Management 3

the view that managers are directly resposible for an organization's success or failure

the view that much of an organization's success or failure is due to the external forces outside a manager's control

the shared values, principles, traditions, and ways of doing things that influence the way organizational members act

organizational cultures in which the key values are intensely held and widely shared

the process that helps employees adapt to the organizations culture

• visible role model
• communicate ethical expectations
• provide ethics training
• reward and punish
• provide protective mechanisms

• challenge and involvement
• freedom
• trust and openness
• idea time
• playfulness
• conflict resolution
• debates
• risk-taking

a feature of a culture where organizational values promote a sense of purpose through meaningful work that takes place in the context of community

factor and forces outside an organization that affect the organization's performance; includes specific and general

external forces that have a direct impact on manager's decisions and actions and are directly relevant to the acievement of an organizations goals; customers, suppliers, competitors, pressure groups

broad external conditions that may affect an organiazation; economic, global, political/legal, sociocultural, technological, demographics

the degree of change and complexity in an organization's environment

the number of components in an organization's environment and the extent of the organization's knowledge about those components

any constituencies in an organization's environment that are affected by the organization's decisions and actions; employees, customers, action groups, competitors, gvmt, media, suppliers, communities, shareholders, unions, trade associations

• attention to detail
• outcome orientation
• people orientation
• team orientation
• aggressiveness
• stability
• innovation and risk taking

• stories
• rituals
• material symbols
• language