1101IBA Lecture Notes - Lecture 7: Edgar Schein, Corporate Communication, Rolfing
30 May 2018
School
Department
Course
Professor
Week 7 Management Concepts Lecture Notes
Environment and Diversity
Views on Management
• Managers are directly accountable for the success or failure of an organisation (the
omnipotent view) OR
• Managers have only a limited effect on substantive organisational outcomes because
of the large uer of fators outside aageets otrol the syoli ie.
• Reality suggests a synthesis: managers are neither helpless nor ALL powerful.
Managing Organisations
• Internal Environment
o Organisational culture ade up of shared eaigs, ie stories, rituals,
symbols and language
• External Environment
o General and specific environment
Environment- specific and general
• Specific
o Fators that diretly ipat ahieeet of the orgaisatios goals -
suppliers, customers, competitors, government agencies and public pressure
groups.
• General
o Broad factors (not within the control of the organisation) such as political
conditions, economic factors, sociocultural influences, technological factors,
legal and global issues that indirectly impact the organisation.
The specific environment
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Griffith University: Specific
• Customers
o Students, on campus
o Students, off campus
o Businesses (consultation, short courses)
• Suppliers
o Educational services, ie lecturers and tutors
o Bookstore, paper, utilities
• Competitors
o TAFE, other universities
• Pressure groups/govt agencies
o Green lobby group; local council; bicycle lobby group
Environmental Uncertainty
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Document Summary
Internal environment: organisational culture (cid:373)ade up of (cid:858)shared (cid:373)ea(cid:374)i(cid:374)gs(cid:859), ie stories, rituals, symbols and language, external environment, general and specific environment. Industry associations and pressure groups: advertising and marketing, community education, corporate communications, political activity including donations, endorsement. liaison, activism, relationship with educational organisations, research and development, corporate espionage. How employees learn culture: stories, significant events or people, rituals, material symbols, epetiti(cid:448)e a(cid:272)ti(cid:448)ities that rei(cid:374)for(cid:272)e the orga(cid:374)isatio(cid:374)(cid:859)s (cid:448)alues, symbols that say something about the organisation, i. e. office space, dress, cars. Leadership and organisational culture: a symbolic leader uses symbols to establish and maintain a desired organisational (cid:272)ulture. They talk the (cid:858)la(cid:374)guage(cid:859) of the orga(cid:374)isatio(cid:374), highlight the o(cid:271)ser(cid:448)a(cid:271)le culture, and tell key stories repeatedly: group culture depends on values that should meet the following criteria, relevance, pervasiveness, strength. Diversity and multicultural organisations: the term diversity describes differences in race, gender, age, ethnicity, physical ability, culture and sexual orientation, among other individual differences.
