Organizational Culture
组织文化英语
组织文化英语Organizational Culture in EnglishOrganizational culture is a critical component of any successful business or organization. It encompasses the shared values, beliefs, attitudes, and behaviors that shape the way employees interact with one another and with the organization as a whole. Effective organizational culture can foster a sense of unity, purpose, and commitment among employees, leading to improved performance, increased job satisfaction, and a stronger competitive advantage.One of the key elements of organizational culture is the set of values and beliefs that guide the organization's decision-making and behavior. These values can range from a focus on innovation and creativity to a commitment to customer service and quality. Regardless of the specific values, it is important that they are clearly communicated and consistently upheld throughout the organization.Another important aspect of organizational culture is the way in which employees interact with one another. A positive and collaborative work environment can encourage open communication, teamwork, and a sense of shared purpose. This can lead to increasedproductivity, as employees feel empowered to contribute their ideas and work together to solve problems.In contrast, a negative or dysfunctional organizational culture can have a detrimental impact on employee morale, engagement, and overall performance. Factors such as poor communication, lack of trust, and a focus on individual rather than team success can create a toxic work environment that stifles innovation and creativity.To build a strong and positive organizational culture, leaders must be intentional in their approach. This may involve developing a clear vision and mission for the organization, establishing a set of core values, and creating opportunities for employees to engage in team-building activities and professional development.One effective strategy for building a positive organizational culture is to focus on employee engagement. This can involve providing employees with opportunities for growth and development, recognizing and rewarding their contributions, and fostering a sense of belonging and community within the organization.Another important aspect of organizational culture is the way in which the organization communicates with its employees. Effective communication can help to build trust, foster a sense of transparency, and ensure that employees understand the organization's goals andpriorities.In addition to internal communication, it is also important for organizations to consider their external communication and how they are perceived by the broader community. A strong and positive organizational culture can help to build a positive brand image and reputation, which can be a valuable asset in attracting and retaining top talent.Overall, organizational culture is a complex and multifaceted concept that plays a critical role in the success and sustainability of any organization. By focusing on the development of a positive and collaborative work environment, organizations can build a strong and resilient culture that supports innovation, productivity, and long-term success.。
第二章 组织文化1
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管理学
第三章 组织文化
西南财经大学 工商管理学院
组织文化的本质
文化的本质是一定群体所共有的、具有相对稳定性的价值观，这 种价值观可以通过一定的形式外化，形成现象文化，如习俗、语 言等。简单地说，组织文化是指决定组织行为方式的价值观或价 值观系统(values or values system for a general guide to action)。
管理学
第三章 组织文化
西南财经大学 工商管理学院
第一节 文化概念
的差异：文化
文化影响着许多商务活动，甚至影响到人与人之家的沟通和交流。如： 握手的差别 美国很用力 亚洲很温柔（在一些国家，我手是不自在的） 英国软弱无力 德国粗暴且有力，到达和离开时会重复........... 总体而言，文化对企业管理的影响主要反映在人们的基本信仰和行为方面。主要表现 在以下方面： 集中决策与分散决策。 个人回报与团队回报 安全与风险 正式程序与非正式程序 较高的组织忠诚度于较低的组织忠诚度 短期视野与长期失业 稳定与创新
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管理学
第三章 组织文化
西南财经大学 工商管理学院
美式组织文化简介
一、美国文化的特征——个人能力主义。 1、拜金主义 “没有永恒的朋友，只有永恒的利益”——价值观念。 2、冒险开拓的精神 “开拓就会有前所未有的收获，胆小鬼永远都不会有大 的作为”——信念 3、不断创新 4、个人能力主义 注重实务和务实的精神气质。 4、自由平等 5、理性主义 二、美国企业文化的特征
管理学
第三章 组织文化
西南财经大学 工商管理学院
第二章 组织文化 (Organizational Culture)
本章内容结构
Organizational culture组织文化
Organizational cultureAbstract: Organizational culture is the "intangible assets" of the enterprise, is the "core competence" of each enterprise and it plays an important role in the development of enterprise, even is related to enterprises' survival. However, organizational culture is not unchangeable and immutable, but should be continuous development .Organizational culture has condensed function, guide function, incentive function, constraint function. The second special motor LTD in Nanjing in after a period of development has been a rapid development of organizational culture, but there are still some problems, this article will analysis from the following several aspects, put forward the solution.Key words: Organizational culture Construction StrategyAlong with the continued development of reform and opening up, along with the state-owned reform gradually thorough, as we gradually into the WTO, especially with the growing of private economy, the economic situation of our country changed, every aspect of the situation in the economic field has great changes have taken place: on the basis of the market and the combination of national regulation to preliminary establishment of socialist market economy, with public ownership as the main body, a variety of ownership economy common development of the economic system established, to distribution according to work as the main body, a variety of modes of distribution coexist system has begun to take shape, dominated by the state, give full play to social and personal power of the social security system has begun to take shape. Facing this kind of dramatic change and profound changes, as the main body of the socialist market economy enterprise, in order to ensure survival and development in the fierce market competition, it is necessary to promote the development of the enterprise each work, and organizational culture construction is one of the important items. So how does the social change of role in the corporate culture? organizational culture should be how to adapt to different stages of development? This article to analyze this problem from the perspective of organizational culture construction and put forward their own views.1.Modern organizational culture and the second special motor LTD in Nanjing’s overview（1）The definition of corporate cultureThere seems to be wide agreement that organizational culture refers to a system of shared meaning held by members that distinguishes the organization from other organizations. This system of shared meaning is, oncloser examination, a set of key characteristics that , in aggregate, capture the essence of an organization’s culture.①Innovation and risk taking.② Attention to detail.③Outcome orientation.④People orientation. ④Team orientation.⑤Aggressiveness.⑥Stability.And in general, the organizational culture can be divided into three levels: surface layer of organizational culture, deep shallow culture and organizational culture. Three levels system connect with each other, depend on each other, interaction, constitute the system of organizational culture, common effect on the development of enterprises. (2)The functions of organizational cultureCulture performs a number of functions within an organization.First, it has a boundary-defining role: that is creates distinctions between one organization and others. Second,it conveys a sense of identity for organization members. Third, culture facilitates the generation of commitment to something larger than one’s individual self interest. Fourth, it enhances the stability of the social system. Culture is the social glue that helps hold the organization together by providing appropriate standards for what employees should say and do. Finally, culture serves as a sense-making and control mechanism that guides and shapes the attitudes and behavior of employees. It is this last function that is of particular interest to us.Culture defines the rules of the game.(3) The second special motor LTD in Nanjing development history overview The second special motor LTD is located in the east of Nanjing. Company predecessor is Nanjing motor factory, founded in 1972, mainly produces T72S series three-phase asynchronous motor, products sold throughout the country, well received by users. Along with the development of the state electricity utility, electric adjustment of product structure in 1986 and the Shanghai institute of technology cooperation in joint development for fan motor technology, pump load matching YDT series pole-changing energy-saving motor, has the advantages of novel structure, high efficiency, energy saving effect is remarkable, low noise, high generalization degree ,are widely used in metallurgy, mining, textile, printing and dyeing, chemical, building and civilian facilities and other departments, the company existing staff 80 people, engineering technical personnel 18 people, with a full range of motor processing and testing equipment, can produce 80 to 355 motor base, annual output of more than 8000 sets. Products by the technical supervision of Jiangsu province motor testing station sampling shall be qualified for many times, and obtained ISO9001 quality certification. Products for aerospace machinery, capital of electronic industry. The penetration testing center, Shanghai Pudong airport, Shanghai rail transit, cotton beach power plant in Guangdong, Meizhou missile Arsenal, Shanghai baosteel, Shanxi Taiyuan and other national key projects and large enterprises supporting. Company quality policy: quality is the life of the enterprise, customer satisfaction is our goal.2.Problems existing in the organizational culture construction in the companyAfter a period of development, the company focused on customer orders on time according to the point, not occur the phenomenon of delayed delivery. On the basis of existing customers, and constantly explore potential customers, develops the market. Employees basic practice of distribution according to work, work more, complete sets of superior indexes. And take part in some of the local charity activities, improve the visibility and reputation of its own. Boss see in many other companies have corporate culture, think about your not backward, also to make a. So, the bitter thought for a long time, listed some provisions and a hanging on the wall, everything is all right, and never go unnoticed, predictable results. But the interesting thing is, often boss also feel suspicious, the somebody else 's corporate culture so prosperous, for the promotion of enterprise contribution so big, why our company has no effect, so, at the meeting is to emphasize implementation, but also have no special people to decode below, also does not have the professional person to enterprise's internal and external conditions, some problems faced by the analysis of related research, put forward feasible measures and ways. Is common in human resources, administrative offices, mass of party branch, trade unions and other departments, this to the right, the key is neither specific instructions and requirements, no clear authority and responsibility, so, the result is not unknown, leading to their own organizational culture construction archaeological travesty, finally employees don't know what do you want them to do.3.Nanjing second special motor LTD organizational culture construction countermeasure analysis(1)Discusses the necessity of whole organizational culture constructionorganizational culture construction is not only a boss, a department, some things, but also the responsibility and obligation of company all staff together. Tribal habit, village customs, national history, organizational culture, this is not only the needs of the society order, but in order to be able to understand the past, based on now, looking to the future. The enemy and know yourself, in order to fight. A growth of people and getting to know his process, according to the change of internal and external environment, timely make some response. Enterprise is also a reason, so, for staff service training, on-the-job training, training work idea and so on, can't ignore the progress of the enterprise and the staff are mutually patrimony, staff promotion topromote the development of the enterprise, the development of the enterprise employees.A good organizational culture can not only promote the development of the company, also can give employees want. Such as good personal life habits, work is not only beneficial to health, more conducive to efficient work, there is no doubt that help you succeed in your career. The good organizational culture can help a company staff to build up such a good habit. A strong corporate culture can not only produce powerful execution, soul can also wash people's mind, help staff to establish noble, positive outlook on life and values. Such as troops known as the "corporate culture", although they are military culture, and different in content, form and company, but the essence is the same, the purpose is the same. While everyone happy life, to achieve satisfactory results, and need to have the very strong fighting capacity, and in the process of military culture all the time in affecting every soldier, and woven into the thought and behavior of the each soldier, in a subtle influence on the ideology of every soldier's values and gradually unified. So, a lot of people at a glance can judge the soldiers wear no uniforms.(2)To carry out the organizational values, employee values organizational culture construction, is the embodiment of a enterprise values, the implementation of the operation concept, it must be top-down infusion, and the execution is to strictly grasp from the bottom up, and to form the relevant system to supervise and urge the inspection. Because, the establishment of the organizational culture as a corporate brand, is a system, complex and lasting project, so you have to direct involvement by the enterprise leaders, various departments to improve and implement together. In this, the leading cadre to take the lead by example, quite important, because it needs not only a kind of atmosphere (such as the execution of the atmosphere, the atmosphere of communication, learning atmosphere, etc.), but also because at the top of many ideas, ideas, methods, the following can't immediately understand, corporate policies, route, and not everyone can understand it. For ordinary workers, intuitive imitation often has effect than to think analysis directly.(3)Use good organizational culture inspire potential staff, giving full play to the staff's subjective initiativeMany companies are able to recognize that employees are the wealth of the enterprise, but in the grab and promote the wealth appear "puff", sometimes has the feeling of eating "chicken ribs", investigate its root cause is short-sighted, on the project can't see the direct profit is considered unprofitable, or without the patient walk circuitous route, so in training employees, career planning, tourism and other project activities is not a man to do, or don't consider it. Machine of Taylor's "people" in today's world hasnot adapted to the management mode, in this diverse world, management also want to go to the mix, to recognize the characteristics of human nature, is a special animal with rich feelings, if you ignore this and you want to work, only to grasp performance, many problems came out, such as part, communication is difficult to reach the designated position, thought the concept of unity, information timeliness is not strong, the system of enforcement couldn't get on -- so, one of the working content of organizational culture, is to make up for the inadequacy of system (lag, rigid), there is a saying of good, system is for people who want to make mistakes is no chance, and the organizational culture is people have the opportunity to make mistakes is not to think about it.4.ConclusionIn short, organizational culture is the most important "intangible asset", is the enterprise of "core competence", enterprises in any stage of development, should according to the actual situation of enterprises, should according to enterprise's development. Constantly updated form of organizational culture, the development of the core of organizational culture, the constant development of the organizational culture in the sublation, in reference to continuously enhance the "soft power" of the enterprise.张艺博国际会计1401 140130502。
Organizational Culture
Organizational Culture2篇Organizational Culture（一）在组织中，文化是一个至关重要的方面。
组织文化是指组织中共享的价值观、信仰和行为规范，它对组织和员工的行为和态度产生重要影响。
在本文中，我们将探讨组织文化的定义、重要性以及如何塑造和改变组织文化。
组织文化可以被视为组织的个性。
它包括组织的价值观、信仰和行为规范。
组织文化是无形的，但它可以通过组织的行为和态度来体现。
例如，一家以员工友好和创新为核心价值观的组织可能会提供弹性的工作时间，鼓励员工提出新想法，并重视员工的工作满意度。
组织文化对组织的运作和员工的行为有着深远的影响。
它可以影响员工的工作动机、工作满意度和绩效。
当组织的文化与员工的个人价值观相契合时，员工更有可能表现出积极的工作态度和高绩效。
相反，当组织文化与员工的价值观和信仰相冲突时，员工可能感到不满意并表现出消极的工作态度。
组织文化的塑造和改变是一个复杂的过程。
首先，组织需要明确定义自己的核心价值观和信仰。
这可以通过组织的使命和愿景以及领导团队的决策来实现。
然后，组织需要确保这些价值观和信仰被所有员工理解和接受。
这可以通过组织的内部沟通和培训来实现。
最后，组织需要对违反文化价值观的行为进行适当的管理和激励措施，以确保文化得到持续的遵守和推广。
当组织决定改变其文化时，这个过程可能会更加困难。
这需要组织高层的明确支持和承诺，并且需要时间和资源。
组织需要制定一个清晰的计划，确定改变文化的目标和步骤，并与员工进行广泛的沟通和参与。
关键是要建立一个开放和包容的环境，鼓励员工提出意见和建议，并参与到改变文化的过程中。
在塑造和改变组织文化时，领导力起着至关重要的作用。
领导团队需要成为文化的榜样，通过自己的行为来展示和强化组织的价值观和行为规范。
他们需要与员工进行密切的合作，并提供适当的支持和激励，以确保文化的顺利实施和改变。
总之，组织文化在组织中起着重要的作用。
Chapter 4 - Organizational Culture
中国
Collective attitudes & behavior Organizational outcomes
• Effectiveness • Stress
Group & social processes
• Socialization • Mentoring • Decisionmaking • Group dynamics • Communication • Influence & empowerment - Leadership
Kreitner, R., & Kinicki, A. (2007).
*
Dimensions of Organizational Culture
中国
• Seven dimensions of organizational culture emphasize different aspects of culture and suggest different ways to understand an organization’s culture:
• Espoused values represent explicitly stated values and norms that preferred by an organization. • Enacted valalues and norms that actually are exhibited or converted into employee behavior.
*
Champoux, J.E. (2003).
Levels of Organizational Culture
学生版 Ch03organizational culture(3)
文化的冲突
文化A 文化A
文化B 文化B
不同民族间的文化冲突 不同公司间的文化冲突 不同部门间的文化冲突
18–11
18–3Biblioteka Culture’s functions
Defining the rules of game (culture) “Culture by definition is elusive, intangible, implicit, and taken for granted. But every organization develops a core set of implicit rules that govern day-to-day behavior in the workplace……” 文化是难以琢磨的，无形的，暗涵的。 文化是难以琢磨的，无形的，暗涵的。但是对于每个 组织来说， 组织来说，这些暗涵的规则却制约着员工的每天的行 为……
Culture as a liability
Barrier to change 变革的障碍
– Stable environment:
• Consistency of behavior is an asset • 在稳定的环境中，稳定的行为是财富 在稳定的环境中，
– Dynamic environment:
Part three organizational culture Chapter 03
Organizational Culture (3)
组织文化（ 组织文化（3） 组织文化的功能) (组织文化的功能)
What do cultures do?
Culture’s functions Culture as a liability
组织文化量表(OCAI)
组织文化量表（Organizational Culture Assessment Instrument，简称OCAI），Cameron和Quinn(1998)提出的组织文化量表是以竞值架构理论为基础( Competing Values Framework，简称CVF)，而组织文化的好坏更会进一步的影响组织的效能，其与决策的制定及人资管理更是密不可分的。
Cameron和Quinn将组织文化分为四种类型，包含：团队文化类型、灵活文化类型、市场文化类型和层级文化类型，量表分为六个维度，分别为主导特征、领导风格、员工管理、组织凝聚、战略重点和成功标准，总共为24个条目。
量表的计分方式将受试者感受、反应及认同程度为评定指标，采用五点量表级分方法。
其标准为“1”表示非常不符合；“2”表示不符合；“3”表示普通；“4”表示符合；“5”表示非常符合。
量表的条目一、主导特征1. 我的组织是一个人性化的组织，像一个大家庭，成员间能分享彼此的经验或想法①非常不符合②不符合③普通④符合⑤非常符合2. 我的组织是一个具有活力和创业精神的组织，成员富有进取心与冒险精神①非常不符合②不符合③普通④符合⑤非常符合3. 我的组织是成果导向型组织，强调工作的完成，成员具有强烈的竞争意识与成就导向①非常不符合②不符合③普通④符合⑤非常符合4. 我的组织是一个严格管理与层级分明的组织，成员严格按规章制度做事①非常不符合②不符合③普通④符合⑤非常符合二、领导风格5. 我的组织的最高管理者能主动指导、协助并关爱组织成员①非常不符合②不符合③普通④符合⑤非常符合6. 我的组织的最高管理者具有企业家精神，注重创新并勇于冒险①非常不符合②不符合③普通④符合⑤非常符合7. 我的组织的最高管理者行事严谨，富有进取心并重视成果①非常不符合②不符合③普通④符合⑤非常符合8. 我的组织的最高管理者擅于协调与组织，注重组织的顺畅运作①非常不符合②不符合③普通④符合⑤非常符合三、员工管理9. 我的组织重视团队合作、协商及成员的参与①非常不符合②不符合③普通④符合⑤非常符合10. 我的组织重视个人的冒险，强调创新、自由及展现自我①非常不符合②不符合③普通④符合⑤非常符合11. 我的组织强调竞争，强调高要求，注重竞争目标的达成①非常不符合②不符合③普通④符合⑤非常符合12. 我的组织重视成员工作的保障及稳定性，员工之间的关系是可预见及稳定的①非常不符合②不符合③普通④符合⑤非常符合四、组织凝聚13. 促使我的组织凝聚的力量是成员的忠诚及相互信任，强调对组织的承诺①非常不符合②不符合③普通④符合⑤非常符合14. 促使我的组织凝聚的力量是对创新与发展的承诺，强调走在时代的前沿①非常不符合②不符合③普通④符合⑤非常符合15. 促使我的组织凝聚的力量是对成就与目标达成的重视①非常不符合②不符合③普通④符合⑤非常符合16. 促使我的组织凝聚的力量是正式的规章制度，强调组织运作的顺畅①非常不符合②不符合③普通④符合⑤非常符合五、战略重点17. 我的组织重视人力资源的发展，强调高度信任、开诚布公及员工的持续参与①非常不符合②不符合③普通④符合⑤非常符合18. 我的组织重视获取新资源及迎接新挑战，强调尝试新事物和寻求新机遇①非常不符合②不符合③普通④符合⑤非常符合19. 我的组织重视竞争与成功，强调达成更多目标以及在市场中获胜①非常不符合②不符合③普通④符合⑤非常符合20. 我的组织重视持久与稳定，强调效率、控制及顺畅的运作①非常不符合②不符合③普通④符合⑤非常符合六、成功标准21. 我的组织对成功的界定是在人力资源、团队合作、员工承诺及关心员工方面得以发展①非常不符合②不符合③普通④符合⑤非常符合22. 我的组织对成功的界定是组织有独特、新颖的产品，是产品的领导者和创新者①非常不符合②不符合③普通④符合⑤非常符合23. 我的组织对成功的界定是赢得市场份额并且打败对手，成为市场的领导者①非常不符合②不符合③普通④符合⑤非常符合24. 我的组织对成功的界定是富有效率。
organizational culture and its functions阅读理解
organizational culture and its functions阅读理解Organizational culture refers to the shared values, beliefs, customs, practices, and behaviors that exist within an organization. It represents the unique personality of the organization and sets the tone for how things are done.The functions of organizational culture include:1. Identity and Sense of Belonging: Organizational culture helps create a sense of identity, belonging, and purpose among employees. When employees feel connected to the organization, they are more likely to be engaged and committed to their work.2. Norms and Expectations: Culture establishes norms and expectations for behavior within the organization. It sets guidelines for how employees should interact with each other, handle conflicts, make decisions, and accomplish tasks.3. Communication and Collaboration: Culture influences communication patterns and collaboration within the organization. It determines how information is shared, whether there is open and transparent communication, and how teams work together to achieve common goals.4. Decision-making and Problem-solving: Culture shapes decision-making and problem-solving processes. It can influence whether decisions are made collectively or by top management, how risks are approached, and how conflicts are resolved.5. Performance and Productivity: Culture affects performance andproductivity within the organization. A positive culture that values teamwork, innovation, and continuous improvement can enhance employee motivation and job satisfaction, leading to higher levels of productivity.6. Attraction and Retention of Talent: Organizational culture playsa significant role in attracting and retaining talented employees. A strong culture that aligns with individuals' values and aspirations can attract like-minded individuals who are more likely to stay with the organization in the long term.7. Change and Adaptation: Culture can either facilitate or hinder organizational change and adaptation. A flexible and adaptive culture can help organizations navigate and embrace change, while a rigid and resistant culture can impede progress.In summary, organizational culture shapes the collective mindset, behaviors, and practices within an organization, impacting various aspects of employee engagement, communication, decision-making, performance, and adaptability.。
organizational culture
• The behavior of top management
Organizational Culture
6. Continuation of the Organizational Culture
• Recruitment of like-minded employees who “fit” • Socialization of new employees to help them adapt influence on organizational members.
• Clarity of cultural values and beliefs
3. Strong versus Weak Cultures
Factors Influencing the Strength of Culture
2. Dimensions of Organizational Culture
Exhibit 3.2
3. Strong versus Weak Cultures
Strong Cultures
• Are cultures in which key values are deeply held and widely held.
Organization Culture Issues
Creating an Innovative Culture: • Challenge and involvement • Freedom • Trust and openness
• • • • • Idea time Playfulness/humor Conflict resolution Debates Risk-taking
I. What is culture?
Organizational Culture 组织文化
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A Socialization Model
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Stories
故事
How Employees Learn Culture
Language
Rituals
語言
儀式
Material Symbols
物質象徵
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Managing Cultural Change 管理文化變革
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How a Culture Begins
Ultimate source of an organization’s culture is its founders 組織文化的形成: 創始人的哲學觀,經過用人政策,高 階主管的強化,透過社會化過程使員工學習。例如西 南的Herb Kheller, Mary Kay, Virgin Group’s Richard Branson
若與主文化矛盾,會削弱一組織。
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A strong culture is characterized by the organization’s core values being both intensely held and widely shared 並廣為成員所接受則即可 成為強勢文化。
A weak culture is characterized by vagueness, ambiguity, and/or inconsistencies 若模糊不清,不一致
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第四次小考說明
與期末考類似, open book,但不可以帶講義與夾 帶紙條在書中 範圍: 領導,權力,政治 題型: 選擇, 簡答
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Culture as a Liability 文化也是負債
组织文化_精品文档
• （3）语言（language）。是识别组织文 化的手段，是传递和保存组织文化的工具。
• （4）物质象征（material symbols）。组 织文化的物质表现形态及符号。如建筑及 装饰、环境绿化、文化设施、专用交通工 具、办公室、工作服、组织标识与口号等。
组织文化 Organizational Culture
组织文化
S1 组织文化概述 S2 组织文化的结构与功能 S3 组织文化的形成 S4 组织文化的塑造
S1 组织文化概述
一、组织文化的界定 二、组织文化的类型 三、组织文化的源起
一、组织文化的界定
组织文化（organizational culture）指组 织成员共有的一套意义共享体系，它使组织 独具特色，区别于其他组织。
强调实现这些结果的技术与过程。 4．人员导向（people orientation）：管理决策在多大程度
上考虑到决策结果对组织成员的影响。 5．团队导向：工作活动在多大程度上以团队而不是以个体来
组织。 6．进取心：组织成员的进取心和竞争性（而不是随和性）程
度如何。 7．稳定性：组织活动在多大程度上强调维持现状而不是成长
有找到真正的核心价值观。
寻找自己的个性 行为先于内容 价值观先于战略
核心价值观举例
西点军校的核心价值观：责任（responsibility）、荣 誉（glory）、国家（country）
通用电气（GE）的核心价值观：简单，速度，自信。 沃尔玛（Wal-Mart）的核心价值观：卓越、客户服务、
根据环境的需要和战略焦点结合进行的划分。
创业文化（entrepreneurial culture）:此类指文化鼓励、 提倡有助于提高组织适应环境变化的规范与信息。特点是 注重创新和冒险。
组织文化
第十三章组织文化第一部分本章概要1.1重要概念1、组织文化(organizational culture)：组织文化是组织在长期的实践活动中所形成的并且为组织成员普遍认可和遵循的具有本组织特色的价值观念、团体意识、工作作风，行为规范和思维方式的总和。
2、价值观（Espoused values）：价值观反映了一个人对应该是什么、不应该是什么的潜在信仰。
3、基本假设（Basic assumptions）：基本假设是一种深层的信仰，它指导行为，并教给组织成员怎样观察和思考事物。
1.2关键知识点1.组织文化的层次Edgar H. Schein认为，组织文化可以分为三个层次，这些层次的范围从一个人可以眼见的具体实物形象的外显物，到只能感觉的、在内心深处的、属于潜意识的基本假设，如图所示：图 组织文化的层次2.组织文化理论(1).G?Hofstde 的文化差异理论1980年，美国管理学会的管理心理学家G Hofstde ，根据他在40个国家进行的长达7年的调查问卷研究，提出了对组织管理产生影响的民族文化差异的四个方面，即“权力距离”、“不确定性避免”、“个人主义—集体主义”、“男性度一女性度”，这通常被称为民族文化的四个维度。
G Hofstde 认为，民族文化的这四个维度对于管理中的领导方式、组织结构和激励内容，会产生巨大影响。
(2).T?E?Deat 和A?A?Kennedy 的组织文化因素理论Deal 和Kennedy 认为企业文化是由企业环境、价值观、英雄、习俗和仪式、文化网络五个因素所组成，Deal 和Kennedy 把西方组织文化分为四种类型，即强人文化、“拼命干/尽情玩”文化、攻坚文化、过程文化。
四种类型取决于两种因素:一是企业经营活动的风险程度;二是企业及其雇员工作绩效的反馈程度。
事实上，在实践中，任何一家企业也不可能真正符合这些文化中的任何一种，而是四种文化类型的混合。
(3).L?Pascale 和A?Athos 的7s 管理框架Pascale 和AthosI981年他们提出了即组织管理要注重7个管理要素: 战略( Strategy )，结构( Structure )制度(Systems )、人员(Staff)、技能(Skills ) ,最高目标(Super ordinate goals )，作风(Style )。
(整理)组织文化
一. 组织文化理论概述
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（一）组织文化的概念
• 在组织的管理中，有一个问题经常困扰实际工作者和 学者，这就是组织文化 (organizational culture)或者说 公司ቤተ መጻሕፍቲ ባይዱ化、企业文化究竟是指什么东西？这是一个最 基本、但常常被忽视的问题。 • “文化”一词在西方来源于拉丁文cultura，原义是指 农耕及对植物的培育。自15世纪以后， cultura一词逐 渐引申使用，把对人的品德和能力的培养也称之为 cultura 。 • 在中国的古籍中，“文”既指文字、文章、文采，又 指礼乐制度、法律条文等。“化”是“教化”、“教 行”的意思。从社会治理的角度而言，“文化”是指 以礼乐制度教化百姓。
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• 随着日本企业的竞争优势逐渐体现出来，人们 也逐渐认同了以企业文化为核心的管理思维， 这事实上表明企业管理的核心已经演进到以 “组织文化”为管理核心的阶段。
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80年代初期组织文化理论的代表性著作
• William G. Ouchi. The Theory Z.Reading, Massachusetts: Addison-Wesley.1981. • Tom J. Peters & Robert H. Waterman, Jr. In Search of Excellence: Lessons from America’s Best Run Companies. New York: Harper & Row, 1982. • Tom J. Peters & Nancy Austin. A Passion for Excellence. New York: Harper & Row, May 1985. • Terrence E. Deal & Allen A. Kennedy: Corporate Culture. Reading. Massachusetts: Addison-Wesley.1982.
新职业英语1Unit1Organization
Effective communication helps to build trust among team members and promote unity, leading to better collaboration and cooperation.
矩阵型组织
矩阵型组织是一种更为复杂的组织 结构形式，其特点是同时存在多个 管理层级和多个职能部门，组织成 员需要接受双重领导。
Organizational chart
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组织结构图的作用
组织结构图是用于描述组织内部结构和关系的图表，可以帮助管理者更
好地了解组织的层级关系和部门设置，从而更好地进行管理和协调。
Resistance and Response to Organizational Change
Employee resistance
employees may be resistant to change due to fear of the unknown, loss of job security, or changes in work processes.
02 organizational culture
Definition of Organizational Culture
组织文化是指组织在长期发展过程中 形成的共同价值观、行为准则和信仰 体系，它反映了组织的独特性和个性。
组织文化具有独特性、稳定性、动态 性和传承性等特点，它能够激发员工 的归属感和创造力，提高组织的凝聚 力和竞争力。
组织文化是组织成员共同遵循的信念 和行为规范，它影响着组织的决策、 管理方式和员工行为，是组织核心竞 争力的重要组成部分。
管理学之 组织文化
BI 行 为 系 统 VI 视 觉 系 统
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行为识别
优秀的管理 管理行为 优秀的管理行为 良好的工作行为 工作行为 良好的工作 体贴、完善的服务 服务行为 体贴、完善的服务行为
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BI
行为识别
VI
视觉识别
• 产品设计 • 广告 • 企业旗帜 • 企业标志 • 运输工具 • 企业色彩 • 办公用具 • 售店展示 • ……
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一、组织文化的概念
(一)文化(Culture)的概念 1、广义的文化是指人类在社会历史实践过程中 所创造的物质财富和精神财富的总和。 2、狭义的文化是指社会的意识形态，以及与之 相适应的礼仪制度、组织机构、行为方式等物 化的精神。 文化具有民族性、多样性、相对性、积定 性、延续性和整体性的特点。
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组织文化的四本重要著作 1、日裔美籍学者威廉·大内的著作《Z理论--美国 企业界怎样迎接日本的挑战》：“Z理论” 2、理查德·帕斯卡尔和安东尼·阿索斯合写的《日 本企业管理艺术》；“7S理论” 3、特伦斯·迪尔和爱伦·肯尼迪合著的《企业文 化—现代企业的精神支柱》：“五要素” 4、托马斯·彼得斯和小罗伯特·沃特曼合写的《寻 求卓越—美国成功公司的管理经验》：归纳了 成功公司的8个特点，其中最突出的一条就是 培育有自己特色的组织文化
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组织识别系统
Corporate Identity System
理念识别 Mind Identity 行为识别 Behavior Identity 视觉识别 Visual Identity
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理念识别
用理念、口号、精神让消费者认识自己 用理念、口号、
小天鹅
“全心全意小天鹅” 全心全意小天鹅”
中国银行
organizational culture and its functions阅读理解
organizational culture and its functions阅读理解摘要：一、引言1.组织文化概述2.组织文化的重要性二、组织文化的功能1.凝聚功能2.规范功能3.激励功能4.沟通功能5.创新功能三、组织文化建设的策略1.确立核心价值观2.强化企业文化传播3.开展企业文化活动4.优化组织结构与流程5.持续推进创新四、组织文化面临的挑战与应对策略1.文化冲突与融合2.跨文化管理3.组织变革与适应4.培养企业文化传承人五、结论1.组织文化对企业发展的重要性2.建设与传播组织文化的方法与策略3.面对挑战，推动组织文化创新与升级正文：一、引言组织文化是企业在长期发展过程中形成的共同价值观、行为规范、信仰与习惯，它渗透在企业的各个方面，对企业的经营与发展具有深远的影响。
组织文化的健康与活力，对于提高企业竞争力和凝聚力具有重要意义。
本文将从组织文化的概述、功能、建设策略以及面临的挑战与应对等方面进行探讨，以期为企业文化的建设和管理提供有益的启示。
二、组织文化的功能1.凝聚功能：组织文化能够强化员工之间的共同价值观，提高团队凝聚力，使员工紧密团结在一起，共同为企业发展努力。
2.规范功能：组织文化作为一种非正式规范，可以引导员工的行为，使员工在遵循企业规章制度的同时，自觉地遵循企业文化的要求。
3.激励功能：组织文化能够激发员工的积极性和创造力，使员工在工作中保持热情，为实现企业目标而努力。
4.沟通功能：组织文化有助于加强企业内部及与外部的沟通与协作，提高信息传递的效率，促进企业各项工作的开展。
5.创新功能：组织文化鼓励员工敢于尝试、勇于创新，为企业的发展提供源源不断的动力。
三、组织文化建设的策略1.确立核心价值观：企业应明确自己的核心价值观，使之成为全体员工共同遵循的准则。
2.强化企业文化传播：通过各种渠道和形式，传播企业文化，使员工深入了解和认同企业文化。
3.开展企业文化活动：组织各类企业文化活动，增强员工对企业的归属感和向心力。
关于组织文化的英文作文
关于组织文化的英文作文Organizational Culture。
Organizational culture refers to the shared values, beliefs, attitudes, customs, and practices that characterize an organization. It is the glue that holds an organization together and shapes the behavior of its employees. A strong organizational culture can lead to increased productivity, employee satisfaction, and customer loyalty, while a weak culture can lead to high turnover rates, low morale, and poor performance.One of the most important aspects of organizational culture is its values. Values are the guiding principles that shape the behavior of employees and define what is important to the organization. For example, if a company values innovation, employees are more likely to take risks and come up with new ideas. If a company values customer service, employees are more likely to go above and beyond to satisfy customers.Another important aspect of organizational culture is its communication style. Communication is the lifeblood of any organization, and the way in which employees communicate with each other and with customers can have a significant impact on the organization's success. A culture that values open and honest communication can lead tobetter collaboration, problem-solving, and innovation.The physical environment of an organization can also play a role in its culture. The layout of the workspace, the design of the office, and the amenities available to employees can all contribute to the culture of the organization. For example, an organization that values collaboration may have an open office plan with shared workspaces, while an organization that values privacy and concentration may have more individual workspaces.Finally, the leadership style of an organization can have a significant impact on its culture. Leaders set the tone for the organization and their behavior and values are often emulated by employees. A leader who valuestransparency and accountability is more likely to create a culture of trust and responsibility, while a leader who values control and micromanagement may create a culture of fear and resentment.In conclusion, organizational culture is a critical component of any successful organization. It shapes the behavior of employees, defines the values of the organization, and influences its success. By understanding the key elements of organizational culture and working to create a strong and positive culture, organizations can improve employee satisfaction, customer loyalty, and overall performance.。
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Organizational Culture（组织文化）作者：Edgar H. Schein出处：American Psychologist Feb. 1990, 109-119壹、缘起本文作者史屈恩教授是研究企业文化的大师，出生于1928年。
1964年毕业于芝加哥大学，曾在史丹佛大学进修，1952年获得哈佛大学社会心理学博士。
他是开创「组织心理学」研究领域的学者之一；对管理理论有很大的影响力。
先后着有组织心理学、组织文化与领导等书。
史屈恩教授对组织文化的定义是：『一个基本假设的型式由一个既定团体学着去克服外部适应与内部整合问题所发明及发展出来的；而这些假设因运作良好而被承认有其效度，并以之对有关适应与整合问题的正确知觉、思考及感受方式教导给新进成员。
』史屈恩教授的这个定义，视文化为成员自然而然的一种行为表露，可见文化是一种深入人心的内化作用，而经长期融洽后的成果，故研究文化需要深入了解各个表面现象所隐含的背后意义。
此外，史屈恩教授亦强调了学习的重要性，此点道出组织文化是不断地在变迁，并且也是要从日积月累的学习中获得。
史屈恩教授在组织文化的领域内是举足轻重的，他首先提出关于文化本质的概念，在本文中，则是他研究内容的重点回顾，包括文化的构成因素、如何分析文化，文化的层次，产生文化的动力等，这些也是化在此领域内的重要成就。
貳、内容摘要------------------------------------------------------------------------------------------------------------------------ 摘要：组织文化的观念近年来逐渐受到专家学者等重视，文章中作者说明文化如何被应用于组织心理学的领域，并以历史及两个例子来说明如何分析文化及思考文化的变迁。
------------------------------------------------------------------------------------------------------------------------要撰写一篇组织文化评论文章有些困难，因为对于文化观念及其定义尚无定论。
同时文化常与人类学、社会学、社会心理学、组织行为等学门相关；因此各学者进行研究时，常有偏颇，作者先将其它观点作历史性回顾，再进一步针对其中的社会心理学与人类学之研究典范，提出有关之概念架构.文化研究之历史回顾:最早提出的观念是气候(climate)、规范(norm)、态度(attitude)等，但这些研究方法都无法完整来解释文化关系，及进一步探究组织功能运作之深层因果关系。
1940年代末期社会心理学者对行动研究（research action）与领导训练感到兴趣，并提出文化岛（Culture Island）的概念，作为说明。
领导训练的环境，基本上和本身受训者的背景和员工场合相关。
1950与1960年代，研究者陆续推出组织规范（group norms）的观念，并将研究重心由个人转向单位；因此出现系统的观念。
Katz 和Kahn 1960建立系统理论与系统动力学的组织分析，对后续之文化研究贡献颇大。
之后社会学、人类学学门的研究相继对组织心理学产生影响，进而有文化概念出现，其研究重点有二：(1)组织行为模式的变化(2)组织与团体之稳定程度。
1980年代由于日本公司表现胜过美国公司，学者发现不能由国家文化的差异来解释,必须将组织与社会分离，观察组织层次的差异，所以有『组织文化』的研究出现。
各学派对组织文化概念之研究（1）调查研究法(Survey Research)利用李客特量表作问卷调查，将大量资料进行统计分析，然而，所设计的问项是否符合文化的主题，抽象的文化概念能否量测，颇堪质疑。
（2）分析性描述法（Analytical Descriptive）将整个组织现象与群体，分解成组织故事、仪式、惯例与符号形式等元素来分析，难免见树不见林。
（3）民族志法(Ethnographic)这种研究途径融合了人类学与社会心理学。
运用在组织研究，虽然文件不够充足，也能够叙述详尽以建构较好的理论，惟研究时间较长与成本昂贵。
（4）历史法（Historical）历史数据较少直接涉及文化的作品，经由其它要素来解析文化会面临一些实际的困难。
（5）临床描述法（Clinical Descriptive）经由顾问师在辅导组织时，顺带临床研究组织文化，这种研究之资料提供，会局限于客户所关切的事项，对顾问师而言，因缺乏主动发掘研究方向，有些讯息会无法获得，所以需要搭配其它研究途径，以相辅相成。
组织文化之定义文化是一组基本假设构成的模型，这些基本假设是一群人在适应外在环境，和解决内在问题的过程中所创造、发现或开发出来的。
由于这些基本假设应用起来效果不错，这群人就认为这些假设成立，于是把它们传授给新进入团体的成员，成为指导人们认识思考和感觉外在和内在问题的正确方式。
在一个团体内，经由整合会呈现文化的一致性，事实上在一个大系统下，更能存在着独立的次文化，而且彼此间相互冲突。
所以文化又可以进一步定义为：（a）一个基本假设的模型，（b）由一个群体所创造、发现与发展，（c）它经由学习以处理外在适应与内部整合问题，（d）问题的处理的成效很好，（e）用来教导新进者，（f）关于解决问题的正确认知、感受与思考方法。
文化内在一致性的强度，与群体稳定性的功能。
群体存在时间的长度、组织学经验的强度、发生学习的机制、与领导者信念的明确性及强度等因素有关。
文化的层级文化有三个基本层面：（a）可观察的人为表像(Observable Artifacts)包括实体布置、服装规定、礼仪态度与场所感受等，通常可经由档案、产品、哲学观陈述与年报中显现出来，可以立即触知却不易精确解读。
（b）价值（Value）经由问卷、访问或其它调查方法，来了解人们的想法与感受，以研究所信奉的文化、价值、规范、意识型态与哲学观。
（c）基本潜在的假设(Basic Underlying Assumptions)针对特定问题，观察群体中较积极的成员，深入自我分析后，可以解读出理所当然的、基本潜在的与无意识的假设，它决定了人们的认知、感受、行为与思考程序。
解读文化的内容文化可视为对外在环境适应，及组织内部整合工作的学习过程结果。
表一、面对群体的外部与内部工作------------------------------------------------------------------------------------------------------------------------ 外在适应的任务内部的整合工作1.组织面对环境的核心任务 1.包含时间、空间基本概念，所使用共同的语言与概念系统、功能与主要工作 2.群体内的标准与周界2.组织所追求的特定目标3.地位、权力与职权分配的标准3.完成目标得基本方法4.工作与家庭中的亲疏标准4.衡量结果的标准5.奖惩分配的标准5.如果未完成目标的修正策略6.意识型态与宗教的管理概念------------------------------------------------------------------------------------------------------------------------ 文化为当组织面对社会，产生的种种问题时，以人类行为学的角度来分类表二、组织文化的基本构面------------------------------------------------------------------------------------------------------------------------ 基本构面问题解答1.组织与环境之间的关系组织能否能被支配、顺从、调合？2.人类自然活动的本质人类的行为是否被适度的调合？3.实体与真理的本质经过繁杂的测试，如何有效定义心理与社会？4.时间的本质什么是我们的基本方向，过去、现在或未来？什么时间事件与日常事件最有关？5.人类自然的本质人类的本质是好、坏、普通？人类本质是完美或固定的？6.人际关系的本质人与人之间是相互竞争或合作？群体主义或个人主义好？权力系统专制/温和或独享/参与？7.均质性与多元化群体适合多元化或均质化？个人在群体中需创新或遵守？两个案例作者史屈思尝试由两个个案中，萃取与归纳出文化的特性与差异(1) 个案一：行动公司(Action Company)一个为已创设30年来，仍然维持高度成长的高科技制造公司，其文化特质是快速行动、个人创造、不拘型式与冲突中找解答(参考图一)。
优点：可容忍高度冲突，而不伤害员工。
缺点：当公司成长时，因决策时间过长，个人自主权过度而显的无纪律、及全体一家人的观念因人数众多不易熟悉而被打破了。
图一、行动公司的范例------------------------------------------------------------------------------------------------------------------------( 2) 个案二：多重公司(Multi Company)该公司是一家有一百年历史、许多分部及国际分公司、且高度正式化的欧洲公司。
其文化特质是正式化、强调地位与规则、科层组织与很少横向沟通(图二)。
缺点：因把重心放在科学研究，忽略了营销的重要性，且当外在环境快速变动时，其系统及政策反应太慢。
图二、多重公司的范例------------------------------------------------------------------------------------------------------------------------------------------------文化动力一：如何创造文化文化经由学习累积而得，但是规范、信仰与假设最初是如何形成的？目前尚无很好的学习模型来说明它；下列二者仍可视为从学习到共同分享的文化过程：(1).经由重要事件形成规范；(2).领导者的确认，尤其是创立者的信仰、价值与假设，有一部份经由相互学习，会被融入群体模式中。
文化动力二：经由社会化而保存经由新进人员社会化的结果，使的组织文化能够再生与绵延不绝，在招募新人时，期望找来有相同假设信仰与价值的新人，在社会化时可以事半功倍；至于社会化的过程分析，则有许多不同的观点，不同分析构面如下：(1).群体相对个人；(2).正式相对非正式；(3).自我解构与重组相对自我强化；(4).序列相对随机；(5).顺序相对分散；(6).固定相对变动；(7).竞赛相对比赛。