MGMT-121 Chapter Notes - Chapter 2: Business Cycle, Canadian Human Rights Act, Omnipotence
27 Jun 2018
School
Department
Course
Professor
Organizational Culture and the
Organizational Environment
Copyright Ā© 2016 Pearson Canada 2-1
Chapter 2
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Learning Outcomes:
1. Compare and contrast the actions of managers according
to the omnipotent and symbolic views.
2. Discuss the characteristics and importance of organizational
culture.
3. Describe what kinds of cultures managers can create.
4. Describe the features of the specific and general
organizational environments.
Copyright Ā© 2016 Pearson Canada 2-2
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The Manager: Omnipotent or Symbolic?
The Omnipotent View
The view that managers are directly
responsible for an organizationās success or
failure.
The quality of the organization is determined by
the quality of its managers.
Copyright Ā© 2016 Pearson Canada 2-3
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Document Summary
The view that managers are directly responsible for an organization"s success or failure. The quality of the organization is determined by the quality of its managers. The ability of managers to affect outcomes is influenced and constrained by external factors: the economy, customers, governmental policies, competitors, industry conditions, technology, and the actions of previous managers. A system of shared meaning and beliefs held by organizational members that determines, to a large degree, how they act towards each other and outsiders. Implications of an organizational culture: culture is a perception, culture is shared, culture is a descriptive term. If they were to hire people who don"t there would be a clash: top management actions, socialization (training, commitment to customer service, make sure you understand how they do things, have a good sense of socialization) Key values are deeply held and widely held.
