Managing the Environment and the

Organization’s Culture
Contemporary Management

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 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.

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 Managerial
Constraints

Managers are neither all-

Managerial powerful nor helpless. But
Organizational Organizational
Decision their decisions and actions
Environment Making Culture
are constrained.

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 Economic Political/Legal Sociocultural

Demographic Technological Global

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The Demographic Environment

Contemporary Management - Dr. Marwan El Messiry –

6 Eslsca School of Business – MBA Program 2020
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The Demographic Environment

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 How the External Environment Affects Managers

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 Organizational Stakeholders

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 Boundary-Spanning Roles
Interacting with individuals and groups outside the organization to obtain valuable
information from the task and general environments
• Boundary-spanning managers seek ways to respond and to influence stakeholder perceptions
to gain access to resources
• Gaining information from outside the organization, helps managers make better decisions
about how to deal with change
• Involving more levels of management yields better overall decision making

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Think their Org. Culture is
effectively managed 35%

of managers believe that culture is

84% critical to business success

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 • “A key to success in
management and in your
career is knowing how to
“READ” an organization’s
culture so you can find one in
which you’ll be HAPPY.”

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 • Do background work. Check out the company’s Web site.
What impression do you get from it? Are corporate values listed? Mission
Knowing Statement?
• Observe the physical surroundings and corporate symbols.
Organizational Notice visible symbols of organizational culture, such as, logos, signs, posters,
pictures, photos, style of dress, etc.
Culture • How would you characterize the people who work there ?
Are they formal? Casual? Serious? Jovial? Open?
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 Organizational culture
The shared values, principles, traditions, and ways of doing things that influence the
behavior of organizational members and that distinguish the organization from other
organizations. Cultural Values and practices evolve over time.

Distinguish

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 ACTIVITY

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 Contrasting Organizational culture
In many organizations, one cultural dimension is often emphasized
more than others and essentially shapes the organization’s
personality and the way the organization works.

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 Contrasting Organizational Culture

• Risk-taking and change discouraged • Risk-taking and change rewarded

• Creativity discouraged • Creativity and innovation rewarded
• Close managerial supervision • Management trusts employees
• Work activities designed around the • Work designed around teams
individual employee

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 Strong Versus Weak Cultures

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 How Employees Learn Culture
organizational stories abut significant events in the life of the
Stories company help keep culture alive.

repetitive sequences of activities that express and reinforce

Rituals important organizational values and goals.

Material Artifacts convey to employees what is important and the kinds of

and Symbols expected behaviors, ex. Risk-taking, etc.

many organizations use language to identify and unite

Language members of a culture.

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 Creating an
Innovative Culture

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Eslsca School of Business - Dr. Marwan El Messiry - Contemporary Management
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Program 2020
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 Creating a Customer-Responsive Culture

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 ACTIVITY

Set the organizational culture dimensions for

a high service quality coffee shop.

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 Workplace Spiritually
A culture where organizational values promote a sense of purpose through
Spiritually and meaningful work that takes place in the context of community.

organizational Organizations with a spiritual culture recognize that people:

culture • Have a mind and spirit.

• Seek to find meaning and purpose in their work.
• Desire to connect with others and be a part of a community.
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 Five cultural characteristics of spiritual organizations
• Research indicates that Spiritual Organizations have five
characteristics:
1. Strong sense of purpose, culture built around meaningful
purpose.
2. Focus on individual development, recognize worth and value of
individuals.
3. Trust and openness, characterized by mutual trust, honesty, and
openness.
4. Employee empowerment, managers trust employees to make
good decisions.
5. Tolerance of employee expression, employees free to express
emotions.
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