According to the omnipotent view Essay

According to the powerful view, managers atomic number 18 directly responsible for an boldnesss success or failure. The symbolical view argues that much of an organizations success or failure is collectible to external forces outside managers control. The two constraints on managers discretion argon the organizations horti subtlety (internal) and the surround (external). Managers arent totally constrained by these two factors since they can and do diverge their culture and surroundings. s the characteristics and importance of organizational culture. The s hitherto dimensions of culture are attending to detail, outcome orientation, people orientation, team orientation, aggressiveness, stability, and plan and risk taking. In organizations with quick cultures, employees are more loyal and performance tends to be higher. The stronger a culture becomes, the more it affects the modality managers plan, organize, lead, and control. The original source of a culture reflects the v ision of organizational founders. A culture is maintained by employee selection practices, the actions of perish managers, and socialization processes.Also, culture is transmitted to employees finished stories, rituals, material symbols, and language. These elements help employees learn what determine and behaviors are important as thoroughly as who exemplifies those values. The culture affects how managers plan, organize, lead, and control. current issues in organizational culture. The characteristics of an innovative culture are challenge and involvement, freedom, trust and openness, idea time, playfulness/humor, conflict resolution, debates, and risk-taking. A customer-responsive culture has vanadium characteristics outgoing and friendly employees jobs with few set(p) rules, procedures, and regulations empowerment clear roles and expectations and employees who are careful in their desire to please the customer. piece of work spirituality is important because employees are sounding for a counterbalance to the stresses and pressures of a pissed pace of life. Aging baby boomers and opposite workers are seeing for something meaningful in their lives, an involvement and connection that they often put ont find in modern lifestyles, and to meet the needs that organized piety is not meeting for some of them.spiritual organizations tend to have five characteristics strong sense of purpose, focus on single(a) development, trust and openness, employee empowerment, and toleration of employee expression. The External environment Constraints and Challenges Despitethe fact that appliance sales are expected to climb for the first-year time in four years, spin around Corporation, which already shut down 10 percent of its production capacity, continues to cut be and scale down capacity even more.7 And its not alone in its protective, defensive actions. The decade from 2000 to 2009 was a gainsay one for organizations. For instance, some well-known compl ete businesses at the beginning of the decade were acquired by other companies during this time, including Compaq (now a part of Hewlett-Packard), Gillette (now a part of Procter & Gamble), Anheuser-Busch (now a part of Anheuser-Busch InBev), and Merrill lynch (now a part of Bank of America) others disappeared altogether, including Lehman Brothers, term of enlistment City, and Steve & Barrys (all now bankrupt) and WorldCom and Enron (both done in by ethics scandals).8 Anyone who doubts the shock the external environment has on managing upright needs to look at whats happened during the last decade. The term external environment refers to factors and forces outside the organization that affect its performance. As shown in Exhibit 2-2, it includes several varied parcels. The economic component encompasses factors such as interest rates, inflation, changes in disposable income, fund market fluctuations, and business cycle stages. The demographic component is concerned with trends in creation characteristics such as age, race, gender, education level, geographic location, income, and family composition. The political/legal component looks at federal, state, and local laws, as well as global laws and laws of other countries.It also includes a countrys political conditions and stability. The socio heathen component is concerned with societal and cultural factors such as values, attitudes, trends, traditions, lifestyles, beliefs, tastes, and patterns of behavior. The technological component is concerned with scientific or industrial innovations. And the global component encompasses those issues associated with globalization and a world economy. Although all these components pose voltage constraints on managers decisions and actions, were going to support a closer look at two of themthe economic and demographic aspects. Then, well look at how changes taking place in those components constrain managers and organizations. Well wrap up this contribution by exami ning environmental uncertainty and stakeholder relationships.