Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc.

c. publishing as Prentice Hall 2-1

• Contrast the actions of managers according to the
omnipotent and symbolic views
• Describe the constraints and challenges facing managers in
today’s external environment
• Discuss the characteristics and importance of organizational
culture
• Describe current issues in organizational culture

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-2
What is Management Process?

Management process is a process of

setting goals, planning and/or controlling the
organizing and leading the execution of any
type of activity, such as: a project
(project management process), or
a process (process management
process, sometimes referred to as
the process performance measurement and
management system).

Copyright © 2018 Saqib Hanif©2012 Pearson Education, Inc. publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
2-3
Why Manager’s Are Important?
• Inspire you professionally and personally
• Energize you and your coworkers to accomplish
things together that you couldn’t get done by
yourself
• Provide coaching and guidance with problems
• Provide you feedback on how you’re doing
• Help you to improve your performance
• Keep you informed of organizational changesChange
your life

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-4
Who Is a Manager?
• A manager is someone who coordinates and
oversees the work of other people so
organizational goals can be accomplished. A
manager’s job is not about personal
achievement—it’s about helping others do
their work.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-5
Levels of Management

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-6
Efficiency And Effectives in
Management

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-7
Managerial Roles

Henry Mintzberg, a well-known management

researcher, studied actual managers at work.
Also called Mitzberg Managerial Roles &
contemporary Model

Managers roles: Specific actions or behaviors

expected of and exhibited by a manager

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-8
Management Skills

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-9
Important Managerial Skills

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-10
Mintzberg’s Managerial Roles

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-11
 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.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-12
Exhibit 2-1: Constraints on Managerial Discretion

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-13
 The External Environment:
Constraints and Challenges
• External Environment - those factors and forces
outside the organization that affect its performance.
• Components of the External Environment
– Specific environment: External forces that have a direct
and immediate impact on the organization
– General environment: Broad economic, socio-cultural,
political/legal, demographic, technological, and global
conditions that may affect the organization

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-14
Exhibit 2-2: Components of External Environment

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-15
 Environmental Uncertainty and
Complexity
• Environmental Uncertainty - the degree of
change and complexity in an organization’s
environment.
• Environmental Complexity - the number of
components in an organization’s environment
and the extent of the organization’s
knowledge about those components.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-16
Exhibit 2-3: Environmental Uncertainty Matrix

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-17
Who Are Stakeholders?

• Stakeholders - any constituencies in the

organization’s environment that are affected
by an organization’s decisions and actions.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-18
Exhibit 2-4: Organizational Stakeholders

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-19
Managing Stakeholder Relationships

1. Identify the organization’s external

stakeholders.
2. Determine the particular interests and
concerns of external stakeholders.
3. Decide how critical each external stakeholder
is to the organization.
4. Determine how to manage each individual
external stakeholder relationship.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-20
What Is Organizational Culture?
• Organizational Culture - The shared values,
principles, traditions, and ways of doing things
that influence the way organizational
members act.
• Strong Cultures - Organizational cultures in
which key values are intensely held and widely
shared.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-21
Exhibit 2-5: Dimensions of Organizational Culture

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-22
Where Does Culture Come From?

• Organization founder
• Vision and mission
• Past practices
• Top management
behavior
• Socialization - The
process that helps
employees adapt to the
organization’s culture.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-23
How Do Employees Learn Culture?

• Stories - Narratives of significant events or

people, e.g. organization founders, rule
breaking, reaction to past mistakes etc.
• Rituals - Sequences of activities that express
and reinforce the important values and goals
of the organization

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-24
How Employees Learn Culture (cont.)

• Material Artifacts and Symbols - Convey the

kinds of behavior that are expected, e.g. risk
taking, participation, authority, etc.
• Language - Acts as a common denominator
that bonds members

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-25
Exhibit 2-6: Contrasting Organizational Cultures

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-26
 Exhibit 2-7: Strong vs. Weak Cultures

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-27
Benefits of a Strong Culture

• Creates a stronger employee commitment to

the organization
• Aids in the recruitment and socialization of
new employees
• Fosters higher organizational performance by
instilling and promoting employee initiative

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-28
Exhibit 2-8: Establishing and Maintaining Culture

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-29
How Does Culture Affect Managers?

• Cultural Constraints on Managers

– Whatever managerial actions the organization
recognizes as proper or improper on its behalf
– Whatever organizational activities the
organization values and encourages
– The overall strength or weakness of the
organizational culture

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-30
 Exhibit 2-9: Managerial Decisions
Affected by Culture

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-31
 How Do You Create a Customer
Responsive Culture?
• Hire the right type of employees (those with a
strong interest in serving customers)
• Have few rigid rules, procedures, and
regulations
• Use widespread empowerment of employees
• Have good listening skills in relating to
customers’ messages

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-32
 How Do You Create a Customer
Responsive Culture?
• Provide role clarity to employees in order to
reduce ambiguity and conflict and to increase
job satisfaction
• Have conscientious, caring employees willing
to take initiative

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-33
 Exhibit 2-10: Creating a Customer
Responsive Culture

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-34
Spirituality and Culture
• Workplace Spirituality - a culture where
organizational values promote a sense of purpose
through meaningful work that takes place in the
context of community
•Characteristics of a Spiritual Organization
– Strong sense of purpose
– Focus on individual development
– Trust and openness
– Employee empowerment
– Toleration of employees’ expression

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-35
Terms to Know

• omnipotent view of • workplace spirituality

management • external environment
• symbolic view of • specific environment
management • general environment
• organizational culture • environmental
• strong cultures uncertainty
• socialization • environmental
complexity
• stakeholders

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
2-36