Scribd
Upload
41 views25 pages

Chapter 2

Uploaded by

XEON
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
41 views25 pages

Chapter 2

Uploaded by

XEON
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 25

UNDERSTANDING

MANAGEMENT CONTEXT

Constraints and Challenges


The External Environment
 Refers to factors and forces outside the
organization that affect the performance.
 Economic component—interest rates, inflation,
stock market fluctuations etc.
 Demographic – age, race, gender, income and
family composition.
 Political--- state, federal local as well as global
laws.
 Socio cultural--- values, attitudes, lifestyle, beliefs,
tastes and patterns of behavior.
 Technological--- scientific and industrial innovations
 Global – related with global issues and world
economy
How external environment affects
Managers

 Environment challenges managers


through—
1. Impact on job and employment

2. Environmental uncertainty

3. Stakeholders relationships
JOBS AND EMPLOYMENT
 Create challenges for mangers who must
balance work demands and having
enough of the right types of people with
he right skills to do organizations’ work.
 Not only the available jobs but also how
those jobs are created and managed.
 E.g. freelancers hired to work on an as
needed basis or by temporary workers
who work full-time but are not
permanent employees.
 As a manage, you’ll need to recognize
how these work arrangements affect the
way you plan, organize, lead and
control.
ASSESSING ENVIRONMENTAL
UNCERTAINITY

 Refers to the degree of change and


complexity in an organizations’
environment.
Degree of change

 Dynamic environment –components in


an organizations’ environment change
frequently.
 Stable environment---no new
competitors, few technological
breakthroughs by current competitors.
Etc.
If the change is

predictable, is
that considered
dynamic
Degree of Complexity
 Looks at the number of components in
an organization’s environment and the
knowledge that the organization has
about those components.

 Simple environment –fewer competitors,


customers, supplies, govt. agencies and so
forth faces, a less complex and uncertain
environment.
 Complex environment– with diversified
environmental components
MANAGEING STAKEHOLDERS RELATIONS

 STAKEHOLDERS---constituencies in the
organization’s environment that are
affected by an organization’s decisions
and actions. It includes;

 Internal stakeholders
 External stakeholders
Why managers should manage
stakeholder relationships

 It can lead to desirable organizational


outcomes.
 It depends on external groups as sources
of inputs[resources] and as outlets for
outputs[goods and services].
ORGANIZATIONAL CULTURE
 Refers to the shared values, principles,
traditions and ways of doing things that
influence the way organizational
members act.
 Definition of culture implies three things;

1. Culture is a perception

2. Culture is descriptive

3. Shared aspect of culture


7 Dimensions of Culture
Where culture comes from

 Vision of founder
 Actions of top management
 Socialization
How Employees Learn
Culture
 STORIES
 RITUALS
 MATERIAL ARTIFACTS AND SYMBOLS
 LANGUAGE
HOW CULTURE AFFECTS MANAGER

An organization’s culture especially a


strong one, influences and constrains the
way managers plan, organize, lead and
control.
Issues in Organizational
Culture

 Creating an innovative culture


 Creating a Customer-Responsive Culture
 Spirituality and Organizational Culture
Characteristics of
Innovative Culture
 Challenge and involvement
 Freedom
 Trust and openness
 Playfulness/humor
 Conflict resolution
 Debates
 Risk-taking
Characteristics of Spiritual Organizations

1. Strong sense of purpose


2. Focus on individual
development
3. Trust and openness
4. Employee empowerment
5. Toleration of employee
expression

You might also like