organization 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.。
组织文化(英文)
of what the -- should be; unconstrained by previous customs or ideologies • the small size further facilitates the founders’ imposition of their vision on all employees
core values + additional values
5.Strong Cultures & Formalization
• Strong Cultures:cultures where the core values
are intensely held & widely shared
• the more members accepting,the greater their commitment
• substitute for formalization: 2 different roads to a
common destination. Formal rules & regulations
will be internalized in emplo- culture.
• Barrier to M&A:historically,the key factors in making M&A decisions were financial advantages or product synergy;In recent years,culture compatibility has become the primary concern.
组织文化英文资料
The Use of Organizational Culture and Structure to Guide Strategic Behavior:An Information Processing PerspectiveJohn W. O'NeillJohnson & Wales UniversityLaura L. BeauvaisUniversity of Rhode IslandRichard W. SchollUniversity of Rhode IslandABSTRACTThis article presents a descriptive model explaining the roles and relationships of organizational culture and organizational structure in guiding employee behavior toward strategic objectives. Using an information-processing view, we propose that organizational culture and structure direct the behavior of employees through the reduction of uncertainty and equivocality. Furthermore, we propose that differing levels of both cultural and structural influences are implemented in different organizational types based on the level of skill, originality, and training required of the tasks being performed by members of the organization, and based on the geographical dispersion of the employees themselves. We present the concept of the “cosmopolis,” which is an organization rich in both cultural and structural elements. Implications for both research and managerial practice are discussed.IntroductionIndividuals arrive at organizations with variant motivations, experiences, and values. These natural individual differences tend to direct behavior in numerous, often divergent directions. If an organization is to direct behavior toward the accomplishment of a strategic mission, and is to present itself to stakeholders as a unified form, mechanisms must be created for reducing this variability among individuals and focusing employee efforts on the accomplishment of strategic goals. Organizational structure has long been described as a mechanism through which effort is integrated through the coordination and control of activities (Child, 1977; Weber, 1946; Burns & Stalker, 1961; Mintzberg, 1979), and symbolic management, or the management of organizational culture, has more recently been described asa mechanism that directs behavior through shared values, norms, and goals (Pfeffer, 1981; Louis 1985; Schein, 1985; Weick, 1987; Denison, 1990; Chatman & Jehn, 1994). However, each mechanism is unique in its impact on individual behavior, and therefore, the effects of each should be analyzed separately and then synthesized for a deeper understanding of the functional roles of structural and cultural forces in the workplace.We believe that a model clarifying the relationship between organizational culture and organizational structure in directing employee effort toward strategic goals is needed. In developing such a model to synthesize these two forces, we will take the perspective that organizations are essentially information processing entities that develop different mechanisms in attempts to reduce uncertainty and equivocality in achieving effectiveness (Daft & Lengel, 1986; Galbraith, 1973; Knight & McDaniel, 1979). Effectiveness is obtained when employees enact behaviors in a consistent manner to achieve strategic goals of the firm. Uncertainty exists when there is a gap between the amount of information possessed and that which is required to perform a task (Galbraith, 1977), while equivocality means that there is ambiguity, confusion, or poor understanding about a situation of which there may exist multiple and conflicting interpretations (Weick, 1979). The primary question that this article attempts to answer is: Under what conditions are culture, structure, both, or neither effective mechanisms for managing information requirements of the organization and directing employee behavior toward accomplishing strategic goals? Specifically, the reasons that such a model is needed are:1) A unified typology of organizations describing their impact on the control of behavior based on cultural and structural mechanisms is needed. While various organization types have been identified and defined, among them mechanistic, organic (Burns & Stalker, 1961), bureaucracy, machine bureaucracy, professional bureaucracy, adhocracy, divisionalized form (Mintzberg, 1979), clan (Wilkins & Ouchi, 1983), and network organizations (Quinn, Anderson, & Finkelstein, 1996), a comprehensive model is needed to present a range of fundamental organization types, with each type being a point on a multidimensional scale, but which clearly portrays the "gray" areas between specific organizational types.2) Existing organizational typology models do not adequately describe how many of today’s organizations that are increasingly geographically dispersed, due to technological advances such as wide area networks (WANs), internet, and wireless communication, manage information demands and control strategic behavior of employees .3) Existing organizational typology models do not describe organizations, that aside from being geographically dispersed, must employ individuals who are often lacking in basic education and skills, and for whom most traditional training techniques may be inadequate. This source of uncertainty is increasingly characteristic of many mass service organizations today.We will discuss and differentiate organizational structure and organizational culture as information processing mechanisms, and develop a model describing their roles in reducing uncertainty and equivocality so that employees can successfully direct their behaviors toward achieving organizational goals. In the literature, task complexity has been recognized as an important source of uncertainty and equivocality in organizations (Daft & Lengel, 1986; Galbraith, 1973; Van de Ven, Delbecq, &Koenig, 1976). In addition, we propose that geographical dispersion of organizational units increases informational requirements by augmenting the amount of information needed to operate effectively in different global environments, and by increasing the ambiguity of available information and the number of different interpretations to which this information is subject. Therefore, our model will consider the information processing requirements of tasks as well as the dispersal of this information across employees who must work interdependently to accomplish the goals of the organization.In developing our model, we will first discuss structure and culture as mechanisms for managing information demands of organizations and directing employee behavior. Next, we will identify the conditions of task complexity and geographical dispersion under which structural and cultural mechanisms are effective for reducing uncertainty and equivocality. Then, we will present our model which describes different organizational types based on different combinations of structure and culture that are required to manage information requirements presented by varying levels of task complexity and geographical dispersion. In addition, we will provide examples of different organizations that illustrate these types. Lastly, we will conclude by considering some implications for future research and managerial practice.Organizational Structure as an Information Processing and Behavioral Control MechanismThree fundamental mechanisms for reducing variability and instability of social systems were cited by Katz and Kahn (1966): (1) environmental pressures or task requirements in relation to needs, (2) shared values and expectations, and (3) rule enforcement. If we add centralization (i.e., a system where supervisors maintain consistency via actually making all decisions or by auditing/controlling alldecision-making) to these three, four elemental control mechanisms result:1)centralization (of decision making),2)formalization (rule enforcement),3)output control (acceptance of only adequate task outcomes), and4)shared values and expectations.The first three mechanisms encompass structural elements, and the fourth is essentially culture, which will be discussed later. Structure has been further identified by Mintzberg (1979) as the standardization of: (1) work processes - where the contents of the work are specified or programmed, (2) output - where the results and dimensions of the work product are specified, and (3) skills - where the kinds of training required to perform work are specified. Along with standardization, according to Mintzberg, direct supervision exists where one individual takes responsibility for the work of others and monitors their performance. For the purpose of this article, organizational structure will be defined using elements of definitions developed by Mintzberg, Burns and Stalker, and Katz and Kahn. Structure is thedegree of: centralization of decision-making, formalization of rules, authority, communication, and compensation, standardization of work processes and skills, and/or control of output by acceptance of only adequate outcomes.Organizations vary in the degree to which these mechanisms are used to control behavior. Specifically, Burns and Stalker (1961) distinguishe the mechanistic organization from the organic one. High use of the above devices represents a formalized and conspicuous type of control and has been described as a mechanistic process (Burns & Stalker, 1961). The mechanistic organization is hypothesized to be suitable for situations of high stability. In an information processing view, mechanistic organizations are comprised mostly of task situations that process routine information (i.e., that which is repetitive, changes slowly over time, fits into a clearly recognizable pattern, and is easily understood) (Knight & McDaniel, 1979). The technology involved in converting inputs into outputs in such tasks is highly analyzable and low in variety (Perrow, 1967). Other characteristics of the mechanistic organization include specialized differentiation of tasks where the functionaries tend to pursue the technical improvement of their task, and are held accountable for the task performance. Employees tend to work with specific job descriptions and fall into a formalized hierarchy of control, authority, and communication, and the majority of communication occurs in a vertical format where instructions and decisions are issued by the manager. Long term membership in the organization is secured by the employee by obedience to the manager and loyalty to the concern, and greater prestige is attached to local (internal rather than external) knowledge, experience, and skill. Rules, regulations, and standard operating procedures are appropriate for managing the low levels of uncertainty and equivocality in mechanistic organizations (Daft & Lengel, 1986; Knight & McDaniel, 1979). Therefore, in an information-processing view of organizations, mechanistic structures are most appropriate for organizations in which task complexity is low (i.e., the extent to which tasks involve the processing of routine information and require a low level of skill, limited originality, high repetition, high uniformity, and little training among employees).As task complexity increases, reliance on structural mechanisms to control behavior may not always be sufficient. Task uncertainty and information processing requirements increase when tasks that individual employees must perform become more complex and interdependence between individuals performing such tasks increases (Galbraith, 1973). Burns and Stalker (1961) describe organic organizations as those that face dynamic conditions which constantly produce new problems and unpredictable requirements for action. In an information processing view, organic organizations are comprised mostly of task situations that process nonroutine information (i.e., that which lacks a pattern, has a high degree of uncertainty, is unfamiliar, and is difficult to understand) (Knight & McDaniel, 1979). The technology involved in converting inputs into outputs in such tasks is not easily analyzable and high in variety (Perrow, 1967). Organic organizations are characterized by tasks that require special knowledge and experience, as well ascontinuous adjustment and redefinition through interaction with others. Frequent meetings which allow people to exchange perspectives, hammer out definitions and solutions to problems, resolve conflicts, and develop shared interpretations used to direct future activities are necessary (Daft & Lengel, 1986). Complex search procedures need to be undertaken by employees to decrease levels of uncertainty and equivocality (Knight & McDaniel, 1979). In addition, a network structure of control, authority, and communication, rather than hierarchy, is appropriate for organic organizations in recognition that knowledge may exist anywhere in the organization, not just at the top. Lateral rather than vertical communication, commitment to the task and emerging technical requirements, and the importance of attachment to external professional affiliations further characterize the organic organization. In an information processing view of firms, organic structures are most appropriate for organizations in which task complexity is high (i.e., the extent to which tasks involve the processing of nonroutine information and require a high level of skill, originality, experience, use of complex search procedures, high experimentation, and advanced training among employees).Geographical dispersion of employees across multiple locations may add complexity to interdependence requirements. Daft and Lengel (1986) proposed that interdepartmental relations and environmental adaptation (along with task technology) are two major sources of organizational uncertainty and equivocality. With regard to interdepartmental relations, dispersed subunits may be highly differentiated from each other (i.e., they have different time horizons, goals, frames of reference, and jargon), which contributes to wide differences in experience, cognitions, goals, values, and priorities between employees in the different subunits. Communication across departments may be complex and ambiguous, and shared interpretations of problems and events may be difficult to achieve. These conditions are exascerbated if such subunits also are highly interdependent for accomplishing their tasks. With regard to environmental adaptation, if the external environment of the firm is perceived as hostile, rapidly changing, and/or highly competitive, and cause and effect relationships in the environment are unanalyzable, uncertainty and equivocality are produced. In the case of both interdepartmental relations and external environment adaptation, geographical dispersion of organizational units increases the uncertainty and equivocality in processing information. Problems arise with the use of traditional structural mechanisms when employees are geographicallydispersed. Decision-making often cannot be centralized, rules cannot always be enforced, and output cannot always be controlled. Frequent group meetings of employees that allow the forging of shared perspectives and the resolution of conflict are not possible across units that are highly geographically dispersed. Although helpful, electronic communication technologies may not be sufficient to meet information processing requirements across dispersed units, especially among those that are highly differentiated and/or highly interdependent. In such situations, cultural mechanisms may be more effective in reducing information uncertainty and equivocality and guiding strategic behavior among employees.Organizational Culture as an Information Processingand Behavioral Control MechanismOrganizational culture is often defined in terms of shared meanings -- patterns of beliefs, rituals, symbols, and myths that evolve over time, serving to reduce human variability and control and shape employee behavior in organizations (Peters & Waterman, 1982; Wilkins & Ouchi, 1983; Lorsch, 1986; Weick, 1987; Denison, 1990).The development of organizational culture is a natural sociodynamic process which occurs regardless of the intent of executive leadership, although it may be influenced by management (Schein, 1985). While organizations may develop a relatively homogeneous culture (Peters & Waterman, 1982), unique and divergent sub-cultures may evolve for separate departments or sub-groups within the organization (Gregory, 1983).Researchers have demonstrated an appreciation for the function of culture as social glue. According to Smircich (1983), culture conveys to employees a sense of identity, facilitates the generation of commitment to something larger than the self, and enhances social system stability, as well as guiding and shaping behavior. Culture emerges at many levels to solve problems posed by life situations and generates learned ways of coping with experiences (Gregory, 1983; Krefting & Frost, 1985). By providing frameworks for solving problems and interpreting events in everyday life, culture reduces the number of variables with which individuals must deal to levels more consistent with human information-processing capabilities (Krefting & Frost, 1985).One of the distinctive features of organizational information processing is employee sharing of information and coming to similar interpretations about it in order to make decisions and solve problems (Daft & Lengel, 1986). These shared interpretations are critical for addressing the disagreement and diversity that characterize organizational life. Similarly, Schein (1985) defines organizational culture as a coping mechanism which employees use to help deal with problems of external adaptation and internal integration. Sims and Lorenzi (1992) define organizational culture as a type of consensual schema that helps individual employees cognitively process and evaluate information in similar ways. Therefore, even if employees are widely dispersed among multiple locations, these consensual schema provide organizational members with a common set of heuristics that guides decision making and task performance. Thus, culture may serve as a mechanism to reduce equivocality by providing shared interpretations that will guide employee behavior in organizations. In return for providing employees with reduced anxiety, stress, and uncertainty regarding their roles and how to interpret events both inside and outside the organization, the organization achieves increased consistency in behavior towards strategic goals. For the purpose of this article, organizational culture will be defined as: consensual schema shared among employees in an organization, resulting in andfrom a pattern of basic assumptions and norms enhancing individual and organizational stability, manifested in shared meanings, communicated by stories, myths, and practices, and resulting in certain behavior patterns which are unique to the organization.As indicated earlier, geographical dispersion of employees presents special challenges for the organization in processing information for organizational action, especially under conditions of high differentiation and interdependence. It is proposed that traditional mechanisms of organizational structure may not be as effective as cultural systems in reducing equivocality and uncertainty under these circumstances. Stated alternatively, strong cultural systems can reduce the need for a highly structured environment to induce desired attitudes and practices (Louis, 1985; Weick, 1987). On the other hand, in some of today’s widely dispersed organizations, simple information processing tasks that require a high level of uniformity of behavior are performed in the different subunits which are not highly interdependent (Daft & Lengel, 1986). Under these circumstances, structural mechanisms may be more useful (and culture less effective) for controlling behavior. In the next section, we will examine different conditions under which varying levels of structure and culture may be more suitable for managing information demands and regulating employee behavior. Specifically, we will take into account the complexity of tasks to be performed and the geographical dispersal of employees as important variables to consider in developing a model of the structural and cultural forces in guiding strategic action among organizational members.A Model of Culture and Structure as Information ProcessingMechanisms for Guiding Strategic BehaviorTo summarize the preceding arguments, different organizations face differing problems with regard to managing information uncertainty and equivocality in order to process information most effectively. An organization with employees primarily performing complex tasks possesses challenges that are different from those of an organization with employees performing tasks of high simplicity andrepetition. Likewise, an organization with geographically dispersed employees possesses challenges that are different from those of an organization with employees functioning in close physical proximity to one another, especially if dispersed units are highly interdependent and/or highly differentiated from each other. Both complex tasks and dispersal of employees increase task uncertainty and equivocality and make information processing more difficult. The less effectively the organization processes information, the less likely employees will behave consistently towards the achievement of strategic goals.While structure and culture may serve certain overlapping functions in terms of their effects in reducing task uncertainty and equivocality, enhancing information processing, and therefore controlling employee behavior, it does not follow that one mechanism is necessarily a substitute for the other. In other words, the presence ofone does not necessarily cause the other to become unnecessary. That is, some organizations may be both highly structured and possess strong cultures, each mechanism addressing different aspects of task complexity and geographical dispersion. On the other hand, some organizations may appear to have neither substantial structure nor culture. In these cases, other mechanisms of reducing uncertainty might be more effective.Based on the above discussion, we present the following two propositions:Proposition 1. Structure is a more effective mechanism for reducing uncertainty and equivocality than culture for tasks involving low skill, limited originality, high repetition, and requiring little training (i.e. task simplicity).Proposition 2. Culture is a more effective mechanism for reducing uncertainty and equivocality than structure in situations where face-to-face communication is limited, and the physical dispersion of employees is great.Figure 1 presents the logic of the approach advanced in this article, namely that the mechanisms for reducing uncertainty and equivocality (i.e., organizational culture and structure) depend on two major variables: simplicity/complexity of tasks and geographic dispersion of employees. These variables largely, although not entirely, determine the level of information processing requirements of contemporary organizations. Organizations with characteristics of predominantly high simplicity (i.e., high percentages of employees performing tasks of low skill, limited originality, high repetition, and requiring little training) process information and thus guide employee strategic behavior most effectively through high levels ofstructure. Likewise, organizations in which highly complex tasks are being performed do not process information effectively through high levels of structure. In these cases, structural mechanisms may not provide for sufficient amount and richness of information to complete tasks effectively (Daft & Lengel, 1986). Further, organizations with characteristics of high geographic dispersion of employees process information most effectively through high levels of culture, but those organizations with lower dispersion (geographically closer employees) do not. An organizational culture may develop in these latter organizations, but it is not necessary or could be counterproductive for the purposes of reducing uncertainty and equivocality.。
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。
Organization Culture(英文版)
separation
core values +
additional values
5.Strong Cultures & Formalization
• Strong Cultures:cultures where the core values are intensely held & widely shared
• the more members accepting,the greater their commitment
to,the strong the value is.
Low turnover
have a great influence on the behavior of its members
because the high degree of sharedness & intensity creates
• Dominant culture:expresses the core values that are shared by a majority of the -- members. Macro
view giving an --’s distinction personality,uniform interpretation of the appropriate behavior
an internal climate of high behavioral control
• substitute for formalization: 2 different roads to a common destination. Formal rules & regulations will be internalized in employees when they accepted the -- culture.
Organisational Culture
E X H I B I T 17-1
批注本地保存成功开通会员云端永久保存去开通
Robbins & Judge
ional Behavior
14th Edition
Organizational Culture
Kelli J. Schutte
William Jewell College
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
– When the new employee changes and adjusts to the work, work group, and organization
E X H I B I T 16-2
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
16-0
Chapter Learning Objectives
After studying this chapter, you should be able to:
– Define organizational culture and describe its common characteristics. – Compare the functional and dysfunctional effects of organizational culture on people and the organization. – Identify the factors that create and sustain an organization’s culture. – Show how culture is transmitted to employees. – Demonstrate how an ethical culture can be created. – Describe a positive organizational culture. – Identify characteristics of a spiritual culture. – Show how national culture may affect the way organizational culture is transported to a different country.
人力资源专业词汇汇总 (中英文)超全 整理 的很辛苦的
第一篇导论：人力资源环境与策略第一章人力资源策略1.人力资源政策与哲学。
人力资源管理(human resource management ,HRM) 。
人力资源管理目标objectives of HRM。
人力资源管理职责duties of HRM。
人力资源管理任务tasks of HRM。
战略性人力资源管理strategic HRM。
人力资源政策human resource policy。
人力资源哲学human resource philosophy。
精神契约psychological contract。
企业认同感organization commitment2.组织：行为与文化。
正式组织formal organization。
非正式组织informal organization。
组织文化organization culture。
亚文化subculture。
跨文化cross-national culture。
价值观values。
态度attitudes。
角色行为role behavior。
个人主义—集体主义individualism-collectivism。
不确定性规避uncertainty avoidance。
权力距离power distance。
直线和职能职权line and staff authority3.激励与组织绩效。
激励motivation。
需要层次理论hierarchy of needs theory。
X理论与Y理论theory X & theory Y。
组织体系Ⅰ与组织体系Ⅳsystem Ⅰ& system Ⅳ。
激励-保健理论motivation-hygiene theory。
ERG理论ERG theory。
麦克莱兰德需要理mc-clelland’s theory of needs。
期望理论expectency theory。
公平理论equity theory。
美国大学课件：组织文化和关键原理(企业文化)Organizational Culture Theory and Critical Theory
Organizational Culture Theory
more fluid and irrational Societal consciousness-raising regarding oppressive
atmosphere in organizations for workers, women, and minorities Inequities and Oppressive Circumstances
Multi-level Perspective on Culture
Schein’s Model of Organizational Culture
Three Interrelated Levels of Culture
Values - basic beliefs and concepts (concrete guidelines for success) Heroes - personify cultural values Rites and rituals - public performances that display and enact values Cultural network - primary carrier of cultural information (stories, myths, legends,
Organizational Culture Defined
Organizational culture is a communicatively constructed, historically based system of assumptions, values, and interpretive frameworks that guide and constrain organizational members as they perform their organizational roles and confront the challenges of their environment.
组织文化的七大特征
组织文化的七大特征组织文化的七大特征/要素Seven primary characteristicsThe most recent research suggests the following 7 primary characteristics that, in aggregate, capture the essence of an organization's culture抓住组织文化的精髓:1.Innovation and risk-taking创新与冒险The degree to which employees are encouraged to be innovative and take risks【run / take a risk(s)冒险】鼓励员工创新与冒险的程度You should 错误！未找到引用源。
2.Attention to detail关注细节The degree to which employees are expected to exhibit precision,analysis, and attention to detail关注细节【】公司在多大程度是期望员工做事缜密，善于分析，注意小节3.Outcome orientation结果导向The degree to which management focuses on results or outcomes rather than on the techniques and processes 而不是技术和流程used to achieve these outcomes【】公司管理人员在多大程度上将注意力放在结果上，而不是强调实现这些结果的手段与过程4.People orientation以人为本The degree to which management decisions take into consideration the effect of outcomes on people 结果对人的影响within the organization管理决策在多大程度上会考虑到决策对公司成员的影响5.Team orientation团队导向The degree to which work activities are organized around teams rather than individuals公司在多大程度上以团队而不是以个人工作来组织活动6.Aggressiveness进取The degree to which people are aggressive and competitive积极进取而且喜欢竞争的rather than easygoing员工的进取心和竞争性如何7.Stability稳定性The degree to which organizational activities emphasize maintaining the status quo in contrast to growth组织活动重视维持现状或者是重视成长的程度Each of these characteristics exists on a continuum from low to high. Appraising the organization on these seven characteristics, then gives a composite picture of the organization's culture. This picture becomes the basis for feelings of shared understanding that members have about the organization, how things are done in it, and the way members are supposed to behave组织成员的行为应该表现的方式.Cultural Intelligence, CQCultural intelligence is your capability to grow personally through continuous learning and good understanding of diverse cultural heritage, wisdom and values, and to deal effectively with people from different cultural background and understanding(1)World Cultures(2)Eastern vs. Western Philosophy(3)Managing cultural differencesInspiring cultureCorporate culture inspiring creativity and innovation鼓励创造与创新and encouraging people to do great thingsIf you want to encourage extraordinary performance from your people and want them to do great things做大事, then you must create an inspiring corporate culture创造一种令人鼓舞的公司文化to inspire and energize them1.错误！未找到引用源。
Organization Culture(英文版)(ppt 22页)
• Founders--the ultimate source • a major impact on it’s early culture; a vision
of what the -- should be; unconstrained by previous customs or ideologies • the small size further facilitates the founders’ imposition of their vision on all employees
Chap. 17 Organization Culture
§14.2 What does Culture do
1.Culture’s Functions
• A boundary-defining role--create distinction • Conveys a sense of identity for --al member • facilitate the generation of commitment to
1)innovation & risk taking 2)attention to detail
3)outcome orientation 4)people orientation
5)team orientation
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
organisational culture
Organizational CultureOrganizational culture refers to the staff in an organization has a system of sharing meaning that makes the organization unique and different from other organizations (Schein, 1985).Actually, the sharing of meaning system is an aggregation of characteristics valued by organization. These characteristics constitute the essence of organizational culture. Organizational culture focus on how employees perceive the characteristics of organizational culture instead of liking or receiving them, which makes it different between employee satisfaction.According to Handy’s theory, there are four main types of organization culture –power culture, role culture, task culture and person culture. The power culture may be more appropriate to small enterprises or important industries and priority fields controlled by the government in China. The role culture and the task culture are more suitable for competitive firms as a result of seeking high efficiency. The person culture should exist in particular departments as a subculture. Organization culture represents a common perception the organization’s members hold. Based on this, individuals with different backgrounds or at different levels in the organization should describe its culture in similar terms (Ashkanasy, 2000). Large organizations usually have a dominant culture and numerous subcultures. The dominant culture expresses the core values a majority of members share and that give the organization its distinct personality. Subcultures tend to develop in large organizations to reflect common problems or experiences members face in the same department or location. For example, the IT department can have a subculture that includes the core values of the dominant culture plus additional values unique to members of that department.Besides dominant culture and subcultures, there still is another method to divide cultures, which are strong and weak cultures. If most employees (responding to management surveys) have the same opinions about the organiz ation’s mission and values, the culture is strong; otherwise, if opinions vary widely, the culture is weak(Hamm 1998).In a strong culture, the organization’s core values are both intensely held and widely shared. The more members who accept the core values and the greater their commitment, the stronger the culture and the greater its influence on members’ behavior. It is obviously that all Disney’s employees have affinity faces and childlike hearts to play with children no matter where they come from or what personality are they. On the job, a strong culture supported by formal rules and regulations ensures they will act in a relatively uniform and predictable way.Based on this, a strong culture can reduce employee turnover because it demonstrates high agreement about what the organization represents. Such unanimity of purpose builds cohesiveness, loyalty, and organizational commitment. These qualities, in turn, lessen employees’ propensity to leave(Wiener 1988). One study found that the more employees agreed on customer orientation in a service organization, the higher the profitability of the business unit (Mowday 1982). Another study found that when team managers and team members disagree about perceptions of organizational support, there were more negative moods among team members, and the performance of teams was lower (Dolan 1992). These negative effects are especially strong when managers believe the organization provides more support than employees think it does.Organizational cultures often reflect national culture. According to Adler’s research, national culture has much more impact on employees than even strong culture. So, the Germany employees in IBM branch office in Munich are more influenced by German culture rather than IBM corporate culture. The organizational culture has great impact on individuals; however, national culture has greater impact. For a multi-national corporation, when the HR consider who are more appropriate, they prefer to choose those whose thinking style comfort to the organization instead of some typical national people.Schein provided three steps to explain how culture works: assumptions, values andartefacts. Employees form an overall subjective perception of the organization based on factors such as rights system, characteristics, ethics and structure. This overall perception becomes, in effect, the organization’s culture or personality and affects employee performance and satisfaction, with stronger cultures having greater impact.ReferencesSchein E H. How can organizations learn faster? The challenge of entering the green room [J].Sloan Management Review, 1993, 34(2): 85-92.Jordan P J, Ashkanasy N M, Härtel C E J. The case for emotional intelligence in organizational research[J]. The Academy of Management Review, 2003: 195-197.Hamm S, Cortese A, Burrows P. No letup- and no apologies[J]. Business Week, 1998: 50-3.Vardi Y, Wiener Y. Misbehavior in organizations: A motivational framework [J]. Organization Science, 1996, 7(2): 151-165.Mowday R T, Porter L W, Steers R M. Employee-organization linkages: The psychology of commitment, absenteeism, and turnover [M]. New York: Academic Press, 1982.Dolan S L, Garcia S. Managing by values: Cultural redesign for strategic organizational change at the dawn of the twenty-first century [J]. Journal of Management Development, 2002, 21(2): 101-117.Robbins S P, Judge T A. Organizational Behavior 15th Edition [M]. prentice Hall, 2012.。
企业文化(英文)
•Procedures for roles (job descriptions)
•Procedures for communication
•Procedures for disputes
•Coordinated at top by narrow band of senior
management
•More…
High Behavioral Control
Low Employee Turnover
6
Organizational Culture
Functions
Defining boundaries Conveying identity Promoting commitment Controlling behavior
14
Power Culture
•Based upon trust, empathy and personal conversation •May be abrasive and competitive and result in turnover •Few policies, procedures •Control exercised by selection of key people •Proud, strong, flexible •Lots of faith placed in individuals, little in committees •Trade unions, property, trading and finance companies
15
Role Culture
•Strength in pillars (functions or specialties)
•Work and interaction in pillars controlled by:
组织文化【外文翻译】
外文翻译原文：Organizational cultureOrganizational culture is an idea in the field of organizational studies and management which describes the psychology, attitudes, experiences, beliefs and values (personal and cultural values) of an organization. It has been defined as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization. "This definition continues to explain organizational values, also called as "beliefs and ideas about what kinds of goals members of an organization should pursue and ideas about the appropriate kinds or standards of behavior organizational members should use to achieve these goals. From organizational values develop organizational norms, guidelines, or expectations that prescribe appropriate kinds of behavior by employees in particular situations and control the behavior of organizational members towards one another."Organizational Culture Assessment InstrumentRobert Quinn and Kim Cameron researched what makes organizations effective and successful. Based on the Competing Values Framework, they developed the Organizational Culture Assessment Instrument that distinguishes four culture types. See their book: Diagnosing and Changing Organizational Culture.Competing values produce polarities like: flexibility versus stability and internal versus external focus. These two polarities were found to be most important in defining organizational success.The polarities construct a quadrant with four types of culture: Clan Culture - internal focus and flexible A friendly workplace where leaders act like father figures. Adhocracy Culture - external focus and flexible A dynamic workplace with leaders that stimulate innovation. Market Culture - external focus and controlled A competitive workplace with leaders like hard drivers Hierarchy Culture - internal focus and controlled A structured and formalized workplace where leaders act like coordinators.Cameron & Quinn found six key aspects that will make up a culture. These can be assessed in the Organizational Culture Assessment Instrument (OCAI) thus producing a mix of these four archetypes of culture. Each organization or team will have its unique mix of culture types. By assessing the current organizational culture aswell as the preferred situation, the gap and direction to change can be made visible. This can be the first step to changing organizational culture.Organizational culture and changeThere are a number of methodologies specifically dedicated to organizational culture change such a Peter Senge’s Fifth Discipline. These are also a variety of psychological approaches that have been developed into a system for specific outcomes such as the Fifth Discipline’s“learning organization” or Directive Communication’s“corporate culture evolution.” Ideas and strategies, on the other hand, seem to vary according to particular influences that affect culture.Burman and Evans (2008) argue that it is 'leadership' that affects culture rather than 'management', and describe the difference[7]. When one wants to change an aspect of the culture of an organization one has to keep in consideration that this is a long term project. Corporate culture is something that is very hard to change and employees need time to get used to the new way of organizing. For companies with a very strong and specific culture it will be even harder to change.Cummings & Worley (2005, p. 491 –492) give the following six guidelines for cultural change, these changes are in line with the eight distinct stages mentioned by Kotter (1995, p. 2)3:1. Formulate a clear strategic vision (stage 1,2 & 3 of Kotter, 1995, p. 2)In order to make a cultural change effective a clear vision of the firm’s new strategy, shared values and behaviors is needed. This vision provides the intention and direction for the culture change (Cummings & Worley, 2005, p. 490).2. Display Top-management commitment (stage 4 of Kotter, 1995, p. 2)It is very important to keep in mind that culture change must be managed from the top of the organization, as willingness to change of the senior management is an important indicator (Cummings & Worley, 2005, page 490). The top of the organization should be very much in favor of the change in order to actually implement the change in the rest of the organization. De Caluwé & Vermaak (2004, p 9) provide a framework with five different ways of thinking about change.3. Model culture change at the highest level (stage 5 of Kotter,1995, p. 2)In order to show that the management team is in favor of the change, the change has to be notable at first at this level. The behavior of the management needs to symbolize the kinds of values and behaviors that should be realized in the rest of the company. It is important that the management shows the strengths of the current culture as well, itmust be made clear that the current organizational does not need radical changes, but just a few adjustments. (See for more: (Deal & Kennedy, 1982; Sathe, 1983; Schall; 1983; Weick, 1985; DiTomaso, 1987)4. Modify the organization to support organizational changeThe fourth step is to modify the organization to support organizational change.5. Select and socialize newcomers and terminate deviants (stage 7& 8 of Kotter, 1995, p. 2)A way to implement a culture is to connect it to organizational membership, people can be selected and terminate in terms of their fit with the new culture (Cummings & Worley, 2005, p. 491).6. Develop ethical and legal sensitivityChanges in culture can lead to tensions between organizational and individual interests, which can result in ethical and legal problems for practitioners. This is particularly relevant for changes in employee integrity, control, equitable treatment and job security (Cummings & Worley, 2005, p. 491).Change of culture in the organizations is very important and inevitable. Culture innovations is bound to be because it entails introducing something new and substantially different from what prevails in existing cultures. Cultural innovation is bound to be more difficult than cultural maintenance. People often resist changes hence it is the duty of the management to convince people that likely gain will outweigh the losses. Besides institutionalization, deification is another process that tends to occur in strongly developed organizational cultures. The organization itself may come to be regarded as precious in itself, as a source of pride, and in some sense unique. Organizational members begin to feel a strong bond with it that transcends material returns given by the organization, and they begin to identify with in. The organization turns into a sort of clan.Mergers, organizational culture, and cultural leadershipOne of the biggest obstacles in the way of the merging of two organizations is organizational culture. Each organization has its own unique culture and most often, when brought together, these cultures clash. When mergers fail employees point to issues such as identity, communication problems, human resources problems, ego clashes, and inter-group conflicts, which all fall under the category of “cultural differences”. One way to combat such difficulties is through cultural leadership. Organizational leaders must also be cultural leaders and help facilitate the change from the two old cultures into the one new culture. This is done through cultural innovation followed by cultural maintenance.∙Cultural innovation includes:o Creating a new culture: recognizing past cultural differences and setting realistic expectations for changeo Changing the culture: weakening and replacing the old cultures∙Cultural maintenance includes:o Integrating the new culture: reconciling the differences between the old cultures and the new oneo Embodying the new culture: Establishing, affirming, and keeping the new culture译文：组织文化组织文化是在组织管理领域对心理、态度、想法、经验进行研究和描述，从而形成一个组织的信念和价值观（个人和文化价值）。
organizational culture
Organizational Culture and Its ThemesShili SunSchool of Foreign Languages, Ludong UniversityNo.186 Hongqi Middle Road, Zhifu District, Yantai 264025, Shandong Province, ChinaTel: 86-535-668-1098 E-mail: shilisun@AbstractAs one of the key ‘stable factors’, culture within an organization is playing a critical role in the organization’s everyday operations. Although the culture literature has at times focused on the culture of an organization as shared basic assumptions (Schein, 1985), or as metaphors within organizations (Morgan, 1986, 1997), it is not sufficient to attempt to understand and measure them. This paper explores organizational culture in general, some definitions and implications of organizational culture are reviewed from different perspectives, and Cliffe’s cultural themes are addressed with the use of Scholes’ cultural web and Hofstede’s onion diagram model of organizational culture. Keywords: Culture, Organizational culture, Cultural themes1. Organizational cultureHistorically, there are numberless definitions about organizational culture, which is defined in many different ways in the literature. Perhaps the most commonly known definition is “the way we do things around here” (Lundy & Cowling, 1996). Organizational culture is manifested in the typical characteristics of the organization, in other words, organizational culture should be regarded as the right way in which things are done or problems should be understood in the organization. It is widely accepted that organizational culture is defined as the deeply rooted values and beliefs that are shared by personnel in an organization.Ogbonna (1992) declaring that organizational cultures are the outcomes of ‘… the interweaving of an individual into a community and the collective programming of the mind that distinguishes members … it is the values, norms, beliefs and customs that an individual holds in common with other members of a social unit or group …’.Another opinion from Bro Uttal (1983) who regarded organization culture as a system of shared values (what is important) and beliefs (how things work) that interact with a company’s people, organization structures, and control systems to produce behavioral norms (the way we do things around here).In another perspective, culture may be considered as ‘software’ within an organization, since it is ‘software’, so, managers are supposed to study carefully and try to find how does each element of ‘software’ works on the basis of ‘hardware’ (simply regarding an organization as an operating hardware).Generally speaking, organization culture is the “set theory” of important values, beliefs, and understandings that members share in common, culture provides better (or the best) ways of thinking, feeling and reacting that could help managers to make decision and arrange activities of organization. A successful organization should have strong cultures that can attract, hold, and reward people for performing roles and achieving goals, whereas strong cultures are usually characterized by dedication and co-operation in the service of common values. So, how much does an employee involve for an organization at their best should be recognized clearly.Andrew Brown (1995, 1998) stated the definition of organizational culture in his book Organizational Culture is as follows:“Organizational culture refers to the pattern of beliefs, values and learned ways of coping with experience that have developed during the course of an organization’s history, and which tend to be manifested in its material arrangements and in the behaviours of its members.”In contrast, other authors such as Schein (1985a) have suggested that culture is best thought of as a set of psychological predispositions (which he calls ‘basic assumptions’) that members of an organization possess, and which leads them to think and act in certain ways.So, Schein (1985, Ch.1) offers another approach to understanding the concept of organizational culture. For him, it is: “A pattern of shared basic assumptions that a group learns as it solves its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think and feel in relation to those problems.”137Whereas Hofstede (1984) wrote of “the collective programming of the mind which distinguishes the members of one human group from another” as the meaning of the term organizational culture, which seems an interesting way of understanding the notion, and despite he ‘discovered’ four areas of work related value differences at that time (power distance; uncertainty avoidance; individualism/collectivism; masculinity/femininity), however, in 1992, Hofstede used the term ‘practices’ to refer to social and cultural phenomena, and in Hofstede’s perspective, it is quite important to locate the deeply held values of organization members at the very center of the organization’s culture. In reality, for some organization members, these values will be so deeply held that they will not be possible to change at all. However, how we choose to define culture has considerable implications for how we attempt to examine and study it, different authorities in the literature has introduced different interpretations. In practice, no matter what size or nature it is, an organization might have its own culture interpretation and comprehension within a given environment.2. The themes of organizational cultureFrom literature perspective, organizational culture have been identified four main themes by British authors Maull, Brown and Cliffe in 2001, which are addressed as follows:First, culture is a learned entity.At a basic level, culture may be defined as “the way we do things around here” or “the way we think about things around here” (Williams et al, 1994). In general, by studying the definitions of culture, managers should predict or grasp the general trend of employees’ behaviors and thinking, because the definitions of culture deal primarily with the way they act or the way they think. A widely accepted definition of culture provided by Schein (1984) is:“The pattern of basic assumptions that a given group has invented, discovered, or developed in learning to cope with its problems of external adaptation and internal integration, and that have worked well enough to be considered valid, and, therefore to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.”The key feature of this theme is that culture is used as the correct way for new employees to behave, thereby, culture can perpetuate organizational survival and growth.Second, culture is viewed as a belief system.For example, Davis (1984) defines culture as:“The pattern of shared beliefs and values that give members of an institution meaning, and provide them with the rules for behaviour in their organization.”In order to understand the far-researching sense of this culture theme, the three English authors divide organizational culture into fundamental guiding beliefs and daily beliefs. And they advocate that guiding beliefs provide the context for the practical beliefs of everyday life, that is to say, guiding beliefs give direction to daily beliefs. As fundamental precepts, guiding beliefs rarely change since they are in the realm of universal truth.On the other hand, daily beliefs are also part of the company culture and can be described as the rules and feelings about everyday behaviour. However these are dynamic and situational; they have to change to match context.Third, culture is seen as strategy.Having finished a wide ranging analysis, Bate (1995) disagrees with the distinction between strategy and culture, and supports that “…culture is a strategic phenomenon: strategy is a culture phenomenon.” That is to say, there are twofold implications of such beliefs: first, any kind of strategy formulation is a cultural activity, for example, the development of strategy is just a cultural development; second, all cultural changes should be viewed as strategic changes.In reality, any culture programme in an organization is not separate, because any change of cultural programme is always taking place within formal and informal strategic planning processes,The fourth perspective is to view culture as mental programming.One of the key supporters of this perspective is Hofstede (1980), according to Hofstede, culture is the “collective programming of the mind, which distinguishes the members of one category of people from another.”Hofstede also divided culture into four layers (or four main elements): symbols, heroes, rituals and values. Far researching at the four layers is critical for organizational managers, because it can affect business or operation at different degree and in different ways. An onion diagram model of organizational culture developed by Hofstede et al. (1997) is presented here (Figure 1).138Figure 1. Onion DiagramSource: Hofstede (1997), P9.As we can see, values form the core of culture, which are the deepest level of culture, values are intimately connected with moral and ethical codes (Brown, 1988), and determine what people think ought to be done, and identify ‘likes’ and ‘dislikes’ for both employers and employees. Rituals are collective activities which are considered socially essential, and heroes are persons who possess characteristics which are highly prized and are often the “winners” or those who get on in an organization. According to Deal and Kennedy (1982): ‘the hero is a great motivator. The magician, the person everyone will count on when things get tough …’ Symbols are the most overt element of culture and are the gestures, objects, words or acts that signify something different or wider from the others, and which have meaning for individual or group.Similarly, Johnson and Scholes (1999) presented a cultural web (Figure 2) so as to enable people completely understand the culture of an organization. The cultural web is actually a useful ideal tool to make links to with the political, symbolic, and structural aspects of the organization, and it can be guided the development of strategy. Generally speaking, the cultural web is useful to identify a culture within an organization.Figure 2. Culture WebSource: Johnson and Scholes (1999), P. 74In the cultural web, there are seven key elements that are inter-linked. At the center, are the paradigm or commonly held beliefs and values of the organization, and the seven elements (routine, rituals, stories, symbols, control systems, power structures, and organizational structure) could be formed in the different developing period of an organization. In practice, these assumptions, beliefs, and values are most established by leaders of the organization and present a powerful set of forces, such as the seven key elements, which are deep, broad, and stable. They result in behaviors that serve as a guide to employees about what is considered appropriate or inappropriate behavior in the organization.Of course, the identification of culture’s four themes is not sufficient to attempt to understand and measure the culture of the organization. However, it is also imperative to measure the impact that the culture has on the everyday operations and workings of the organization, that is, how the organization organizes itself, its relations with customers (internal and external) and how the organization treats staff, those should be key aspects when building a successful culture.1393. The importance of organizational cultureHofstede (1997) said that culture influence how people behaviour and think, so, it is important to understand culture within an organization; whereas Jim Grieves (2000) strongly supported that organizational development can promote humanistic values, so, earlier in 1982, Deal and Kennedy advocated that organization development should be combined with organizational culture effectively, in order to make people work efficiently.When we talk about the role of organizational culture in an organization, it is normally better to start from two perspectives which were provided by E. C. Martins and F. Terblanche (2003): the functions of organizational culture and the influence that organizational culture has on the different processes in the organization.Normally, the functions of organizational culture manifest itself in two aims: first, creating the feeling of identity among personnel and commitment to the organization; second, creating a competitive edge to enable the members (especially new members) in the organization to well understand acceptable behaviour and social system stability (Martins, 2000).It is the fact that organizational culture can offer a shared system of meanings, which forms the basis of communication and mutual understanding. If the organizational culture doses not fulfill these functions in a satisfactory way, the culture may significantly reduce the efficiency of an organization (Furnham & Gunter, 1993).On the other hand, organizations use different resources and processes to guide behaviour and change. Organizational culture is playing an indirect role in influencing behaviour by using reasonable managerial tools, such as strategic direction, goals, tasks, technology, structure, communication, decision making, cooperation and interpersonal relationships, and so forth, which are all designed to do things (Martins & Terblanche, 2003).In order to become an efficient organization, the importance of culture should not be neglected (Schneider & Barsoux, 1997), because culture has an impact on how the organization is run. Earlier in the year of 1986, Gareth Morgan argued that an organization is basically a human nature operation, so he stressed the need to build organizations around people rather than techniques.Additionally, according to Campbell and Stonehouse(1999), culture can also have influence on: employee motivation; employee morale and ‘good will’; productivity and efficiency; the quality of work; innovation and creativity and the attitude of employees in the workplace.In terms of an organization’s development, organizational culture can be used as different tools to help the organization reach success. First, organizational culture is a powerful tool for improving business performance (Brown, 1995), it can also be a competitive advantage against the organization’s competitors, for example, some companies like Hewlett-Packard and IBM, the organizational culture within the two companies has become a competitive advantage over their competitors.Secondly, organizational culture can be a tool of management control. Managers could use selected rites, stories, symbols and common values to control and direct employee behaviour. From the future perspective, this form of control could be cheaper and could build commitment to the organization and its goals.Hence, Buchanan and Huczynski (1997) argued that management today is moving from bureaucratic control to humanistic control. In the current society, organizations are seeking to satisfy their members’ needs by providing satisfying work tasks or a pleasant team working life through internal control, and all those aims could be achieved with the help of their organizational culture, and only with a complete and pleasant understanding of organizational culture, individuals would more willing to commit themselves to their organizations.Similarly, Hellriegel et al (2001) also add that organizational culture has the potential to enhance organizational performance, individual satisfaction, problems solving, and so on.However, not all scholars agree with the above opinions about culture’s roles. Some researchers argue that organizational culture is partly the outcome of society factors. Johnson and Scholes (1999) have pointed out, that significant value of society change is becoming more and more complex and is out-of-date, and therefore, those right things or decisions, such as strategies, which were acceptable and successful in the past, may not be used today.What’s more, more employees have begun to feel that organizational cultures established many years ago are out of step with the contemporary values, thus, the need to determine which attributes of an organization’s culture should be preserved and which should be modified is constant.4. ConclusionEvery organization has its own unique culture or value set, and different organization may have its own comprehension of culture meaning. The culture of the organization is typically created unconsciously, based on the values of the top management or the founders of an organization.In order to achieve a successful culture, managers shouldn’t ignore organizational culture and its themes, because culture can be used as a competitive advantage during organizational development, and a strong culture (one in which 140beliefs and values are widely shared and strongly held) can also offer many advantages, such as cooperation, control, communication or commitment. Meanwhile, the importance of organizational culture is growing as the result of several recent developmets, and the cultural themes can be used constantly to measure the culture of the organization. ReferencesAndrew Brown. (1995, 1998). Organisational Culture. (2nd ed). Pitman Publishing. pp. 9, 33, 176.Bate, P. (1995). Strategies for Cultural Change. Butterworth-Heinemann, Oxford.Buchanan, D. & Huczynski, A. (1997). Organisational Behaviour: An Introductory Text. (3rd ed). Prentice Hall. David Campbell, George Stonehouse & Bill Houston. (1999). Business Strategy. Butterworth Heinemann. pp. 47-48. Davis, S.M. (1984). Managing Corporate Culture. Ballinger, Cambridge, MA.Deal, T.E. & Kennedy, A.A. (1982). Corporate Cultures. The Rites and Rituals of Corporate Life. Addison-Wesley, Reading, MA.Martins, E.C. & Terblanche, F. (2003). Building organizational culture that stimulates creativity and innovation. European Journal of Innovation Management, V ol. 6, No. 1, pp. 64-74.Furnham, A. & Gunter, B. (1993). Corporate Assessment: Auditing a Company’s Personality. Routledge, London. Hellriegel, Slocum & Woodman. (2001). Organisational Behavior. (9th ed). South-Western. pp. 523.Hofstede, G. (1984). Cultural Consequences: International Differences in Work Values. Sage, Beverly Hills. Hofstede, G. (1992). Culture and Organisations: Software of the Mind. McGraw Hill, Maidenhead.Hofstede, G. (1980). Culture’s Consequences. Sage, Beverly Hills, CA.Hofstede, G. (1997). Culture and Organisations: Software of the Mind: Intercultural Cooperation and its importance for Survival. McGraw-Hill.Jim Grieves. (2000). Introduction: the origins of organizational development. The Journal of Management Development, V olume 19, Number 5, pp. 345-447.Johnson, G & Scholes, K. (1999). Exploring Corporate Strategy. (5th ed). Prentice Hall.Martins, E.C. (2000). The influence of organizational culture on creativity and innovation in a university library. MLnf dissertation, University of South Africa, Pretoria.Morgan, G. (1986). Images of Organisation. Beverly Hills, Cali.: Sage.Morgan, G. (1997). Images of Organisation. Thousand Oaks, CA: Sage.Ogbonna, E. (1992). Managing Organisational Culture: Fantasy or Reality?. Journal of Human Resource Management. V olume 3, Number 2, pp. 42-54.Maull, R., Brown, P. & Cliffe, R. (2001). Organisational culture and quality improvement. International Journal of Operations & Production Management, V ol. 21, No. 3, pp. 302-326.Rollinson, Edwards & Broadfield. (1998). Organisational behaviour and analysis. Addison Wesley. pp. 535.Schein, E.H. (1985). Organisational Culture and Leadership. Jossey Bass, San Francisco.Schein, E.H. (1985a). How Culture Forms, Develops and Changes. San Francisco, Calif.: Jossey Bass. pp. 17-43. Schneider, S. C. & Barsoux, J. L. (1997). Managing Across Cultures. Prentice Hall.Williams, A., Dobson, P. & Walters, M. (1994). Changing Culture: New Organisational Approaches. (2nd ed). Cromwell Press, Wiltshire.141。
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 组织文化
14
A Socialization Model
15
Stories
故事
How Employees Learn Culture
Language
Rituals
語言
儀式
Material Symbols
物質象徵
16
Managing Cultural Change 管理文化變革
11
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。
8
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
17
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
18
10
Culture as a Liability 文化也是負債
跨境并购项目中国尽职调查文件初步清单-人事部分(中英文)
1Please provide the following documents and the statements regarding the following status.请提供下列文件并就下列情况提供说明。
2Where the request is not applicable, please fill in with "N/A".如有关要求确实不适用，请填入“不适用”。
3Agreements, licenses etc referred to below cover rights granted either to or by the Company下述协议和许可等，其中包含由公司授予的或授予公司的权力。
1.1. orgnization.请提供本企业的愿景（长期发展目标）、使命和企业价值观1.2. Please list the HR management and organization development actions in and plans for请列举企业在年已经实施和计划在2008-2010年实施的人力资源或组织发展方面的举措2.1. Operating history. Please specify any M&A activities happened before including acquisition, business spin-off, asset purchase etc. Please specify how you handle employment issues in such cases.运营历史：请说明公司历史上发生的如兼并收购，业务剥离，所有权变化等事件；请说明在这些事件过程中，公司员工的劳动关系进行了如何的处理；2.2. Employee category, the description for every category including: competancy requirement,working experience, management range and etc. Please also clarify the principle and standard to divide those category and the headcount in every grade.公司内员工的级别划分，每一级别的描述，包含能力要求、工作年限、管理范围等,请说明岗位级别的评估原则和标准，并请提供目前在每一级别上的具体员工数量;2.3. Organization structure(detail as every in-direct employee especially those who have people management responsibility);the headcount for every department and if there is any headcount change plan, as increase or retrench in 2008-2009, please provide the reason and planed headcount.公司组织架构图（请细到每一位有人员管理职能的管理人员和办公室人员）；各部门人数，各部门2008.2009和2010年计划的人员变动情况；如果未来一到三年计划人数有变动，请说明原因；2. Organization Structure 组织机构状况Human Resources 劳动人事1Please provide the following documents and the statements regarding the following status.请提供下列文件并就下列情况提供说明。
组织文化(英文)
• substitute for formalization: 2 different roads to a
common destination. Formal rules & regulations
will be internalized in employees when they
accepted the -- culture.
• Barrier to change:for many --s with strong culture, practices that led to previous successes can lead to failure when those practices no longer match up well with environmental needs.
• national culture has a great impact on employees than does their -’s culture
• Geert Hofstede cross-culture comparison Individualism & Collectivism, Power distance, Uncertainty avoid, Quantity or Quality of life
• Founders--the ultimate source • a major impact on it’s early culture; a vision
人力资源尽职调查清单
For the employee who signed labor contract, please introduce the contract term and the standard for probation 对于签订劳动合同的员工，请简介劳动合同期限和试用期标 4.4. 准；
regarding the following status. 请提供下列文件并就下列情况提供说明。
2
Where the request is not applicable, please fill in with "N/A".
如有关要求确实不适用，请填入“不适用”。
3
Agreements, licenses etc referred to below cover rights granted
Biographies of management team or in-direct employee, including
education backgroud, working experiences,key
achievement,performance reviewe results and competancy
either to or by the Company 下述协议和许可等，其中包含由公司授予的或授予公司的权力
。
Item
Previously Provided To Be N/A Notes/St
文件名称
Provided Herewith Provided 不适用 atus
已提供 现提供 待提供
注释
list their name, service time in 2007 and the contract template they
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INTRODUCTIONIn order for firms to be competitive, they need technological innovations as tools to help them.They could use IT tools to support their business reengineering processes and make standard their operations. But unfortunately, cultural inertia could create some boundary to the achievement of technological innovations.CRITICAL FACTORS OF INNOVATIVE ORGANIZATIONAL CULTUREA list of factors (Wong & Fung, 2005 ) as outlined below showed hidden beliefs and behaviours which can found from learning organizationsTable 1: Critical factors and elements of innovative organizationFactors OrganizationalClimate (OCL) OrganizationalCharacteristics (OCH)Organizational Context(OCO)ElementsRisk Orientation (RO) Formalization (FO) Learning Ability (LA)External Orientation (EO) Centralization (CE)Organizational Slack(OS)AchievementOrientation (AO)Specialization (SP)They are divided into three categories of factors, namely, organizational climate (OCL), organizational characteristics (OCH), and organizational context (OCO).Organizational Climate (OCL)There are altogether 3 elements involved –risk orientation, external orientation and achievement orientation.This 3 elements will have an impact on organisations (Nystrom et al 2002). The factors will affect the organisation culture that will also impact people, rewards and procedures.There is also communication and freedom of expression ( Dedreu et al 1999).The risks orientation will involve a lot of risks the management would have to undertake. Some companies may have to take large risks while some may take safer and less dangerous risks. External orientation shows us to look at external focus. Customer satisfaction is the main ingredient of any successful company. It is always about creating value adding and policies have to made in order for corporate measurement. Achievement orientation is about achieving a goal in an organisation.Organizational Characteristics (OCH)Organizational characteristics, in implemeting formalization (FO), centralization (CE) and specialization (SP) generate the link between characteristics and innovativeness (Subramanian and Nilakanta, 1996).We need to formalise all jobs descriptions for all classes of employees. It is important to use written policies and procedures to guide the actions of employees. We need to centralise all decision makings in day to day operations.If there is a major discrepancy in the plans, senior management must take corrective actions to stop such deviations. It could lead to how centralisation can be apply into the organisation. In some companies, staff may be transferred to other different departments to undertake operations. Organizational Context (OCO)OCO context uses organisational slack (OS) and learning abilities (LA).A lot of emphasis can be used on LA as a key factor of organisations. When it comes to organisational learning, it is better use as a competitive advantage while at the same time, it can be apply as a critical factor for new technologies.CONCLUSIONIn order to use technological innovation, we need to use organisations transformation, business process change, organisation culture and knowledge management. Organisational culture is the base and also a critical factor that will make successful technology options.The main important sub-factors are learning ability, achievement orientation and organisation slackness leaning towards technology adoptions.Sometimes it may be due to formalisation that could prevent people from a better jobs. In that case, the organisation need to prioritise critical factors and sub-factors so that there could an effective in organisation culture. At the same it proves a decision hierarchy of company cultural change for assessment of cultural factors and sub-factors. Organisations can help themselves by applying some cultural change strategy. They would have prioritise what is important and un-important factors.Word Count – 558 words.REFERENCESDeDreu, C. K., Harinch, F. and Van Vianen, A.E.M. (1999), “Conflict and Performance in Groups and Organizations”..Nystrom, Paul C., Ramamurthy, K., Wilson, Alla L. (2002), “Organizational context, climate and innovativeness: adoption of imaging technology”, Journal of Engineering Technology Management, Vol. 19, pp. 221–247.Wong, Gary Y. F. and Fung, Richard Y. K., 2005. Technological Innovativeness and Organizational Culture in Hong Kong. Contemporary Management Research, Vol.1, No. 1, September, 2005, pp. 35-56.。