Management

Management

Multiple Choice

Consists of those elements of the organisation or unit within which a manager works, such as it people, culture, structure and technology.

• Internal environment

• Competitive environment

• General Environment

• External environment

Multiple Choice

Includes political, economic, social technological, (natural) environmental and legal factors that affect all organisations.

• Internal environment

• Competitive environment

• General Environment

• External environment

Multiple Choice

is the industry-specific environment comprising the organisation’s customers, suppliers and competitors.

• Internal environment

• Competitive environment

• General Environment

• External environment

Multiple Choice

consists of elements beyond the organisation – it combines the competitive and general environments.

• Internal environment

• Competitive environment

• General Environment

• External environment

Open Ended

Budaya organisasi adalah....

Organizational culture is

the set of values, beliefs, norms and assumptions that are shared by a group and that guide their interpretations of, and responses to, their environments. (ogbonna and harris 2014, p. 668) 

Components of culture (Schein ,2010) 

• Artefacts represent the visible level – elements such as the language or etiquette that someone coming into contact with a culture can observe 

• Beliefs and values are the accumulated ideas that members hold about their work 

• Basic underlying assumptions are deeply held by members of the group as being the way to work together. 

Artefacts represent the visible level – elements such as the language or etiquette that someone coming into contact with a culture can observe

• Architecture (open-plan offices without doors or private space)

• Technology and equipment (use of presentational technology)

• Style (clothing, manner of address, emotional displays)

• Rituals and ceremonies (leaving events, awards ceremonies, away days)

• Courses (to induct employees in the culture as well as the content). 

Beliefs and values are the accumulated ideas that members hold about their work. Practices that work become acceptable behaviours: 

• ‘Quality pays’

• ‘We should stick to our core business’

• Take personal responsibility’

• Work as a team’

• ‘Challenge a proposal – whoever made it’. 

Basic underlying assumptions are deeply held by members of the group as being the way to work together 

• We need to satisfy customers to survive as a business’

• ‘Our business is to help people with X problem live better despite that’

• ‘People can make mistakes, as long as they learn from them’

• ‘We employ highly motivated and competent adults’

• ‘Financial markets worry about the short term: we are here for the long term’. 

Cultural types

• Rational goal

• Internal process

• Human relations

• Open systems

• 
  

Charles Handy’s cultural types 

• a power culture is one in which people’s activities are strongly influenced by a dominant central figure. 

• a role culture is one in which people’s activities are strongly influenced by clear and detailed job descriptions and other formal signals as to what is expected of them. 

• a task culture is one in which the focus of activity is towards completing a task or project using whatever means are appropriate. 

• a person culture is one in which activity is strongly influenced by the wishes of the individuals who are part of the organisation.

Rational Goal

Members value rationality and efficiency. They define effectiveness in terms of economic goals that satisfy external requirements. Motivating factors include competition and achieving goals. Examples are large, established businesses – mechanistic. 

Internal process

Members focus on internal matters with the goal of making the unit efficient, stable and controlled. Tasks are repetitive, methods stress specialisation and rules. Motivating factors include security, stability and order. Examples include utilities and public authorities – dislike change. 

human relations

People emphasise the value of informal interpersonal relations. They try to nurture and support members, aiming for their well-being and commitment. Motivating factors include cohesiveness and membership. Examples include voluntary groups and small professional or creative firms. 

Open systems

People see the external world as a vital source of ideas, energy and resources. They also sees it as turbulent, requiring entrepreneurial leadership and flexible, responsive behaviour. Motiva- tors are creativity and variety. Examples are start-up firms and new business units – flexible. 

Multiple cultures (Handy,2002) perpectives

• Integration – a focus on identifying consistencies, and acts that support a common goal.

• Differentiation – a focus on conflict, identifying different and possibly conflicting views.

• Fragmentation – a focus on the fluidity of organisations, and of changing views about

  events

• 
  

Ogbonna and Harris (1998, 2002) provided empirical support for this view, based on interviews with staff in a retail company. They found that a person’s position in the hierarchy determined their perspective on the culture (see Table 3.1). As consensus on the culture was unlikely, the authors advised managers to recognise the subcultures, and only seek to reconcile those differences that were essential to policy. They observed that culture remains highly subjective, largely in the eye of the beholder:

Culture and performance

• Peters and Waterman (1982) believed that an organisation’s culture affected performance, and implied that managers should try to change their culture towards a more productive

  one. 

• Klein (2011) takes a similar approach by tracing the relation between culture and performance in three successful companies 

Open Ended

what are the external factors that affect and shape management policies?