MAN 320F Lecture 2 Outline of Last Lecture I Costs of Bad Management III Classifying Managers A First line B Middle C Top II Efectveness Efciency in Management A Efectveness Efciency Productvity III Management Functons A Roles B Actvites C Skills IV How manager s Job is changing Outline of Current Lecture VII The Manager Omnipotent v Symbolic A Both VIII The Management Reality Synthesis IX The Organizaton s Culture A Dimensions of Culture B Dominant vs Subcultures C Culture s Functons D Sources of Culture E Cultural Maintenance F How Employees Learn Culture X Video Life at Deutsche Bank v Life at Google Current Lecture Chapter 2 Understanding Management s context constraints challenges Part One Learning Outline Note from Prof Loescher These questons will make up the review sheet for exams take special care with the Manager s Bookshelf Questons o Describe extent of and limits on management influence of organizaton success o Describe the seven dimensions of culture o Discuss the impact of a strong culture on organizatons and managers o Explain the source of culture and how it contnues o Describe how culture is transmitted to employees o Describe ethical innovatve and customer responsive cultures o Identfy common organizatonal stakeholders The Manager Omnipotent or Symbolic BOTH o Omnipotent Managers directly responsible for success or failure Quality of organizaton determined by quality of managers o Symbolic Managers have limited efect on organizatonal outcomes Success or failure due to external forces outside managers control Economy customers governmental policies compettors The Management Reality Synthesis Focus on this slide o Synthesis managers neither helpless or all powerful External and internal constraints exist Possible to influence culture and environment o Leadership 15 of success o Law of the Lid Maxwell The Organizaton s Culture o A system of shared meanings and common beliefs o The way we do things around here o Values symbols rituals myths and practces UT symbols hook em the tower UT rituals Eyes of Texas Hex Rally Torch Light Parade o Implicatons Culture is a percepton Culture is shared Culture is descriptve o Largely determines how we act towards each other Dimensions of Culture Really Important for Exam o Aggressiveness individual competition o Outcome Orientaton focus on outcome ignore process o Some dimensions more common in ethical Video Notes Life at Deutsche Bank v Life at Google o What diferences do you see between the culture of these two companies o What Google has to say about its culture what its like to work there Google is unique allows fantastc environment diferent structure allows for innovaton Avoids bureaucracy Biggest Resource people young vibrant o DB Relaxed friendly Ethical Caring Fully integrated in DB family Cooperaton teamwork respect for one another Diverse Everyone strives to do best for client for the team For people who want to make an impact o Very diferent companies Google has employee benefits amenites Google is more flexible more freedom autonomy DB more structured professional environment Dominant vs Subcultures o A dominant culture expresses core values shared by a majority UT football culture o Subcultures common in large organizatons in individual cultures diferent McCombs students have their own email more businesslike more professional All resumes have to look alike business formal dress benches not couches no class Friday s smug grades are really important Department designatons Geographic separatons Common problems situatons professions experiences Culture s Functons o Boundary defining role us v them o Conveys a sense of identty o Facilitates commitment o Enhances social system stability o Sense making and control mechanism o Culture has a strong influence on employee behavior Sources of Culture o The organizaton s founder Vision and mission o Past practces of the organizaton The way things have been done o The behavior of top management Cultural Maintenance o Selecton Concerned with how well candidates will fit into organizaton Provides informaton to candidates about organizaton o Top Management Senior executves establish behavioral norms o Socializaton Process that helps new employees adapt to organizaton s culture Culture Maintenance A Socializaton Model o Prearrival occurs before you join the firm o Encounter you see what firm really like reality vs expectatons o Metamorphosis you change adjust to job work group organizaton How Employees Learn Culture o 1 Stories o Language o Rituals o Material symbols