Management

and
Organizational Dynamics
Course MAN 418– Fall Semister 2018
Iobm ( CBM)
TARIQ SAEED
17:15 T0 20:15 Every Saturday
Course Started on 08/ 09/ 18 , September, 2018
The Environment
and
Corporate Culture
Ch-3,
Management by Richard Daft
Module 3, M&OD
IoBM ( CBM)
Today is Saturday 22,2018
 REVIEW OF LAST SESSION
• Chapter 1, “Innovative Management for Turbulent Times” .
Basically an introduction to M & OD, Preparing an Individual
Contributor in the organization to becoming a New Manager,
Getting Work Done in The New Workplace, the Skills and
Competencies Needed to Manage Organizations Effectively,
managing its issues and crises with emphasis on Innovation
as a Response to a Rapidly Changing Environment.
• Chapter was titled The Historical Foundations of
Management of The Evolution of Management Thinking .
In this we studied the historical and management perspective
of the development of management thinking, the various
approaches and the recent trends in development of
organizations and their management . + Home Assignment.
• We now move to next chapter “The Environment and
Corporate Culture” .
The Environment and Corporate
Culture
• Introduction
• The External Environment
• The Organization- Environment Relationship
• The Internal Environment : Corporate
Culture
• Environment and Culture
• Shaping Corporate Culture for Innovative
Response
• Cultural Leadership
• Summary and Q&As Session
4
3–
Are You Fit for Managerial
Uncertainty?
 The environment in which businesses
operate are increasingly dynamic
 Some managers cannot respond to
environmental surprises
 In an uncertain environment, every
thing seems to be changing.
 Therefore managers need to facilitate
new thinking, new ideas and new ways
of working.

5
Multiple stakeholders in the environment of
an organization.
What is the external environment of
organizations?

 The specific (task) environment

actual organizations, groups, and persons
with whom an organization interacts and
conducts business.
 Includes important stakeholders such as:
 Customers
 Suppliers
 Competitors
 Regulators
 Investors/owners
 Value creation is creating value for and
satisfying the needs of constituencies
 What is the external environment of
organizations?
Successful companies in the new economy need
to focus on:
Environmental Surprises.
 Knowledge
 New Competitions
 Shifting consumer interests.
 New Technologies
 Speed
Management Traditionally focused on a closed
systems view on factors like leading , motivating and
controlling .
Looking after the internal aspects over which
manager have direct control. However these aspects
are incomplete .
To be effective, managers must monitor the
Environment around , which is “an open systems
view” . 8
The External Environment
• The General Environment
• The set of broad dimensions and forces in an
organization’s surroundings that create its overall
context.
• International dimension
• Economic dimension
• Technological dimension
• Socio-cultural dimension
• Political-legal dimension
• Natural
9
3–
The External Environment
The Organization and Its General Environment

3– 11
International Dimension
•Events originating in foreign countries
• Impacts all aspects of the external
environment
– New competitors
– New customers
– New suppliers
• Today, all companies need to think
Globally
Technological Dimension
Socio-Cultural Dimension
Economic Dimension
Legal Political Dimension
Natural Dimension
Task Environment
External Environment
The External Environment-Another
View
The External Environment – Another
View
How Organizations Adapt to Their Environments
The Organization- Environment
Relationship

• Environmental Uncertainty
• Adapting to the Environment
• Partnership Paradym
 Environmental
Uncertainty
Environmental Uncertainty
Adapting to the Environment
Partnership Paradigm
The Internal Environment: Corporate
Culture
Culture
Levels of organizational culture—
observable culture and core culture in the
organizational “iceberg.”
Environment and Culture
 Adaptive Culture
• There is a critical relationship between corporate culture and
external culture
• A strong corporate culture alone did not ensure business success
unless the culture encouraged healthy adaptation to the external
environment .
• Adaptive cultures have different values and behavior from un-
adaptive corporate cultures .
• In adaptive cultures ,managers are concerned about customers
and those internal people processes that bring useful change.
• In un-adaptive corporate cultures , managers are concerned about
themselves & their values tend to discourage risk taking &
change .
• A strong culture is not enough, because an unhealthy culture may
encourage the organization to march resolutely in the wrong
direction.
• Healthy cultures help companies adapt to the environment .
 Adaptive vs.
Unadaptive
Corporate Culture
 Types of Corporate
Culture
Shaping Corporate Culture for
Innovative Response
Managing High Performance Culture
Combining Culture and Performance
Combining Performance and Culture
Another View
Cultural Leadership
Cultural Leadership- Symbolic
Leadership
 Symbolic leadership
 Symbolic leaders use symbols well to
establish and maintain a desired
organizational culture.
 Symbolic leaders behave in ways that
espouse organization’s values.
 Symbolic leaders:
 Use language metaphors.
 Highlightand dramatize core values and
observable culture.
 Use rites and rituals to glorify
performance.
A Model of Organizational Effectiveness

3– 40
The Environment and Organizational
Effectiveness

Models of Organizational
Effectiveness

Systems resource approach

Internal processes approach

Goal approach

Strategic constituencies approach

Combined approach

3– 41
Any Questions?