According to the omnipotent view Essay

According to the omnipotent view, managers argon directly prudent for an organizations success or failure. The symbolic view argues that frequently of an organizations success or failure is due to remote forces outside managers control. The two boundts on managers discretion ar the organizations culture (internal) and the environment (external). Managers bent totally trammel by these two factors since they can and do influence their culture and environment. s the characteristics and importance of organisational culture. The seven dimensions of culture are attention to detail, expiry orientation, people orientation, team orientation, aggressiveness, stability, and innovation and risk taking. In organizations with strong cultures, employees are much loyal and performance tends to be higher. The stronger a culture becomes, the more it affects the way managers plan, organize, lead, and control. The original source of a culture reflects the vision of organizational founders. A c ulture is maintained by employee selection practices, the actions of top managers, and socialising processes.Also, culture is transmitted to employees through stories, rituals, material symbols, and language. These elements help employees learn what value and behaviors are important as well as who exemplifies those values. The culture affects how managers plan, organize, lead, and control. topical issues in organizational culture. The characteristics of an innovative culture are challenge and contact, freedom, aver and openness, idea time, playfulness/humor, conflict resolution, debates, and risk-taking. A customer-responsive culture has five characteristics surpass and friendly employees jobs with few rigid rules, procedures, and regulations empowerment clear roles and expectations and employees who are painstaking in their desire to please the customer. Workplace spirituality is important because employees are looking for a counterbalance to the stresses and pressures of a tu rbulent pace of life. ageing baby boomers and other workers are looking for roughlything meaningful in their lives, an involvement and connection that they often dont find in modern-day lifestyles, and to meet the needs that organized religion is not meeting for some of them.Spiritual organizations tend to have five characteristics strong sense of purpose, think on individual development, trust and openness, employee empowerment, and toleration of employee expression. The External Environment Constraints and Challenges disrespect the fact that appliance sales are expected to climb for the first gear time in four years, Whirlpool Corporation, which already shut sight 10 percent of its production capacity, continues to cut costs and scale atomic reactor capacity even more.7 And its not alone in its protective, defensive actions. The decade from 2000 to 2009 was a challenging one for organizations. For instance, some well-known complete employmentes at the beginning of th e decade were acquired by other companies during this time, including Compaq (now a quit 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, Circuit City, and Steve & Barrys (all now bankrupt) and WorldCom and Enron (both do in by ethics scandals).8 Anyone who doubts the impact the external environment has on managing just needs to look at whats happened during the utmost 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 different components. The frugal component encompasses factors such as interest rates, inflation, changes in disposable income, stock market fluctuations, and business cycle stages. The demographic component is pertain with trends in population characteristics such as a ge, 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 besides includes a countrys political conditions and stability. The sociocultural 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 potential constraints on managers decisions and actions, were loss to take 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 section by examining environmental uncertainty and stakeho lder relationships.