Omnipotent and symbolic view of mgt (1)
Download as PPTX, PDF22 likes50,277 views
The document defines and compares the omnipotent and symbolic views of management. The omnipotent view is the traditional view that managers have virtually unlimited control over the organization and are solely responsible for its success or failure. The symbolic view is that managers have limited effect due to factors outside their control, and symbolize influence through their actions rather than having true control over outcomes.
Omnipotent and symbolic view of mgt (1)
- 1. Definition of Omnipotent and Symbolic view of management? Omnipotent view: The traditional view of managers is that they have virtually unlimited control over the organization and its purpose, functions and operations and therefore they alone are responsible for all its success and failures. This view is called omnipotent view of management. SYMBOLIC VIEW: Symbolic view of management is the view that managers have only a limited effect on substantive organizational outcomes because of large number of factors outside their control.
- 2. Omnipotent View • Managers are directly responsible for an organization’s success or failure. • The quality of the organization is determined by the quality of its managers. • Managers are held accountable for an organization’s performance • yet it is difficult to attribute good or poor performance directly to their influence on the organization.
- 3. Symbolic View • Much of an organization’s success or failure is due to external forces outside of managers’ control. • The ability of managers to affect outcomes is influenced and constrained by external factors. • The economy, customers, governmental policies, competitors, industry conditions, technology, and the actions of previous managers • Managers symbolize control and influence through their action.
- 5. Omnipotent view Symbolic view 1. Managers are directly responsible for an organization’s success or failure. 2. The quality of the organization is determined by the quality of its managers. 3. The performance of managers influences the organization goals. 4. The ability of managers is to gain success and failure by their good or bad performance. 5. Example: Coaches, Faculties, Group leaders, supervisors etc. 1. Managers are not directly responsible for an organization’s success or failure. 2. The whole control is not on managers, so the quality of the organization is not determined by the quality of its managers. 3. The performance of managers is not influences the organization goals. 4. The ability of managers to affect outcomes is influenced and limited by external factors. 5. Example: The economy, customers, governmental policies, competitors, industry conditions, technology etc.