【正文】 2020 Prentice Hall, Inc. All rights reserved. 2–44 How the Environment Affects Managers ? Environmental Uncertainty ?The extent to which managers have knowledge of and are able to predict change their anization’s external environment is affected by: ?Complexity of the environment: the number of ponents in an anization’s external environment. ?Degree of change in environmental ponents: how dynamic or stable the external environment is. Copyright 169。 2020 Prentice Hall, Inc. All rights reserved. 2–40 Organization Culture Issues (cont’d) ? Creating a CustomerResponsive Culture ?Hiring the right type of employees (ones with a strong interest in serving customers) ?Having few rigid rules, procedures, and regulations ?Using widespread empowerment of employees ?Having good listening skills in relating to customers’ messages ?Providing role clarity to employees to reduce ambiguity and conflict and increase job satisfaction ?Having conscientious, caring employees willing to take initiative Copyright 169。 2020 Prentice Hall, Inc. All rights reserved. 2–36 Organizational Culture ? Sources of Organizational Culture ?The anization’s founder ?Vision and mission ?Past practices of the anization ?The way things have been done ?The behavior of top management ? Continuation of the Organizational Culture ?Recruitment of likeminded employees who “fit.” ?Socialization of new employees to help them adapt to the culture Copyright 169。 2020 Prentice Hall, Inc. All rights reserved. 2–32 The Manager: Omnipotent or Symbolic? ? Symbolic View of Management ?Much of an anization’s success or failure is due to external forces outside of managers’ control. ?The ability of managers to affect outes is influenced and constrained by external factors. ?The economy, customers, governmental policies, petitors, industry conditions, technology, and the actions of previous managers ?Managers symbolize control and influence through their action Copyright 169。 2020 Prentice Hall, Inc. All rights reserved. 2–28 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. Current Organizational Issues Facing Managers ? Explain how a strong culture affects whether an anization is ethical. ? Describe the characteristics of an ethical culture. ? List some suggestions for creating a more ethical culture. ? Describe the characteristics of an innovative culture. ? Explain six characteristics of a customerresponsive culture. ? Discuss the actions managers can take to make their cultures more customerresponsive. ? Define workplace spirituality. Copyright 169。 2020 Prentice Hall, Inc. All rights reserved. 2–24 Current Trends and Issues (cont’d) ? Quality Management ?A philosophy of management driven by continual improvement in the quality of work processes and responding to customer needs and expectations ?Inspired by the total quality management (TQM) ideas of Deming and Juran ?Quality is not directly related to cost. 8th edition Steven P. Robbins Mary Coulter PowerPoint Presentation by Charlie Cook Copyright 169。 2020 Prentice Hall, Inc. All rights reserved. 2–20 Current Trends and Issues (cont’d) ? Workforce Diversity ?Increasing heterogeneity in the workforce ?More gender, minority, ethnic, and other forms of diversity in employees ?Aging workforce ?Older employees who work longer and not retire ?The cost of public and private benefits for older workers will increase ?Increased demand for products and services related to aging Copyright 169。 2020 Prentice Hall, Inc. All rights reserved. 2–16 Implications of the Systems Approach ? Coordination of the anization’s parts is essential for proper functioning of the entire anization. ? Decisions and actions taken in one area of the anization will have an effect in other areas of the anization. ? Organizations are not selfcontained and, therefore, must adapt to changes in their external environment. Copyright 169。 2020 Prentice Hall, Inc. All rights reserved. 2–13 Understanding Organizational Behavior ? Organizational Behavior (OB) ?The study of the actions of people at work。 2020 Prentice Hall, Inc. All rights reserved. 2–9 Scientific