Omnipotent View
view that managers. are directly responsible for organizations success or failure,
quality of organization determind by quality of managers
symbolic view
managers only have limited effect on substantive organizational outcomes cuz lots of factors outside their control
economy, customer, gov, competitor, industry, tech, actions of previous managers
Organizational culture
shared beliefs meanings to how employees. act
organizational culture 6 attributes
attention to detail, innovation n risk, outcome orientation, people or., team or., aggressiveness, stability
people orientation on organizational culture
managment decisions on how it will effect people in organization
attention to detail on organization culture from employees
employees are expected to exhibit precision, analysis and focus on details
adaptability on organizational culture
employees encouraged to be innovative n flexible for risk n experiments
team orientation in organizational culture
work is organized around teams rather than individuals
factors that influence strength of culture
racss
size, age, rate, strength, clarity
how do employees learn culture
most
stories, rituals, material symbols, language
how to create ethical culture, high low focus
high in risk tolerance, low to moderate aggressiveness, focus on means as well outcomes
Innovative Culture
challenge and involvement, freedom, trust and openness, idea time
be visible role model, communicate ethical expectations, provide ethics training
specific environment
external forces have direct n immediate impact
customer, suppliers, competitors, pressure groups
general environment
broad economic, socio-cultural, political/legal, demographic tech global conditions
global environment
major factor changes, affects all size of organizations
parochialism
narrow view of world, inhability to recognize the differences of other
ethnocentric attitude
belief of home country has best work approach n practices
polycentric attitude
view that managers in host country know best
geocentric attitude
world-oriented view use best approaches n people around the globe
World Trade organization
147 member, monitor n promote, evolved from GATT , only global organization dealing with rules of trade among nations
multidomestic corporation
international company that decentralizes management n other decisions to local country
global company
international company that centralize managment n decisions in home country
market n command economy
market - resources primarily owned n controlled by private sector
command - economic decisions are planned by central government
Hofstede framwork 4 assessing culture
individualism vs collectivism, power distance, uncertainty avoidance, achievement vs nurturing, long-term vs short-term orientation