Chapter 3 The Environment And Corporate Culture
chapter3
Are You Fit for Managerial Uncertainty?
The External Environment
General Environment
Task Environment
The Organization–Environment
Relationship
Environmental Uncertainty
Adapting to the Environment
The Internal Environment: Corporate
Culture
Symbols
Stories
Heroes
Slogans
Ceremonies
Environment and Culture
Adaptive Cultures
Types of Cultures
New Manager Self-Test: Cultural Preference
Shaping Corporate Culture for Innovative
Response
Managing the High-Performance Culture
Cultural Leadership
Learning Outcomes
Chapter Outline
© GE T TY IMAGES/DIGITAL VISION
pt2
After studying this chapter, you should be able to:
1. Describe the general and task environments and the dimensions of each.
2. Explain the strategies managers use to help organizations adapt to an uncertain or turbulent environment.
3. Define corporate culture and give organizational examples.
4. Explain organizational symbols, stories, heroes, slogans, and ceremonies and their relationships to corporate culture.
5. Describe how corporate culture relates to the environment.
6. Define a cultural leader and explain the tools a cultural leader uses to create a high-performance culture.
The Environment and
Corporate Culture
1
Introduction
ARE YOU FIT FOR MANAGERIAL UNCERTAINTY?1
Mostly
True
1. Enjoyed hearing about new ideas even when working toward a deadline. 2. Welcomed unusual viewpoints of others even if we were working under pressure.
4. Specifically encouraged others to express opposing ideas and arguments. 2
3
Planning
3. Made it a point to attend industry trade shows and company events.
Mostly
False
SCORING AND INTERPRETATION: Give yourself one point for each item you marked as Mostly True. If you scored less than 5 you might want to start your career as a manager in a stable rather than unstable environment.
A score of 5 or above suggests a higher level of mindfulness and a better fit for a new manager in an organization with an uncertain environment.
In an organization in a
Are You Fit for Managerial Uncertainty?
The External Environment
General Environment
Task Environment
The Organization–Environment
Relationship
Environmental Uncertainty
Adapting to the Environment
The Internal Environment: Corporate
Culture
Symbols
Stories
Heroes
Slogans
Ceremonies
Environment and Culture
Adaptive Cultures
Types of Cultures
New Manager Self-Test: Cultural Preference
Shaping Corporate Culture for Innovative
Response
Managing the High-Performance Culture
Cultural Leadership
Learning Outcomes
Chapter Outline
© GE T TY IMAGES/DIGITAL VISION
pt2
After studying this chapter, you should be able to:
1. Describe the general and task environments and the dimensions of each.
2. Explain the strategies managers use to help organizations adapt to an uncertain or turbulent environment.
3. Define corporate culture and give organizational examples.
4. Explain organizational symbols, stories, heroes, slogans, and ceremonies and their relationships to corporate culture.
5. Describe how corporate culture relates to the environment.
6. Define a cultural leader and explain the tools a cultural leader uses to create a high-performance culture.
The Environment and
Corporate Culture
1
Introduction
ARE YOU FIT FOR MANAGERIAL UNCERTAINTY?1
Mostly
True
1. Enjoyed hearing about new ideas even when working toward a deadline. 2. Welcomed unusual viewpoints of others even if we were working under pressure.
4. Specifically encouraged others to express opposing ideas and arguments. 2
3
Planning
3. Made it a point to attend industry trade shows and company events.
Mostly
False
SCORING AND INTERPRETATION: Give yourself one point for each item you marked as Mostly True. If you scored less than 5 you might want to start your career as a manager in a stable rather than unstable environment.
A score of 5 or above suggests a higher level of mindfulness and a better fit for a new manager in an organization with an uncertain environment.
In an organization in a