of purpose
through meaningful work that takes place in the
context of community
• Characteristics of a Spiritual Organization
– Strong sense of purpose
– Focus on individual development
– Trust and openness
– Employee empowerment
– Toleration of employees’ expression

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