Professional Documents
Culture Documents
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-2
The Manager:
Omnipotent or Symbolic?
• Omnipotent View of Management - the view
that managers are directly responsible for an
organization’s success or failure.
• Symbolic view of Management - the view
that much of an organization’s success or
failure is due to external forces outside
managers’ control.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-3
Constraints on Managerial Discretion
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-4
The External Environment:
Constraints & Challenges
• External Environment - those factors & forces outside the
organization that affect its performance.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-5
Exhibit 2-2: Components of External Environment
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-6
• Environmental Uncertainty - the degree of change
& complexity in an organization’s environment.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-7
Exhibit 2-3: Environmental Uncertainty Matrix
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-8
Who Are Stakeholders?
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-9
Organizational Stakeholders
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-10
Managing Stakeholder Relationships
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-11
What Is Organizational Culture?
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-12
Exhibit 2-5: Dimensions of Organizational Culture
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-13
• Strong Cultures - Organizational cultures in
which key values are intensely held and widely
shared.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-14
Exhibit 2-6: Contrasting Organizational Cultures
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-15
Exhibit 2-7: Strong vs. Weak Cultures
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-16
• Decision –
Making a choice from two or more alternatives.
Copyright © 2016Eleventh
by Pearson
Management,
Education, Inc.
Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-
2-17
Decision-Making Process
Copyright © 2016Eleventh
by Pearson
Management,
Education, Inc.
Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-
2-18
The Decision-Making Process
• Step 1: Identify a Problem
Copyright © 2016Eleventh
by Pearson
Management,
Education, Inc.
Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-
2-19
The Decision-Making Process
• Step 2: Identify Decision Criteria
– Decision criteria are factors that are
important (relevant) to resolving the problem.
Copyright © 2016Eleventh
by Pearson
Management,
Education, Inc.
Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-
2-20
The Decision-Making Process
Copyright © 2016Eleventh
by Pearson
Management,
Education, Inc.
Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-
2-21
Important Decision Criteria
Copyright © 2016Eleventh
by Pearson
Management,
Education, Inc.
Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-
2-22
The Decision-Making Process
Copyright © 2016Eleventh
by Pearson
Management,
Education, Inc.
Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-
2-23
Possible Alternatives
Copyright © 2016Eleventh
by Pearson
Management,
Education, Inc.
Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-
2-24
The Decision-Making Process
Copyright © 2016Eleventh
by Pearson
Management,
Education, Inc.
Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-
2-25
The Decision-Making Process
Copyright © 2016Eleventh
by Pearson
Management,
Education, Inc.
Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-
2-26
Evaluation of Alternatives
Copyright © 2016Eleventh
by Pearson
Management,
Education, Inc.
Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-
2-27
The Decision-Making Process
Copyright © 2016Eleventh
by Pearson
Management,
Education, Inc.
Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-
2-28
The Decision-Making Process
Copyright © 2016Eleventh
by Pearson
Management,
Education, Inc.
Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-
2-29
Decisions Managers May Make
Copyright © 2016Eleventh
by Pearson
Management,
Education, Inc.
Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-
2-30
Decisions Managers May Make
Copyright © 2016Eleventh
by Pearson
Management,
Education, Inc.
Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-
2-31
Making Decisions: Rationality
Copyright © 2016Eleventh
by Pearson
Management,
Education, Inc.
Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-
2-32
Making Decisions: Bounded Rationality
Copyright © 2016Eleventh
by Pearson
Management,
Education, Inc.
Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-
2-33
Making Decisions: The Role of Intuition
Copyright © 2016Eleventh
by Pearson
Management,
Education, Inc.
Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-
2-34
What Is Intuition?
Copyright © 2016Eleventh
by Pearson
Management,
Education, Inc.
Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-
2-35
Making Decisions: The Role of Evidence-Based
Management
Copyright © 2016Eleventh
by Pearson
Management,
Education, Inc.
Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-
2-36