telenor mgt -sharukh haris hamza osama

7/23/2019 telenor Mgt -Sharukh Haris Hamza Osama

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Group Members:

Sheikh Shahrukh

Hamza Bhatti

Haris Hafeez

Osama Baig

© 2007 Prentice Hall, Inc.

All rights reserved. 1



Chapter

3



Omnipotent View of Management

◦ Managers are directly responsible for an

organizations success or failure!

◦

"he #uality of the organization is determined bythe #uality of its managers!

◦ Managers are held accountablefor an organizations performanceyet it is di$cult to attributegood or poor performance

directly to their in%uenceon the organization!



Symbolic View of Management

◦ Much of an organizations success or failure is dueto e&ternal forces outside of managers control!

◦

"he ability of managers to a'ect outcomes isin%uenced and constrained by e&ternal factors!

"he economy( customers( go)ernmental policies(competitors( industry conditions(

technology( and the actions of

pre)ious managers

◦ Managers symbolize control andin%uence through their action!

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Organizational *ulture

◦ + system of shared meanings and common beliefsheld by organizational members that determines( ina large degree( how they act towards each other!

◦ ,"he way we do things around here!-

Values( symbols( rituals( myths( and practices

◦ .mplications:

*ulture is a perception! *ulture is shared!

*ulture is descripti)e!

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3–

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Strong *ultures◦ +re cultures in which key )alues are deeply held

and widely held!

◦ Ha)e a strong in%uence on organizational

members! /actors .n%uencing the Strength of *ulture

◦ Size of the organization

◦ +ge of the organization

◦ 0ate of employee turno)er

◦ Strength of the original culture

◦ *larity of cultural )alues and beliefs

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*reates a stronger employee commitmentto the organization!

+ids in the recruitment and socialization of

new employees! /osters higher organizational

performance by instilling andpromoting employee initiati)e!

3–



Sources of Organizational *ulture

◦ "he organizations founder

Vision and mission

◦

1ast practices of the organization "he way things ha)e been done

◦ "he beha)ior of top management

*ontinuation of the Organizational *ulture

◦ 0ecruitment of like2minded employees who ,3t-

◦ Socialization of new employees to help themadapt to the culture

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Stories◦ 4arrati)es of signi3cant e)ents or actions of people that

con)ey the spirit of the organization

0ituals◦ 0epetiti)e se#uences of acti)ities that e&press and

reinforce the )alues of the organization

Material Symbols◦ 1hysical assets distinguishing the organization

5anguage◦ +cronyms and 6argon of terms( phrases( and word

meanings speci3c to an organization

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7&ternal 7n)ironment

◦ "hose factors and forces outside the organizationthat a'ect the organizations performance!

*omponents of the 7&ternal 7n)ironment◦ Specifc environment: e&ternal forces that ha)e

a direct and immediate impact on the organization!

◦ General environment: broad economic( socio2

cultural( political8legal( demographic( technological(and global conditions that may a'ect theorganization!

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/orces and institutions outside the organizationthat may a'ect organizational performance◦ Specifc environment 2 includes those

constituencies that ha)e a direct and immediate

impact on managers decisions and actions customers 2 absorb organizations outputs suppliers 2 pro)ide material and e#uipment competitors 2 pro)ide similar

ser)ices8products

pressure groups 2 special2interest groups

3.123.12



General environment 2 includes thebroad conditions that may a'ectorganizations◦ Economic conditions 2 interestrates( changes in disposable income(and stage of the business cycle

◦ Political/legal conditions 2 federal(

pro)incial( and local go)ernmentsand general stability of *anada

3.133.13



General environment 9continued◦ Socio-cultural conditions 2 e&pectations of

society 9)alues( customs and tastes◦ Demographic conditions 2 trends in the

physical characteristics of a population◦ Technological conditions 2 most rapidly

changing aspect of the general en)ironment◦ Global conditions 2 increasing number of

global competitors and consumer markets

3.143.14



+ssessing en)ironmental uncertainty ◦ ;egree of unpredictable change dynamic 2 fre#uent change stable 2 minimal change

◦ Environmental complexity the number of components in the en)ironment amount of information a)ailable or re#uired about

those components

◦ Managers attempt to minimize uncertainty

3.153.15



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telenor mgt -sharukh haris hamza osama

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