Define the Manager Terrain
MGT B240
Unit 2
Defining the manager’s terrain
110
Course team (2009 version) Developer: Designer: Coordinator: Member: Dr Kenneth Chao, OUHK Delian Gaskell, OUHK Dr Alex Mak, OUHK Dr Peng Wei, OUHK
Course team (previous version) Developer (original version): Adapter: Production ETPU Publishing Team Brian Barrett, OUHK Victor Haines, Consultant, OUHK
Copyright © The Open University of Hong Kong, 1990, 1994, 2002, 2006, 2007, 2008, 2009. Revised April 2011. All rights reserved. No part of this material may be reproduced in any form by any means without permission in writing from the President, The Open University of Hong Kong. Sale of this material is prohibited. The Open University of Hong Kong 30 Good Shepherd Street Ho Man Tin, Kowloon Hong Kong
Contents
Overview Introduction The manager: Omnipotent or symbolic? The organization’s culture
What is organizational culture? The relationship between culture and management practices Strong vs. weak cultures Summary
1 3 4 6
6 7 8 10
The environment
Defining the environment The specific environment The general environment Summary
12
12 12 15 18
Managing in a global environment
Managing in a foreign environment The changing global environment The legal-political and economic environments The cultural environment Summary
20
20 20 24 25 28
Social responsibility and managerial ethics
What is social responsibility? Managerial ethics Toward improving ethical behaviour Business ethics in Hong Kong and other countries Summary
30
31 34 40 43 48
The decision-making process and limits to rationality
The decision-making process The rational decision maker Limits to rationality Bounded rationality The role of intuition Summary
50
50 56 56 60 61 61
Problems and decisions
Summary
64
66
Analysing decision alternatives
Decision-making styles, biases and errors Summary
68
70 71
Group decision making
Summary
73
75
Unit summary Suggested answers to the
Unit 2
Defining the manager’s terrain
110
Course team (2009 version) Developer: Designer: Coordinator: Member: Dr Kenneth Chao, OUHK Delian Gaskell, OUHK Dr Alex Mak, OUHK Dr Peng Wei, OUHK
Course team (previous version) Developer (original version): Adapter: Production ETPU Publishing Team Brian Barrett, OUHK Victor Haines, Consultant, OUHK
Copyright © The Open University of Hong Kong, 1990, 1994, 2002, 2006, 2007, 2008, 2009. Revised April 2011. All rights reserved. No part of this material may be reproduced in any form by any means without permission in writing from the President, The Open University of Hong Kong. Sale of this material is prohibited. The Open University of Hong Kong 30 Good Shepherd Street Ho Man Tin, Kowloon Hong Kong
Contents
Overview Introduction The manager: Omnipotent or symbolic? The organization’s culture
What is organizational culture? The relationship between culture and management practices Strong vs. weak cultures Summary
1 3 4 6
6 7 8 10
The environment
Defining the environment The specific environment The general environment Summary
12
12 12 15 18
Managing in a global environment
Managing in a foreign environment The changing global environment The legal-political and economic environments The cultural environment Summary
20
20 20 24 25 28
Social responsibility and managerial ethics
What is social responsibility? Managerial ethics Toward improving ethical behaviour Business ethics in Hong Kong and other countries Summary
30
31 34 40 43 48
The decision-making process and limits to rationality
The decision-making process The rational decision maker Limits to rationality Bounded rationality The role of intuition Summary
50
50 56 56 60 61 61
Problems and decisions
Summary
64
66
Analysing decision alternatives
Decision-making styles, biases and errors Summary
68
70 71
Group decision making
Summary
73
75
Unit summary Suggested answers to the
References: Robbins, S P and Coulter, M (2009) Management, 10th edn, New Jersey: Prentice-Hall. Hofstede, G (2001) Culture’s Consequences: Comparing Values, Behaviors, Institutions, and Organizations across Nations, Thousand Oaks, CA: Sage. Robbins, S P and Coulter, M (1999) Management, 6th edn, Upper Saddle River, NJ: Prentice Hall.