【正文】 sinesses Copyright 169。 2020 Prentice Hall, Inc. All rights reserved. 2–27 L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter. The Organization’s Culture (cont’d) ? List the factors that influence the strength of an anization’s culture. ? Discuss the impact of a strong culture on anizations and managers. ? Explain the source of an anization’s culture. ? Describe how an anization’s culture continues. ? Explain how culture is transmitted to employees. ? Describe how culture affects managers. ? Describe how managers can create a culture that supports diversity. Copyright 169。 2020 Prentice Hall, Inc. All rights reserved. 2–35 Benefits of a Strong Culture ? Creates a stronger employee mitment to the anization. ? Aids in the recruitment and socialization of new employees. ? Fosters higher anizational performance by instilling and promoting employee initiative. Copyright 169。 2020 Prentice Hall, Inc. All rights reserved. 2–43 Defining the External Environment ? External Environment ?The forces and institutions outside the anization that potentially can affect the anization’s performance. ? Components of the External Environment ?Specific environment: external forces that have a direct and immediate impact on the anization. ?General environment: broad economic, sociocultural, political/legal, demographic, technological, and global conditions that may affect the anization. Copyright 169。 2020 Prentice Hall, Inc. All rights reserved. 2–41 Spirituality and Organizational Culture ?Workplace Spirituality ?The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of munity. ?Characteristics of a Spiritual Organization ?Strong sense of purpose ?Focus on individual development ?Trust and openness ?Employee empowerment ?Toleration of employees’ expression Copyright 169。 2020 Prentice Hall, Inc. All rights reserved. 2–33 The Organization’s Culture ? Organizational Culture ?A system of shared meanings and mon beliefs held by anizational members that determines, in a large degree, how they act towards each other. ?“The way we do things around here.” ?Values, symbols, rituals, myths, and practices ?Implications: ?Culture is a perception. ?Culture is shared. ?Culture is descriptive. Copyright 169。 2020 Prentice Hall, Inc. All rights reserved. Copyright 169。 2020 Prentice Hall, Inc. All rights reserved. 2–17 The Contingency Approach ? Contingency Approach Defined ?Also sometimes called the situational approach. ?There is no one universally applicable set of management principles (rules) by which to manage anizations. ?Organizations are individually different, face different situations (contingency variables), and require different ways of managing. Copyright 169。 2020 Prentice Hall, Inc. All rights reserved. 2–10 Scientific Management (cont’d) ? Frank and Lillian Gilbreth ?Focused on increasing worker productivity through the reduction of wasted motion ?Developed the microchronometer to time worker motions and optimize performance. ? How Do Today’s Managers Use Scientific Management? ?Use time and motion studies to increase productivity ?Hire the best qualified employees ?Design incentive systems based on output Copyright 169。 2020 Prentice Hall, Inc. All rights reserved. 2–2 L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter. o Historical Background of Management ? Explain why studying management history is important. ? Describe some early evidences of management practice. ? Discuss why division of labor and the Industrial Revolution are important to the study of management. ? List six management approaches. ? Scientific Management ? Define scientific management. ? Describe the important contributions made by Fredrick W. Taylor and Frank and Lillian Gilbreth. ? Explain how today’s managers use scientific management. Copyright 169。 2020 Prentice Hall, Inc. All rights reserved. 2–5 L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. oToward Understanding Organizational Behavior (cont’d) ? Di