Views and environment of management

Views & Environment

of

Management

Created By: 1. Keval Patel(1001110111007)

2. Sandip Dobariya(100110111013)

3.Hardik Anghan(100110111023)

4. Jay Jasani(1001101110025)

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View of

Management

1.

• Omnipotent View

2.• Symbolic View

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Omnipotent View of

Management

Managers are directly responsible for an

organization’s success or failure.

The quality of the organization is

determined by the quality of its managers.

Someone has to be held accountable

when organizations performs poorly,

regardless of the reasons and that

“someone” is the manager.

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Omnipotent View of

Management

Of course, when things go well manager

also get the credit-even if they had little to

do with achieving the positive outcome.

When profits are up ,managers take the

credit and reward themselves with

bonuses, stock options and like.

When profits are down, top managers are

often fired ,in the belief that “new

blood”will bring improved results.

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Much of an organization’s success or

failure is due to external forces outside of

managers’ control.

The symbolic view says the a manager’s

ability to affect outcomes is influenced

and constrained by external factors.

According to this view it is unreasonable

to expect managers to significantly affect

an organization’s performance.

Symbolic View of Management

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Symbolic View of

ManagementPerformance is influenced by following

factors managers don’t control.

The economy

Customers

Governmental policies

Competitors

Industry conditions

The actions of previous managers

This view is called “symbolic” because it’s based on belief that managers symbolize control and influence through their action.

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Views of management

The omnipotent

view?

The symbolic

view?

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Reality suggests a synthesis:

managers are neither helpless nor

all powerful.

External Environment

Factors and forces outside an

organization that affect the

organization’s performance.

Mainly devided in two parts:

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1.• Specific environment

2.• General environment

The Organization

Customers

Suppliers

Public pressure groups

Competitors

Global

Political\Legal

SocioculturalTechnological

Demographics

Economic

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Specific Environment

• Customers

• Suppliers

• Public Pressure Groups

• Competitors

The main forces that make up this environment:

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External forces that have a direct impact on

managers’ decisions and actions that have

directly relevant to the achievement of an

organization’s goals.

Customer:

• Represent potential uncertainty to an organization because their test can change or they can become dissatisfied with the organization’s products or service.

Suppliers:

• Managers seek to ensure a steady flow of needed supplies at the lowest price possible.

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Public Pressure Groups:

• Managers must recognize special-interest groups that attempt to influence the action of organization.

Competitors:

• All organizations-profit and not-for-profit-have competitors.

• Manager cannot afford to ignore the competition.

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General Environment

• Economic

• Political/Legal

• Sociocultural

• Demographic

• Technological

• Global

This environment includes external conditions as follows:

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Economic:

• Inflation, interest rates, unemployment, and demand.

Political/Legal:

• Refers to government regulation of business and the relationship between business and government.

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Sociocultural:

• Managers must add up their practices to the change in the exaptation of the society in which they are operate.

Demographic:

• These conditions encompass trends in population characteristics such as gender, age, level of education, geographic location income and family composition.

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Technological:

• Refers to the methods available for converting resources into products or services.

Global:

• Managers are challenged by an increasing number of global competitors and market.

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The environment,

stakeholders• Who are stakeholders?

Any constituencies in the

organization's external environment

that are affected by the organization's

decisions, actions and policies

● include internal and external

groups

● can influence the organization

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Why is stakeholder

relationship management

important?

it can affect organizational outcomes,

such as improved predictability of

changes, more successful

innovations, greater trust and

flexibility, organizational performance

It’s the ‘right’ thing to do

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Stakeholder Relationships

Stakeholders◦ Any constituencies in the organization’s

external environment that are affected by the organization’s decisions and actions

Why Manage Stakeholder Relationships?◦ It can lead to improved organizational

performance.

◦ It’s the “right” thing to do given the interdependence of the organization and its external stakeholders

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Managing Stakeholder

Relationships1. Identify the organization’s external

stakeholders.

2. Determine the particular interests and concerns of the external stakeholders.

3. Decide how critical each external stakeholder is to the organization.

4. Determine how to manage each individual external stakeholder relationship.

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Thank

you..