Chapter 3
Organization Culture and the Environment: The Constraints
The Manager: Omnipotent or Symbolic? 经理：万能的或象征性的？
Omnipotent View of Management管理万能观
Managers are directly responsible for an organization’s success or failure. 管理者直接负责组织的成功或失败。
The quality of the organization is determined by the quality of its managers. 组织的质量取决于其管理者的质量。
Managers are held most accountable for an organization’s performance. 管理者对组织的绩效最负责任。
Symbolic View of Management管理象征观
Much of an organization’s success or failure is due to external forces outside of managers’ control. 一个组织的成功或失败大部分是由于处于管理者控制之外的外部力量造成的。 The ability of managers to affect outcomes is influenced and constrained by external factors. 管理者影响结果的能力受到外部因素的影响和制约。
（The economy, customers, governmental policies, competitors, industry conditions, technology, and the actions of previous managers）
（经济，客户，，竞争对手，行业状况，技术，和以前的管理者的行为）
Parameters of Managerial Discretion
对管理权限的约束
Organizational Culture组织文化
A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other.
组织成员共有的能够影响其行为方式的价值观，原则，传统和做事方式 “The way we do things around here.” “我们在这里做事情的方式。”
Values, symbols, rituals, myths, and practices价值观、符号、习惯、传闻和实践
Implications含义:
Culture is a perception. 是一种观念。 Culture is shared. 文化被共享。 Culture is descriptive. 可以描述的。
Dimensions of Organizational Culture
Strong versus Weak Cultures 强势文化与弱势文化
Strong Cultures强势文化
Are cultures in which key values are deeply held and widely held. 核心价值观被强烈坚持和广泛共享的文化。 Have a strong influence on organizational members. 对组织成员有很强的影响力。
Organizational Culture组织文化
Sources of Organizational Culture组织文化的来源
The organization’s founder该组织的创始人 Vision and mission愿景与使命
Past practices of the organization组织过去的实践
The way things have been done做事的方式 The behavior of top management高层管理者的行为
Continuation of the Organizational Culture 组织文化的延续
Rcruitment of like-minded employees who “fit” “适合”的、志同道合的员工的招募
Socialization of new employees to help them adapt to the culture 新员工的社会化，以帮助他们适应文化
How an Organization’s Culture Is Established and
Maintained？
如何建立和维持一个组织的文化？
How Employees Learn Culture？ 员工如何学习文化？
Stories故事
Narratives of significant events or actions of people that convey the spirit of the organization
传达组织精神的人的重大事件或行为的叙述
Rituals仪式
Repetitive sequences of activities that express and reinforce the values of the organization 重复序列的活动，表达和加强组织的价值
Material Symbols物质符号和人工景观
Physical assets distinguishing the organization区分组织的有形资产
Language语言
Acronyms and jargon of terms, phrases, and word meanings specific to an organization 具体到一个组织的缩略语和术语词汇，短语和词的意义。
How Culture Affects Managers？ 文化如何影响管理者？
Planning计划
The degree of risk that plans should contain 计划应包含的风险程度
Whether plans should be developed by individuals or teams 计划是否应该由个人或团队制定
The degree of environmental scanning in which management will engage 管理层对环境的考察程度
Organizing组织
How much autonomy should be designed into employees’ jobs. 在员工工作中应包含多少自主权
Whether tasks should be done by individuals or in teams 任务应该由个人还是团队完成
The degree to which department managers interact with each other
各部门管理者之间相互作用的程度
Leading领导
The degree to which managers are concerned with increasing employee job satisfaction 管理者对提高员工工作满意度的关注程度 What leadership styles are appropriate 什么领导风格是适当的
Whether all disagreements—even constructive ones—should be eliminated 是否所有的意见分歧—即使是建设性的—都应该被清楚
Controlling控制
Whether to impose external controls or to allow employees to control their own actions 是否实施外部控制或允许员工控制自己的行为
What criteria should be emphasized in employee performance evaluations 在员工绩效评估中应强调哪些标准
What repercussions（反响） will occur from exceeding one’s budget 什么反响将会发生
Organization Culture Issues
Creating an Ethical Culture创造一种道德文化
High in risk tolerance高风险承受能力
Low to moderate aggressiveness低至适中的激进性 Focus on means as well as outcomes专注于手段和结果
Creating an Innovative Culture创造一种创新文化
这种文化包括:
Challenge and involvement挑战与参与 Freedom自由
Trust and openness信任与开放 Idea time详尽表述个人想法的时间 Playfulness/humor包含趣味/幽默
Conflict resolution冲突解决方案（决策与选择基于个人利益还是集体利益） Debates辩论（是否被允许表述个人观点） Risk-taking冒险（是否被提倡或被奖励）
Creating a Customer-Responsive Culture创建一个客户响应的文化
Hiring the right type of employees (ones with a strong interest in serving customers) 雇佣合适的员工（对服务客户有很强的兴趣）
Having few rigid rules, procedures, and regulations有几个严格的规定，程序和规定 Using widespread empowerment of employees对员工进行广泛授权 Having good listening skills in relating to customers’ messages 遇到客户的信息时有着良好的倾听技巧，
Providing role clarity to employees to reduce ambiguity and conflict and increase job satisfaction向员工提供明确的角色，减少歧义和冲突，提高工作满意度 Having conscientious, caring employees willing to take initiative 拥有认真负责的、愿意主动关心他人的员工
Spirituality and Organizational Culture职场精神与组织文化
Workplace Spirituality职场精神
The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community. 提倡员工通过在集体环境中从事有意义的工作来获得对目的的感知
Characteristics of a Spiritual Organization职场精神的特征
Strong sense of purpose强烈的目的感 Focus on individual development注重个体发展 Trust and openness信任与开放 Employee empowerment对员工授权
Toleration of employees’ expression对员工意见的包容
Benefits of Spirituality 职场精神的益处
Improved employee productivity提高员工生产率 Reduction of employee turnover减少员工流失 Stronger organizational performance更强的组织绩效 Increased creativity增加创造力
Increased employee satisfaction提高员工满意度 Increased team performance提高团队绩效 Increased organizational performance提高组织绩效
External Environment外部环境
Defining the External Environment定义外部环境
The forces and institutions outside the organization that potentially can affect the organization’s performance. 可能会影响组织绩效的组织外部的力量和因素。
Components of the External Environment外部环境的组成部分
Specific environment具体环境: external forces that have a direct and immediate impact on the organization. 对组织有直接和直接的影响的外部力量。
General environment一般环境: economic, socio-cultural, political/legal, demographic,
technological, and global conditions that may affect the organization.
可能会影响组织的经济，社会文化，政治/法律，人口，技术，全球等方面的情况，
The External Environment
How the Environment Managers？
外部环境如何影响管理者？
Environmental Uncertainty环境不确定性 外部环境的变化程度和复杂程度
Affects
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环境的复杂性:
the number of components in an organization’s external environment. 组织外部环境中的组成成分的数量
Degree of change in environmental components环境成分变化的程度:
how dynamic or stable the external environment is. 外部环境的活跃程度和稳定程度
Environmental Uncertainty Matrix环境不确定性矩阵
Stakeholder Relationships 利益相关者的关系
Stakeholders利益相关者
Any constituencies in the organization’s external environment that are affected by the organization’s decisions and actions组织的外部环境中的任何受到该组织的决策和行动的影响的任何相关者
Why Manage Stakeholder Relationships?
为什么管理利益相关者的关系？
It can lead to improved organizational performance. 它可以提高组织绩效。
It’s the “right” thing to do given the interdependence of the organization and its external stakeholders.鉴于组织和它的外部利益相关者的相互依存关系，这是“正确”的事情。
Managing Stakeholder Relationships 管理利益相关者关系
Identify the organization’s external stakeholders. 确定本组织的外部利益相关者。
Determine the particular interests and concerns of the external stakeholders. 确定外部利益相关者的特殊利益和关切
Decide how critical each external stakeholder is to the organization. 确定每个外部利益相关者对组织的关键程度
Determine how to manage each individual external stakeholder relationship. 确定如何管理每个的外部利益相关者的关系
Organizational Stakeholders组织利益相关者
