OMNIPOTENT ADMINISTRATION POINT OF VIEW
OPINION ACCORDING TO WHICH MANAGERS ARE DIRECTLY RESPONSIBLE FOR THE SUCCESS OR FAILURE OF AN ORGANIZATION.
organizational-culture-and-the-environmentOPINION ACCORDING TO WHICH MANAGERS ONLY INFLUENCE THE SUBSTANTIAL RESULTS OF AN ORGANIZATION, UNDER THE GREAT NUMBER OF FACTORS THAT ARE OUTSIDE OF THE CONTROL OF THE ADMINISTRATION, AS THE ECONOMY, THE CHANGES IN THE MARKET (THE CLIENT) GOVERNMENT POLICIES, COMPETITION, THE SITUATION IN THE INDUSTRIAL SECTOR, TECHNOLOGY AND THE ACTIONS TAKEN BY PREVIOUS MANAGERS IN THE ORGANIZATION.
ACCORDING TO THIS POINT OF VIEW WHAT MANAGERS DO INFLUENCE IS IN THE SYMBOLIC RESULTS. THE MANAGER'S ROLE IS CONSIDERED TO BE TO CREATE A MEANING WHERE THERE IS ONLY DISORDER, CONFUSION AND AMBIGUITY. MANAGERS PROJECT AN ILLUSION OF CONTROL BY DEVELOPING PLANS, MAKING DECISIONS AND DEVELOPING OTHER ADMINISTRATIVE ACTIVITIES DOING SO TO THE BENEFIT OF EMPLOYEES, SHAREHOLDERS, CLIENTS AND THE GENERAL PUBLIC. WHEN THINGS GO WRONG WE NEED WHO TO PRAISE AND VICE VERSE.
REALITY
IN REALITY THE MANAGERS ARE NEITHER INDEPENDENT BEINGS OR ALMIGHTY. THERE ARE INTERNAL RESTRICTIONS IN EVERY ORGANIZATION THAT LIMIT THE OPTIONS FOR WHICH A MANAGER PROVIDES AT THE TIME OF DECISION.
THESE INTERNAL RESTRICTIONS ARE THE RESULT OF THE CULTURE OF THE ORGANIZATION. ALSO THE EXTERNAL RESTRICTIONS THAT COME FROM THE ENVIRONMENT OF THE ORGANIZATION IMPACT ON THE ORGANIZATION AND RESTRICT THE FREEDOM OF MANAGEMENT.
ORGANIZATIONAL CULTURE
ORGANIZATIONS HAVE A PERSONALITY TO WHICH WE WILL CALL THEIR CULTURE.
SIGNIFICANCE SYSTEM SHARED BY THE MEMBERS OF AN ORGANIZATION THAT DETERMINES, TO A LARGE EXTENT, THE WAY IN WHICH THEIR EMPLOYEES ACT AND DISTINGUISHES THIS FROM OTHER ORGANIZATIONS.
IT REPRESENTS A COMMON PERCEPTION SHARED BY THE MEMBERS OF AN ORGANIZATION.
ORGANIZATIONS HAVE CULTURES THAT GOVERN THE WAY THEIR MEMBERS MUST BEHAVE.
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