management organizational culture 4.pptx

Management principle

1. Omnipotent view of Management Managers are directly responsible for an organization’s success. If a company thrives, the credit goes to leadership. If a company struggles, management is blamed. The quality of the organization determined by the quality of managers. This view assumes that managers can shape an organization's future through their decisions and strategies. Omnipotent and Symbolic Views of Management

2. Symbolic view of Management This view assumes that m uch of the organization’s success or failure is due to external forces outside of the manager’s control. The economy, market trends and competitors have a bigger impact than managerial actions, so managers cannot control these unpredictable factors. Omnipotent and Symbolic Views of Management

3. Organizational Culture Organizational culture has been described as the shared values, principles, traditions and way of doing things that influences the way organizational member act. Organizational Culture

4. Strong and Weak Culture Strong Culture Values are widely shared Most employee can tell the stories about the company history. Strong connection between shared values and behaviors Weak Culture Employee have little knowledge about the company history. Employee have little identification with culture. Little connection between shared values and behavior. Organizational Culture

5. Dimensions of Organizational Culture There are seven dimensions of an organization’s culture: Innovation and Risk-taking.  The degree to which employees are encouraged to be innovative and to take risks. Attention to Detail.  The degree to which employees are expected to exhibit precision, analysis and attention to detail. Outcome Orientation.  The degree to which managers focus on results or outcomes rather than on techniques used to achieve these outcomes. Organizational Culture

6. People Orientation . The extent to which management considers the effects of decisions on employees. Team Orientation.  The degree to which work activities are organized around teams rather than individuals. Aggressiveness.  The degree to which people are competitive rather than easy-going and cooperative. Stability . The degree to which organizational activities emphasize maintaining the status quo (current Situation) in contrast to growth or change. Organizational Culture