Professional Documents
Culture Documents
Chapter Three
McGraw-Hill/Irwin Copyright 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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Figure 3.1
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Board of directors
members elected by the stockholders to see that the company is being run according o their interests
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Competitors
people or organizations that compete for customers or services
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Strategic allies
describes the relationship of two organizations who join forces to achieve advantages neither can perform as well alone
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Technological forces
new developments in methods for transforming resources into goods and services
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Demographic forces
influences on an organization arising from changes in the characteristics of a population, such as age, gender, or ethnic origin
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International forces
changes in the economic, political, legal, and technological global system that may affect an organization
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Values
relatively permanent and deeply held underlying beliefs and attitudes that help determine a persons behavior
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Values
Organizations may have two value systems that conflict: 1. The value system stressing financial performance versus 2. The value system stressing cohesion and solidarity in employee relationships
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Individual
guide by what will result in the individuals best long term interest, which ultimately are in everyones self-interest
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Justice
guided by respect for impartial standards of fairness and equity
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Figure 3.2
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Figure 3.3
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Organizational dimensions
include management status, union affiliation, work location, seniority, work content, and division
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Barriers to Diversity
Ethnocentrism
belief that ones native country, culture, language, abilities, or behavior is superior to those of another culture
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Barriers to Diversity
Stereotypes and prejudices Fear of reverse discrimination