东北农业大学《管理学》课件-第2章Understanding Management’s.pptVIP

* Understanding Management’s Context: Constraints Challenges Chapter2 东北农业大学《管理学》 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 The Manager: Omnipotent or Symbolic? Omnipotent View of Management 管理万能论 the view that managers are directly responsible for an organization’s success or failure. Symbolic view of Management 管理象征论 the view that much of an organization’s success or failure is due to external forces outside managers’ control. * * 案例：“十万负翁”的嬗变 十万负翁：作为一家大型国有企业，广州无线电集团公司于1992年陷入困境，亏损和负债总额高达3亿多元，人均十万元。 中流砥柱：1992年底以李承志为首的新班子上台，开始破釜沉舟的改革。1993年即扭亏为盈，近年来发展迅猛。 管理万能吗？ 管理象征否？ Exhibit 2-1: Constraints on Managerial Discretion The External Environment:Constraints and Challenges External Environment 外部环境- those factors and forces outside the organization that affect its performance. Components of the External Environment Specific environment具体环境: External forces that have a direct and immediate impact on the organization General environment一般环境: Broad economic, socio-cultural, political/legal, demographic, technological, and global conditions that may affect the organization Exhibit 2-2: Components of External Environment 你关注到了哪些 （在近期发生的）事件会影响企业的经营？ Environmental Uncertainty and Complexity Environmental Uncertainty 不确定性- the degree of change and complexity in an organization’s environment. Environmental Complexity 复杂性- the number of components in an organization’s environment and the extent of the organization’s knowledge about those components. Exhibit 2-3: Environmental Uncertainty Matrix Who Are Stakeholders? Stakeholders利益相关者 - any constituencies in the organization’s environment that are affected by an organization’s decisions and actions. Exhibit 2-4: Organizational Stakeholders 富士康 VS 第一财经 2006年6月，《第一财经日报》发表记者王佑的文章：《富士康员工，机