KELOMPOK 2 (MNJ 21A)

Pengantar Manajemen

1. Bagus Pangestu
2. Bernia Meirani
3. Dafit Prayoga
4. Dewi Sinta
5. Dian Puspita Sari
CHAPTER 3 The Environment and
Comporate Culture
 1. Internasional
2. Technological
General 3. Sociocutural
Environment 4. Economic
5. Legal-political
6. Natural
The External
Environment

1. Customers
Task 2. Competitors
Environment 3. Suppliers
4. Labor Market
The Organization Environment Relationship

The environment creates uncertainty for organization managers, and

they must respond by designing the organization to adapt to the
environment.
  Environmental Uncertainty
Organizations must manage environmental uncertainty to be effective. Uncertainty means
that managers do not have sufficient information about environmental factors to understand
and predict environmental needs and changes.

Adapting to the Environment

If an organization faces increased uncertainty with respect to competition, customers,
suppliers, or government regulations, managers can use several strategies to adapt to these
changes,
• Boundary-Spanning Roles
• Interorganizational Partnerships
• Mergers or joint ventures
From Adversarial Orientation
• Suspicion, competition, arm’s length
• Price, efficiency, own profits
• Information and feedback limited
• Lawsuits to resolve conflict
• Minimal involvement anf up-front
investment
• Short-term contracts
• Contracts
• Limit the reationship
To Partnership Orientation
• Trust, value added to both sides
• Equity, fair dealing, everyone profits
• E-business links to share information and
conduct digital transactions
• Close coordination; virtual teams and
people onsite
• Involvement in partner’s product design
and production
• Long term contracts
• Business assistance goes beyond the
contract
 The Internal Environment:
Corporate Culture

The internal environment within which managers work includes corporate

culture, production technology, organization structure, and physical facilities.
Of these, corporate culture surfaces as extremely important to competitive
advantage.

The internal culture must fit the needs of the external environment and
company strategy. When this fit occurs, highly committed employees create
a high performance organization that is tough to beat.

Culture is defined as a set of key values, beliefs, understandings and norms

that members of an organization share.
Culture can be analyzed at three levels, as illustrated in the following
figure;
 The fundamental values that characterize an
organization’s culture can be understood through
the visible manifestations of;

• Symbols
• Stories
• Heroes
• Slogans
• Ceremonies
 Environment and Culture

• Adaptive Cultures
A culture characterized by values that support the company’s ability to interpret
and translate signals from the environment into new behavior responses.

• Types of Cultures

- Achievement cultur, A results oriented culture that values competitiveness,

personal initiative, and achievement.
- Involvement culture, A culture that places high value on meeting the needs of
employees and values cooperation and equality.
- Consistency culture, A culture that values and rewards a methodical, rational,
orderly way of doing things.
 Shaping Coprorate Culture For Innovative Response

High Performance Culture

A culture based on a solid organizational mission or purpose that uses shared
adaptive values to guide decisions and business practices and to encourage
individual employee ownership of both bottom line results and the organization’s
cultural backbone.
Cultural Leadership
A cultural leader defines and uses signals and symbols to influence corporate culture.
Cultural leaders influence culture in two key areas:
1. The cultural leader articulates a vision for the organizational culture that
employees can believe in.
2. The cultural leader heeds the day-to-day activities that reinforce the cultural vision.
Terima kasih!