Principles of Management: Chapter Three

views of management
omnipotent view and symbolic view
omnipotent view of management
managers are directly responsible for an organization’s success or failure
symbolic view of management
external forces are directly responsible for an organizations success or failure; managers have limited effect on outcomes
current dominant assumption in management theory
an emphasis on the view that managers are omnipotent
organizational culture
is concerned with how members perceive the organization, not whether they like the organization
strong cultures
have a greater influence on employees than do weak cultures
stories rituals symbols language
the most significant ways through which corporate are transmitted to employees
microsoft terms
work judo, eating your own dog food, flat food are using, organizational languages
original source of organizations culture
reflects the vision or mission of the organizations founder
fairly straight forward
the link between organizational values and managerial behavior
organizations culture
affects manager by establishing what is appropriate and expected behavior
organizations specific language
in learning; members are displaying their willingness to help preserve the culture of the organization
spiritual organization culture
a company that promarily values a strong sense of purpose through meaningful work
workplace spirituality
important in the contemporary workplace because it helps to restore a sense of community
customers, suppliers, pressure groups
the main forces which make up an organiations specific environment
sociocultural conditions
consist of changing expectations and values within society