Eleventh EditionEleventh Edition
STEPHEN P. ROBBINSSTEPHEN P. ROBBINS MARY COULTERMARY COULTER
管理的环境：
Environemnt：Culture,
Ethics and Social
Responsibility
ChapterChapter
22-1-1
3–2
2013年我国十位最高工资的经理人员
单位：万元
来源：福布斯
51483元2013年城镇单位就业人员平均工资
排名 CEO 年龄 13年总薪酬 所属公司 上市代码 所属行业
1 杨元庆 49 13022 联想集团
电脑硬件、储存设
备及电脑周边
2 蔡衍明 57 10485 中国旺旺 包装食品与肉类
3 夏海钧 50 4904 恒大地产 房地产开发
4 戴永革 45 3191 人和商业 房地产经营公司
5 祝维沙 58 3180 裕兴科技 消费电子产品
6 李振江 58 3037 神威药业 制药
7 邵明晓 47 3022 龙湖地产 房地产开发
8 车冯升 52 2680 四环医药 制药
9 魏应州 60 2562 康师傅控股 包装食品与肉类
10 马化腾 43 2314 腾讯控股 互联网软件与服务
3–3
排名 名字 总薪酬
1 大卫·扎拉夫
探索通信的总裁兼首席执行官
$156,077,912
2 Michael T. 薯条
自由全球的副董事长、总裁兼首席执行官
$111,914,319
3 马里奥·j·加百利
加百利资产管理投资者的创始人、董事长兼首席执行官
$88,518,411
4 萨提亚 Nadella
微软的首席执行官
$84,308,755
5 尼古拉斯 伍德曼
GoPro的创始人兼首席执行官
$77,427,175
6 格雷戈里 B. 马费伊
自由媒体与自由互动的总裁兼首席执行官
$73,750,882
7 劳伦斯 J. 埃里森
甲骨文公司的执行总裁和首席技术官
$67,261,251
8 史蒂文 M. Mollenkopf
高通的首席执行官
$60,740,592
9 大卫 T. Hamamoto
NorthStar Realty Finance的董事长的首席执行官
$60,334,396
10 莱斯利·莫维斯
维雅康姆总裁和首席营运官
$54,403,721
Top Ten American managersTop Ten American managers
3–5
1. The Manager:
Omnipotent
管理者是万能的吗？
3–6
1. The Manager:
Omnipotent or Symbolic
管理者是万能的
还是象征性的？
3–7
Omnipotent View of Management
• 管理的万能论管理的万能论
Managers are directly responsible for an Managers are directly responsible for an
organization’s success or ’s success or failure.
The quality of the organization is determined by The quality of the organization is determined by
the quality of its quality of its managers.
Managers are held accountable Managers are held accountable
for an organization’s performance for an organization’s performance
Examples: Examples:
High pay of top managersHigh pay of top managers
Resignation of Head-coaches Resignation of Head-coaches
of sport teams which has poor performance of sport teams which has poor performance
3–8
Symbolic View of Management
管理的象征论管理的象征论
Much of an organization’s success or failure is Much of an organization’s success or failure is
due to external forces outside of managers’ due to external forces outside of managers’
.
The ability of managers to affect outcomes is The ability of managers to affect outcomes is
influenced and constrained by external and constrained by external factors.
The economy, customers, governmental policies, competitors, The economy, customers, governmental policies, competitors,
industry conditions, industry conditions,
technology, and the actions of technology, and the actions of
previous managersprevious managers
Managers symbolize control and Managers symbolize control and
influence through their through their action.
ExampleExample：：
Top managers of some state-owned enterprises Top managers of some state-owned enterprises
3–9
Reality Suggests a Synthesis
管理的自主决定权
Exhibit 3–1Exhibit 3–1 Constraints on Managerial DiscretionConstraints on Managerial Discretion
P45
•Managers are neither all-powerful nor helpless.
•But their decision and action options are constrained.
外部环境
内部环境
3–10
Exhibit 3–9Exhibit 3–9 The External EnvironmentThe External Environment
The General
EnvironmentThe Specific
Environment
P57
3–11
Defining the External Defining the External Environment
• External EnvironmentExternal Environment
Those factors and forces outside the organization Those factors and forces outside the organization
that affect the organization’s performance. that affect the organization’s performance.
• Components of the External EnvironmentComponents of the External Environment
Specific environment:Specific environment: external forces that have a direct external forces that have a direct
and immediate impact on managers’ decisions and actions and and immediate impact on managers’ decisions and actions and
are directly relevant to the achievement of an organization’s are directly relevant to the achievement of an organization’s
.
General environment:General environment: broad external conditions that broad external conditions that maymay
affect an an organization.
3–12
Exhibit 3–9Exhibit 3–9 The External EnvironmentThe External Environment
The General
EnvironmentThe Specific
Environment
P57
一般环境
• 政府（政治、法律、政策）政府（政治、法律、政策）
政府规划、政府导向产业、政府限制产业、政治稳定政府规划、政府导向产业、政府限制产业、政治稳定
• 经济经济
经济发展状况与周期，经济发展状况与周期，GDPGDP，通胀率，汇率，基础设，通胀率，汇率，基础设
施施
• 人口人口
老龄化，教育，健康，老龄化，教育，健康，
• 技术技术
ITIT，生物医疗，生物医疗
• 全球化全球化
资本、贸易、人才资本、贸易、人才
3–13
3–14
Club-Med
3–15
Exhibit 3–9Exhibit 3–9 The External EnvironmentThe External Environment
The General
EnvironmentThe Specific
Environment
P57
Example:
Customer
Changes of
Club Med
Broad
meaning of
suppliers,
bank, school,
etc
Managers
can’t afford to
ignore
competitors
Example:
People for the
Ethical Treatment
of Animals
归真堂上市
3–16
How Managers deal with
the Environment Affects
• (1) Jobs and employment(1) Jobs and employment
• 环境和雇佣的关系环境和雇佣的关系
3–17
• 民工潮的消退
• 最低工资的上涨
• 《劳动法》
• 独生子女政策的后果
• 大学扩招
• 未来你可能的研究内容？
Examples of General environment
affecting business
3–18
How Managers deal with
the Environment Affects
•• (2) Assessing Environmental Uncertainty(2) Assessing Environmental Uncertainty
•• 评估环境的不确定性和复杂性评估环境的不确定性和复杂性
The extent to which managers have knowledge of and are The extent to which managers have knowledge of and are
able to predict change their organization’s external able to predict change their organization’s external
environment is affected by:environment is affected by:
Environmental Uncertainty Environmental Uncertainty - the degree of - the degree of
change and complexity in an organization’s change and complexity in an organization’s
.
Environmental Complexity Environmental Complexity - - the number of the number of
components in an organization’s environment and the components in an organization’s environment and the
extent of the organization’s knowledge about those extent of the organization’s knowledge about those
.
Exhibit 2-3: Environmental Uncertainty MatrixExhibit 2-3: Environmental Uncertainty Matrix
P49
3–20
(3) Managing Stakeholder Relationships Managing Stakeholder Relationships
处理好利益相关者关系
• Who are StakeholdersWho are Stakeholders
Any constituencies in the organization’s environment Any constituencies in the organization’s environment
that are affected by the organization’s decisions and that are affected by the organization’s decisions and
actionsactions
是组织外部环境中受组织决策和行动影响的任何相关是组织外部环境中受组织决策和行动影响的任何相关
群体。群体。
How Managers deal with
the Environment Affects
3–21
Exhibit 2–4Exhibit 2–4 Organizational StakeholdersOrganizational Stakeholders
P51
3–22
(3) Managing Stakeholder Relationships(3) Managing Stakeholder Relationships
• Why Manage Stakeholder Relationships?Why Manage Stakeholder Relationships?
It proved by researchers that considering the interests It proved by researchers that considering the interests
of all main stakeholders can lead to improved of all main stakeholders can lead to improved
organizational performanceorganizational performance
It’s the “right” thing to doIt’s the “right” thing to do given the interdependence given the interdependence
of the organization and its external stakeholders. (to of the organization and its external stakeholders. (to
be discussed latter). External groups are sources of be discussed latter). External groups are sources of
Inputs and outlets of outputs Inputs and outlets of outputs
3–23
How to Managing Stakeholder Relationships
1. Who are theyWho are they- - Identify the organization’s external Identify the organization’s external
.
2. What do they concernWhat do they concern - - Determine the particular Determine the particular
interests and concerns of the external and concerns of the external stakeholders.
3. How ImportantHow Important --Decide how critical each external Decide how critical each external
stakeholder is to the is to the organization.
4. Take ActionTake Action --Determine how to manage each Determine how to manage each
individual external stakeholder external stakeholder relationship.
3–24
3. The Internal Environment
•• Seven dimensions of organizational cultureSeven dimensions of organizational culture
•• Impact of a strong culture on organizations and Impact of a strong culture on organizations and
managersmanagers
•• Source of an organization’s cultureSource of an organization’s culture
•• How culture is transmitted to employeesHow culture is transmitted to employees
•• How culture affects managersHow culture affects managers
3–25
What Is Organizational Culture?
Personality of an organizationPersonality of an organization
The shared values, principles, traditions, and ways of The shared values, principles, traditions, and ways of
doing things that influence the way organizational doing things that influence the way organizational
members act. members act.
“The way we do things around here.”“The way we do things around here.”
Values, symbols, rituals, myths, and practicesValues, symbols, rituals, myths, and practices
Examples: Examples: differences between state-owned enterprises; joint differences between state-owned enterprises; joint
ventures/ Japanese companies/American firmsventures/ Japanese companies/American firms
Evolved over time and determine how things are Evolved over time and determine how things are
done in the organizationdone in the organization
3–26
What Is Organizational Culture? What Is Organizational Culture?
Implications:
Culture is a is a perception.
–– Not touched or seen, but employees perceiveNot touched or seen, but employees perceive
–– Example of a few Japanese companies. Example of a few Japanese companies. The The
employees pretend to be busy at work when the work is not really employees pretend to be busy at work when the work is not really
.
Culture is shared. Culture is shared.
–– ExEx：：IT company in US/Traditional company in IT company in US/Traditional company in
JapanJapan
Culture is is descriptive.
–– 7 dimensions to describe7 dimensions to describe
3–27
Exhibit 3–2Exhibit 3–2 77 Dimensions of Organizational Culture Dimensions of Organizational Culture
P47
3–28
The Internal Environment
-organizational culture
•• Mission Mission 使命使命
•• Systems process Systems process 系统过程系统过程
•• Structure Structure 结构结构
•• Resources Resources 资源资源
3–29
Strong Cultures
• Strong CulturesStrong Cultures
Are cultures in which key values are deeply held and Are cultures in which key values are deeply held and
widely shared.
Have a strong influence on organizational a strong influence on organizational members.
• Factors Influencing the Strength of CultureFactors Influencing the Strength of Culture
Size of the organizationSize of the organization
Age of the organizationAge of the organization
Rate of employee turnover Rate of employee turnover （离职率）（离职率）
Strength of the original cultureStrength of the original culture
Clarity of cultural values and beliefsClarity of cultural values and beliefs
3–30
Exhibit 2–7Exhibit 2–7 Strong versus Weak Organizational CulturesStrong versus Weak Organizational Cultures
P53
3–31
•Benefits of a Strong CultureBenefits of a Strong Culture
Creates a stronger employee commitment to the Creates a stronger employee commitment to the
. 创造员工承诺创造员工承诺
Aids in the recruitment and socialization of new Aids in the recruitment and socialization of new
employees. employees. 有助于招聘和文化认同有助于招聘和文化认同
Fosters higher organizational performance by instilling Fosters higher organizational performance by instilling
and promoting employee initiative. and promoting employee initiative. 促进组织绩效和员工创造力促进组织绩效和员工创造力
• Drawbacks of strong cultureDrawbacks of strong culture
Prevent employees from trying new approaches Prevent employees from trying new approaches 固守成规不固守成规不
利尝试新的方法利尝试新的方法
Strong versus Weak Cultures Strong versus Weak Cultures
3–32
Where Organizational Culture Comes From Where Organizational Culture Comes From
and How it Continuesand How it Continues
Sources: Sources: 强文化的来源强文化的来源
The organization’s founder The organization’s founder 创始人创始人
–– Vision and mission. Vision and mission.
•• Ex: The focus on treating employees as family Ex: The focus on treating employees as family
members while doing business, members while doing business, Or, Aggressiveness; Or, Aggressiveness;
•• Ex: “Let all Chinese can afford to fly” said by Wang Ex: “Let all Chinese can afford to fly” said by Wang
Zhenghua, Director of Spring Air, cost control practicesZhenghua, Director of Spring Air, cost control practices
Past practices of the organization Past practices of the organization 公司的惯例公司的惯例
–– The way things have been doneThe way things have been done
The behavior of top management The behavior of top management 公司高管行为公司高管行为
–– Wang ZhenghuaWang Zhenghua
3–33
Exhibit 3–5Exhibit 3–5 How an Organization’s Culture Is Established How an Organization’s Culture Is Established
and Maintainedand Maintained
①① RecruitmentRecruitment of like-minded employees who “fit” of like-minded employees who “fit” 招聘文化招聘文化
认同的员工认同的员工
②② Top management Top management 高管高管
③③ SocializationSocialization 社会化社会化- - The process that helps employees
adapt to the organization’s culture.
How an organization’s culture continues
公司文化的延续公司文化的延续
P48
3–34
How Employees Learn Culture
•• Stories Stories 公司的历史故事公司的历史故事
Narratives of significant events or actions of people that convey the Narratives of significant events or actions of people that convey the
spirit of the organizationspirit of the organization
•• Rituals Rituals 仪式仪式
Repetitive sequences of activities that express and reinforce the values Repetitive sequences of activities that express and reinforce the values
of the organization. of the organization.
Example-Mary Kay’s cosmetic annual awards ceremonyExample-Mary Kay’s cosmetic annual awards ceremony
•• Material Symbols Material Symbols 有形信条有形信条
Physical assets distinguishing the organizationPhysical assets distinguishing the organization
Exp: dress of employees, size of offices, layout of an organizationsExp: dress of employees, size of offices, layout of an organizations
•• Language Language 公司特定语言公司特定语言
Acronyms and jargon of terms, phrases, and word meanings specific to Acronyms and jargon of terms, phrases, and word meanings specific to
an organization. an organization.
3–35
How Culture Affects Managers
• Cultural Constraints on ManagersCultural Constraints on Managers
公司文化对管理者的制约公司文化对管理者的制约
Organizational culture is explicit, not written down, not Organizational culture is explicit, not written down, not
even be spoken, but they are there. Organization’s even be spoken, but they are there. Organization’s
Culture constrains what Managers can do and cannot Culture constrains what Managers can do and cannot
do. do.
Example: Read Example: Read 罗宾斯管理学罗宾斯管理学 P57; P57;
Example: culture of Japanese company, report, inform, consult. Example: culture of Japanese company, report, inform, consult. 免费加班免费加班
Simple rule for getting ahead in an organization:Simple rule for getting ahead in an organization:
Find out what the organization rewards and do those out what the organization rewards and do those things.
3–36
Exhibit 3–6Exhibit 3–6 Managerial Decisions Affected by CultureManagerial Decisions Affected by Culture
• Planning
• The degree of risk that plans should contain
• Whether plans should be developed by individuals or teams
• The degree of environmental scanning in which management
will engage
• Organizing
• How much autonomy should be designed into employees’ jobs
• Whether tasks should be done by individuals or in teams
• The degree to which department managers interact with each
other
P57
3–37
Exhibit 3–6Exhibit 3–6 Managerial Decisions Affected by Culture (cont’d)Managerial Decisions Affected by Culture (cont’d)
• Leading
• The degree to which managers are concerned with increasing
employee job satisfaction
• What leadership styles are appropriate
• Whether all disagreements—even constructive ones—should
be eliminated
• Controlling
• Whether to impose external controls or to allow employees to
control their own actions
• What criteria should be emphasized in employee performance
evaluations
• What repercussions will occur from exceeding one’s budget
P57
3–38
讨论：
•你找工作的时候会关注组织的文化吗？
•当今组织文化的关键点？
3–39
讨论： 当今组织文化的关键点？
4. Current Issues in Organizational
Cultural
① -Creating Innovative Culture
② -Creating Customer-responsive Culture
③ -Creating a Workplace with Spirituality
④ -Creating a Culture that supports
diversity
⑤Creating Ethical Culture
3–40
Creating an Innovative Creating an Innovative Culture
Characteristics of innovative organizationsCharacteristics of innovative organizations
Challenge and involvementChallenge and involvement
FreedomFreedom
Trust and opennessTrust and openness
Idea time Idea time
Playfulness/humorPlayfulness/humor
Conflict resolutionConflict resolution
DebatesDebates
Risk-takingRisk-taking
P54
3–41
Creating a Customer-Responsive Creating a Customer-Responsive Culture
•• Characteristics of customer-responsive cultureCharacteristics of customer-responsive culture
①① Hiring outgoing and friendly employees (ones with a strong Hiring outgoing and friendly employees (ones with a strong
interest in serving customers)interest in serving customers)
②② Having few rigid rules, procedures, and regulationsHaving few rigid rules, procedures, and regulations
③③ Using widespread empowerment of employeesUsing widespread empowerment of employees
④④ Having good listening skills in relating to customers’ messagesHaving good listening skills in relating to customers’ messages
⑤⑤ Providing role clarity to employees to reduce ambiguity and Providing role clarity to employees to reduce ambiguity and
conflict and increase job satisfactionconflict and increase job satisfaction
⑥⑥ Having conscientiousHaving conscientious（尽责的）（尽责的）, caring employees willing to take , caring employees willing to take
initiativeinitiative
3–42
Exhibit 2–10Exhibit 2–10 SuggestionsSuggestions for Managers: Creating a More Customer- for Managers: Creating a More Customer-
Responsive CultureResponsive Culture
• Hire service-contact people with the
personality and attitudes consistent
with customer service—friendliness,
enthusiasm, attentiveness, patience,
concern about others, and listening
skills.
• Design jobs…
• Give service-contact employees the
discretion…
• Reduce uncertainty….
• Clarify organization’s
commitment….
P59
•Type of employee
•Type of job environment
•Empowerment
•Role clarity
•Consistent desire to satisfy and
delight customers
Characteristics of customer-
responsive culture
Suggestions for Managers
3–43
Spirituality and Organizational Spirituality and Organizational Culture
•Workplace Spirituality Workplace Spirituality （工作场所精神境界）（工作场所精神境界）
A culture where organizational values promote a A culture where organizational values promote a
sense of purpose through meaningful work that takes sense of purpose through meaningful work that takes
place in the context of in the context of community.工作场所精神境界是一种工作场所精神境界是一种
组织文化，在这种文化中组织文化，在这种文化中组织的价值观通过社会背景下有意义的工作来满组织的价值观通过社会背景下有意义的工作来满
足组织及员工的需要。足组织及员工的需要。
•Characteristics of a Spiritual OrganizationCharacteristics of a Spiritual Organization
Strong sense of purpose Strong sense of purpose 意义明确的目的意义明确的目的
Focus on individual developmentFocus on individual development
Trust and opennessTrust and openness
Employee empowermentEmployee empowerment
Toleration of employees’ expressionToleration of employees’ expression
3–44
Reasons of promoting workplace spiritualityReasons of promoting workplace spirituality
•Benefits of Spirituality
Improved employee productivityImproved employee productivity
Reduction of employee turnoverReduction of employee turnover
Increased creativityIncreased creativity
Increased employee satisfactionIncreased employee satisfaction
Increased team performanceIncreased team performance
Increased organizational performanceIncreased organizational performance
Critics to promote workplace spiritualityCritics to promote workplace spirituality
•Question of Legitimacy
Ex: Is it proper to bring religion into the workplace
•Question of economy
•Compatible or not?
3–45
Creating an Ethical Culture
The content and strength of an organization’s culture The content and strength of an organization’s culture
influences its ethical climate and ethical behavior of influences its ethical climate and ethical behavior of
its members.
A strong organizational culture will exert more A strong organizational culture will exert more
influence on employees than a weak on employees than a weak one.
Strong organization, which is Strong organization, which is HHigh in risk tolerance, igh in risk tolerance,
LLow to moderate aggressiveness, ow to moderate aggressiveness, FFocus on means ocus on means
as well as outcomes, tends to shape high ethical as well as outcomes, tends to shape high ethical
standards. standards.
3–46
Exhibit 3–7Exhibit 3–7 SuggestionsSuggestions for Managers: Creating a More Ethical Culture for Managers: Creating a More Ethical Culture
• Be a visible role model.
• Communicate ethical expectations.
• Provide ethics training.
• Visibly reward ethical acts and punish unethical
ones.
• Provide protective mechanisms so employees can
discuss ethical dilemmas and report unethical
behavior without fear.
3–47
• Workforce diversityWorkforce diversity
A workforce that’s heterogeneous(A workforce that’s heterogeneous(异质异质) in terms of ) in terms of
gender, race, ethnicity, age, and other characteristics gender, race, ethnicity, age, and other characteristics
that reflect reflect differences.
Managers must show that they value diversity through their Managers must show that they value diversity through their
decisions and actionsdecisions and actions
Managers must look for ways to reinforce employee Managers must look for ways to reinforce employee
behaviors that exemplify that exemplify inclusiveness.
Creating a Culture that Supports
Diversity
3–48
Learning Summary
1. The Manager: Omnipotent or Symbolic1. The Manager: Omnipotent or Symbolic
ØØContrast the action of manager according to the omnipotent Contrast the action of manager according to the omnipotent
and symbolic symbolic views.
ØØExplain the parameters of managerial the parameters of managerial discretion.
2. The Organization’s Culture2. The Organization’s Culture
•• Describe the seven dimensions of organizational the seven dimensions of organizational culture.
•• Discuss the impact of a strong culture on organizations and Discuss the impact of a strong culture on organizations and
.
•• Explain the source of an organization’s the source of an organization’s culture.
•• Describe how culture is transmitted to how culture is transmitted to employees.
•• Describe how culture affects how culture affects managers.
3–49
3. Current Organizational Cultural Issues Facing 3. Current Organizational Cultural Issues Facing
ManagersManagers
•• Describe the characteristics of an ethical culture, an Describe the characteristics of an ethical culture, an
innovative culture, and a customer-responsive culture, and a customer-responsive culture.
•• Discuss why workplace spirituality seems to be an Discuss why workplace spirituality seems to be an
important concern.
•• Describe the characteristics of a spiritual the characteristics of a spiritual organization.
Learning Summary
3–50
4. The Environment (cont’d)4. The Environment (cont’d)
•• Describe the components of the specific and general Describe the components of the specific and general
.
•• Discuss the two dimensions of environmental Discuss the two dimensions of environmental
.
•• Identify the most common organizational the most common organizational stakeholders.
•• Explain the four steps in managing external stakeholder Explain the four steps in managing external stakeholder
.
Learning Summary
