Professional Documents
Culture Documents
The Management Environment
The Management Environment
The Management Environment
Environment and
Organizational Culture
AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO:
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Omnipotent View of Management
Implications:
Culture is a perception.
Culture is descriptive.
Culture is shared.
Dimensions of Organizational Culture
How an Organization’s Culture Is Established and
Maintained
Strong versus Weak Cultures
Strong Cultures
Are cultures in which key values are deeply held and widely
held.
Have a strong influence on organizational members.
Factors Influencing the Strength of Culture
Size of the organization
Age of the organization
Rate of employee turnover
Strength of the original culture
Clarity of cultural values and beliefs
Benefits of a Strong Culture
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.
The Organizational Environment
1. Specific Environment
“External forces that have a direct impact on manager’s
decisions and actions and are directly relevant to the
achievement of an organization’s goals”.
An organization’s specific environment is unique to it
Forces That Make Up A Specific Environment:
1. Customers
An organization exists to meet needs and wants of its
customers and they represent a potential uncertainty to an
organization because their tastes are continuously changed
The Organizational Environment
2. Suppliers
Managers seek to ensure a constant flow of needed inputs at
the lowest possible price and a limitation and delay in supply
can constrain a manager’s decisions
3. Competitors
All organizations either NPOs, NGOs and POs ------ have
competitors
Managers cannot afford to avoid or ignore competition
For Example: PTV has completion with digital cable, satellite,
DVDs and the internet----provide customers a broader choice
The Organizational Environment
4. Pressure Groups
Managers must recognize special-interest groups that attempt
to influence the actions of organizations
A manager should have information about environmental and
human rights activists picketing, boycotting and threatening
some organizations in order to managers to get change
decisions
For Example: Pressure by PETA on McDonalds
Pressure by PALPA on PIA for improvements in incentives
The Organizational Environment
2. The General Environment
“It includes the broad economic, political/legal,
sociocultural, demographic and global conditions that
affect an organization”.
This environment does not impact very much but a
manger must consider them as they plan, organize, lead
and control
The Organizational Environment
Forces That Make Up A Specific Environment:
1.Economic Conditions
Interest rates, inflation, changes in disposable income, stock
market fluctuations and the stage of the general business cycle are
some economic factors that affect management practices
When consumers income fall or when their confidence about job
security declines, they will postpone purchasing anything that isn’t
a necessity
2. Political/Legal Conditions
Federal, State, Provincial and local laws, as well as global and
other country laws and regulations, influence what organizations
can and cannot do
Organizations spend a great deal of time and money to meet such
Governmental demands, and these reduce managerial discretion
by limiting the available choices
For Example: Quota for disables and minorities, principles of
good faith and dealings with employees by employers
Besides this, political conditions and stability of a country where
an organization operates and the attitudes that elected
Governmental officials hold towards business also influences a
manager’s decisions
The Organizational Environment
3. Sociocultural Conditions
Managers must adapt their practices to the chaining expectations
of the society in which they operate
As values, customs and tastes change, managers must also
change
For Example: The demand of more balanced life by the workers,
organizations have had to adjust by offering family leave
policies, flexible work hours and on-site child care facilities
The Organizational Environment
4. Technological Conditions
The most rapid change in general environment
Technology has introduced the automated offices, electronic
meetings, robotic manufacturing, lasers, integrated circuits, faster
and more powerful microprocessors, synthetic fuels and new
models of business
Companies that have invested in technology have higher ROI
such as google, GE, e-bay and Wal-Mart
The Organizational Environment
5. Demographic Conditions
Demographic conditions encompass trends in population
characteristics such as gender, age, level of education,
geographic location, income and family composition
Changes in these conditions may constrain how managers
plan, organize, lead and control
6. Global Conditions
Managers are challenged by an increasing number of global
competitors and markets as part of the external environment
Globalization has impacted the way as mangers plan,
organize, lead and control
How the Environment Affects Managers
Environmental Uncertainty
The extent to which managers have knowledge of
and are able to predict change their organization’s
external environment is affected by:
Complexity of the environment: the number of
components in an organization’s external environment.
Degree of change in environmental components: how
dynamic or stable the external environment is.
How the Environment Affects Managers
There are two ways the environment affects
managers
(1) Through the degree of Environmental
Uncertainty
(2) Thorough managing stakeholders
relationships
How the Environment Affects Managers
1. Assessing Environmental Uncertainty
“The degree of change and complexity in an
organization's environment is called Environmental
Uncertainty”.
Hence Environmental Uncertainty has two dimensions
(a) Degree of Change
(b) Degree of Complexity
How the Environment Affects Managers
(a) Degree of Change
Stable Environment: If components in an origination's
environment change infrequently, its called Stable
Environment
A stable environment might be one in which there are no new
competitors, few technological breakthroughs by current
competitors, little activity by pressure groups to influence the
organization and so forth e.g. Zippo Lighters have stable
environment
How the Environment Affects Managers
Dynamic Environment: If components in an origination's
environment change frequently, its called Stable Environment
A dynamic environment is highly uncertain and unpredictable
E.g. The recorded music industry faces a dynamic environment
due to digital formats and music-downloading websites
Stakeholders
Any constituencies in the organization’s environment that
are affected by the organization’s decisions and actions
Challenge and
High in risk
involvement
tolerance
Freedom
Low to moderate Trust and openness
aggressiveness Idea time
Focus on means as Playfulness/humor
well as outcomes Conflict resolution
Debates
Risk-taking
Creating a Customer-Responsive Culture
Workplace Spirituality
The recognition that people have an inner life that
nourishes and is nourished by 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