ORGANIZATIONAL CULTURE AND ENVIRONMENT o Supervise

o Sustain
1. Manager’s Dilemma
o Uphold
 Manager - is a person who is responsible for o Assume responsibility for the work
a part of a company, i.e., they ‘manage‘ the of others in his group, team,
company. department or organization.
 Top-Level
 Dilemma - situation in which different choic
has to be made between two alternatives o general and strategic
especially equally undesirable ones. o long-term organizational concerns
o emphasize organization's stability,
Manager's Dilemma
development, progress and overall
A dilemma is a complicated issue created when a
efficiency and effectiveness
manager has to accomplish more than one goal at a
time, and at first glance there is no right answer.  As an Authority

OMNIPOTENT VIEW SYMBOLIC VIEW o designing strategies

1.Managers are directly
responsible for an
organization’s success or
failure.
1. Managers are not
directly responsible for an
organization’s success or
failure.
o controlling various resources
o must act as organizational guides to
elaborate organizational purpose
Therefore, a quality manager must have:

2.Quality 2. whole control is not on o Conceptual Skills

Organization=Quality
Manager/s
3.Manager’s
Permormance influences
the organization’s goals.
4. Manager’s ability is to
gain success and failure by
good or bad performance
(e.g. Coaches, Faculties,
Group Leaders,
supervisors etc,)
Omnipotent View: management view that
managers are directly responsible for organization's
success or failure.
 Functions and Roles of Managers
managers
quality of
organization≠quality of
managers
3. Manager’s
Permormance does not
influence the
organization’s goals
4.Manager’s ability to
affect the outcomes are
influenced by limited
external factors.
(e.g. economy,customers,
competitors,
governmental policies,
industry conditions,
technology)
2. Organizational Culture
o Communication Skills
o Technical Skills
 Dilemma Management: is the process of
addressing complicated problems and
resolving them in a systematic manner.
 Symbolic View
Symbolic view of management is the view
managers have a limited effect substantive
organizational outcomes because of large
number of factors outside their controls.
o Factors:
 the economy
 governmental policies
 competitors
 industry conditions
 technology
 action of previous
managers
  refers to the shared beliefs, values,
attitudes, principles and different actions
that affects a member or members of an
organization (Robbins, S.2010).
Dimensions of Organizational Culture
1. Attention to Detail - employees are expected to
exhibit precision, analysis, and attention to detail.
2. Outcome Orientation - managers are focus on
results or outcomes rather than on how these
outcomes are achieved.
3. People Orientation - management decisions take
into account the effects on people in the
organization.
4. Team Orientation - work is organized around
teams rather than individuals.
5. Aggressiveness - employees are aggressive and
competitive rather than cooperative.
6. Stability - which organizational decisions and
actions emphasize maintaining the status quo.
7. Innovation and Risk Taking - employees are
encouraged to be innovative and take risk.
 Basic Elements of Culture:
o Artifacts
o Values
o Assumptions
 How Employees Learn Culture:
o Stories
o Rituals
o Material Symbols
o Language
 Managerial Decisions Affected by Culture:
o Planning
o Organizing
o Leading
o Controlling
3. Managing Workforce Diversity: means
similarities and differences among employees in
terms of age, cultural background, physical
abilities, and disabilities, race, religion, gender,
and sexual orientation.
1. Start with hiring.
2. Create with inclusive policies and practices.
3. Provide Diversity Training
4. Facilitate Effective Communication
5. Encourage Interaction.
4. The Environment
 Internal Environment - direct and
immediate impact to organization.
 External Environment - affects
organization’s impact indirectly.
Environmental Scanning: A process of gathering,
analyzing, and dispensing information for tactical or
strategic purposes.
5. Managing in a Global Environment
 Different Types of Global Organizations:
o Multinational Corporation
o Transnational Corporation
o Borderless Organization
 Global Perspectives:
o Ethnocentric
o Polycentric
o Geocentric
 Four Stages of Globalization:
o Domestic Stage
 o International
o Multinational
o Global
PLANNING
1. Foundations of Planning
 What is Planning?
o A primary managerial activity that
involves:
 Defining the organization’s goals
 Establishing an overall strategy for
achieving those goals
 Developing plans for organizational
work activities.
2. Organizational Goals and Objectives
 Types of Planning
o Informal: not written down, short-term
focus; specific to an organizational unit
o Formal: written, specific, and long-term
focus, involves shared goals for the
organization.
 Elements of Planning
o Goals: desired outcomes for individuals,
groups, or entire organizations
o Plans: documents that outline how
goals are going to be met; describe how
resources are to be allocated and
establish activity schedules
 TYPES OF GOALS:
Financial Goals and Strategic
Goals
 TYPES OF PLANS:
Strategic Plans, Operational Plans,
Long-Term Plans, Short-Term Plans,
Specific Plans, Directional Plans,
Single-Use Plan, Standing Plans
 Establishing Goals and Developing Plans
o Approaches of Goal Setting
 Traditional goal setting: an
approach in which goals are set at
the top level of an organization and
then broken-down into sub goals
for each level of the organization.
o Management By Objectives (MBO): A
process of setting mutually agreed upon
goals and using these goals to evaluate
employee performance.
 Steps in Goal Setting:
1. Review the organization’s mission
statement
2. Evaluate available resources
3. Determination of goals
4. Write down and communicate the
goals
5. Review of results.
 Goals and objectives provide the foundation
for measurement.
o Goals vs. Objectives
 Goals are outcome statements
that define what an
organization is trying to
accomplish, both
programmatically and
organizationally.
 Objectives are very precise,
time-based, measurable actions
that support the completion of
a goal.
 Measures: actual metrics used to gauge
performance on objectives.
o Without measurement, you cannot
tell where you have been, where you
are now, or if you are heading in the
direction you are intending to go.
 As a general rule, organizational goals focus
on four major areas:
(i) Financial and other monetary measures;
(ii) Environmental relationships;
(iii) Participants in the organization; and
(iv) Survival.
  Goals, Objectives, and Planning
o Planning: Vision and a Mission; Vision
Statement; and Mission Statement
 Goals, Objectives, and Organizing, Leading,
and Controlling
o The role of goals and objectives does
not stop in the planning stage.
o Goal setting is thus a primary
function of leadership, along with
holding others accountable for their
respective goals and objectives.
3. Strategic Management
 A strategy is a set of related actions that
managers take to increase their company’s
performance (C. Hill & G. Jones, 2013)
 Strategic Leadership is on how managers
effectively manage the strategy-making to
have a competitive advantage.
 Strategic Managers:
o Functional-level managers:
responsible for the specific business
functions or operation.
o Business-level managers: head of
the business unit.
o Corporate-level managers: consist
of the highest managers in a
company like the chief executive
officer and other senior executives.
4. Planning Tools and Techniques
 Pertains to the different methods of
determining, analyzing, and predicting
situations that will likely to occur.
 Assessing the Environment
o Environmental Scanning: careful
monitoring of an organization’s
internal and external environments.
o Forecasting: Pertains to the use of
scientific techniques to predict the
likelihood of certain events or
factors to happen in the future.
 Quantitative Forecasting
Techniques: uses statistical
tools and analyses to
predict the future.
 Qualitative Forecasting
Techniques: use of opinions
or perceptions from experts
for prediction purposes.
o Benchmarking: a technique to find
out what other organizations are
doing well and then incorporating
those best practices into the
operations of one’s organization to
improve its cost and effectiveness.
 External Benchmarking:
comparing the methods
and approaches used by
high-performing companies
with those of one’s
company.
 Internal Benchmarking:
learning the best practices
from other units within the
organization.
 Contingency Planning
o the process of identifying
alternative courses of action in the
event that unforeseen or
uncontrollable events take place.
 Scenario Planning
o Involves predicting potential
alternative events that might
happen.
 Participation and Involvement
o Participatory planning requires that
the planning include people who
will be affected by the plans or will
help implement them.
References:
 Robbins, S. & Coulter, M. (2010). Management (Tenth
Edition). London, UK: Pearson Education, Inc.
 Hill, Charles W.L., et al. 2015. Strategic Management: an
Integrated Approach..Cengage Learning Asia Pte Ltd.
 Kavitha, N. 2012. Management Principles. LAP Lambert
Academic Publication.
 Janice R.W. Joplin and Catherine S. Daus (Aug 1997. "
Dimension of Workforce Diversity” The Academy of
Management Executive (1993-2005) Vol.11 No.3
 Robbins, S. & Coulter, M. (2010). Management (Tenth
Edition). London, UK: Pearson Education, Inc.
 Daft, R. & Marcic, D. (2004). Understanding Management
(Fourth Edition). Burgin, USA: South-Western College
Publishing, Inc.
 Robbins, S. (2010). Organizational Culture and Environment.
Management (10th Ed). Pearson Education,Inc.