MAN 320F Lecture 3 Outline of Last Lecture I The Manager Omnipotent v Symbolic A Both II The Management Reality Synthesis III The Organization s Culture A Dimensions of Culture IV V i d e o Life at Deutsche Bank v Life at Google V How manager s Job is changing VI Culture Outline of Current Lecture VII Culture Continued A Strong v Weak Cultures B Managerial Decisions Affected by Culture C Managing Cultural Change D Organization Culture Issues VIII Boot Camp Nightmare Video IX Video Smartest Guys in the Room X The Environment Current Lecture Chapter 2 Understanding Management s context constraints challenges PART ONE o Describe extent of and limits on management influence of organization success o Describe the seven dimensions of culture o Discuss the impact of a strong culture on organizations and managers o Explain the source of culture and how it continues o Describe how culture is transmitted to employees o Describe ethical innovative and customer responsive cultures o Identify common organizational stakeholders Strong v weak cultures Important for Exam o Factors influencing strength Size and age Rate of turnover Strength of original culture Clarity of cultural values and beliefs Benefits of Strong Culture strong culture does it for me o Creates stronger employee commitment o Aids in recruitment and socialization of new employees o Fosters higher performance by instilling and promoting employee initiative Weaknesses of Strong Culture Culture as a Liability o Barrier to change harder to change strong culture o Barrier to diversity o Barrier to acquisitions and mergers AOL time warner merger 2 cultures too diverse Paradox of Diversity o Two Conflicting Goals Employees accept organization s dominant values Encourage acceptance of differences get benefit of alternative strengths o Diversity hard to accomplish in strong cultures High pressure to conform defined range of acceptable behaviors Likely to lose benefits of diverse hires through metamorphosis or turnover Managerial Decisions Affected by Culture o Planning Degree of risk Amount of analysis Amount of employee involvement o Organizing Autonomy in jobs Individuals vs teams Interaction coordination across departments o Leading Appropriate leadership styles How disagreements handled Priority given to employee concerns o Controlling Employee autonomy Criteria emphasized in performance evaluations Repercussions from mistakes or metric variances Book camp nightmare Video Notes o Can you handle rigors of army basic training o Women recruits o 9weeks o told what to do when to do it and never question it o told to turn in all civilian vices o remove symbols they use to define their individualism o trade civilian clothes to uniforms o at orientation recruits are feeling the strain most cant stay awake o third day is all physical o pressure is on o have them work together as a team Managing Cultural Change o Hard to change takes time 3 5 years o Most likely to work when Dramatic crisis exists or is created Turnover in leadership Young and small organization Weak culture Organization Culture Issues o Ethical Cultures High in risk tolerance Low to moderate aggressiveness focus on individuals Focus on means as well as outcomes low outcome orientation o Innovative Cultures Challenge and involvement Freedom Trust and openness Idea time Playfulness humor Conflict resolution Debates Risk taking o Customer Responsive Cultures The right type of employees are hired conscientious caring good listening skills initiative Few rigid rules procedures regulations Widespread empowerment of employees Role clarity reduce ambiguity conflict increase job satisfaction Video Smartest Guys in the Room Skilling o Jeff Skilling Enron o Mark to market biggest cause in falling of Enron o Very subjective lef open to manipulation could record any profit they wanted The Environment Stakeholders Any external constituencies affected by organization s decisions and actions o anybody who cares about the organization Organizational Stakeholders Stakeholder Relationships o Why Manage Stakeholder Relationships Organization is interdependent with its stakeholders Improved long term organizational performance purpose of the firm Managers Bookshelf o Beyond Teams What are the benefits of building collaborative work systems What dimensions of cultural text p 52 would support the author s concept of collaborative organizations