管理学英文版课件 组织文化与环境 Organizational Culture and Environment
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• Factors Influencing the Strength of Culture
– – – – – Size of the organization 组织的规模 Age of the organization 历史 Rate of employee turnover 雇员的流动程度 Strength of the original culture 文化起源的强烈程度 Clarity of cultural values and beliefs 文化价值和信念 的清晰程度
The Manager: Omnipotent or Symbolic? • Symbolic View of Management管理象征论
– Much of an organization’s success or failure is due to external forces outside of managers’ control. – The ability of managers to affect outcomes is influenced and constrained by external factors. • The economy, customers, governmental policies, competitors, industry conditions, technology, and the actions of previous managers – Managers symbolize control
3-9 9
Strong versus Weak Cultures强文化和弱文化 强文化和弱文化
• Strong Cultures – Are cultures in which key values are deeply held and widely held. – Have a strong influence on organizational members.
Benefits of a Strong Culture
• Creates a stronger employee commitment to the organization. • Aids in the recruitment and socialization of new employees. • Fosters higher organizational performance by instilling and promoting employee initiative.
L E A R N I N G O U T L I N E (cont’d)
• The Environment • Describe the components of the specific and general environments.
• Discuss the two dimensions of environmental uncertainty. • Identify the most common organizational stakeholders. • Explain the four steps in managing external stakeholder relationships.
• Organizing
• How much autonomy should be designed into employees’ jobs • Whether tasks should be done by individuals or in teams • The degree to which department managers interact with each other
The Organization’s Culture 组织文化
• Organizational Culture
– A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other. – “The way we do things around here.” • Values, symbols, rituals, myths, and practices价 价 值观、信条、意识、神化、 值观、信条、意识、神化、惯例 – Implications含义 含义: 含义 • Culture is a perception.感知的 感知的 • Culture is shared.共有的 共有的 • Culture is descriptive.描述的 描述的
• Language 语言
– Acronyms and jargon of terms, phrases, and word meanings specific to an organization
15
How Culture Affects Managers
• Cultural Constraints on Managers
– Repetitive sequences of activities that express and reinforce the values of the organization
• Material Symbols 有形信条
– Physical assets distinguishing the organization
• 文化力作为个人之魂、群体组织之魂、国 家之魂的外化，既是国家精神力量和智力 水平的综合反映，又是群体组织精神力量 和智能水准的有力表征；既是综合国力的 重要构成要素，又是综合群体组织力的重 要组成部分。无论对群体组织和整体社会 来讲，文化力都是一种内在的强大的驱动 力。
8
期望员工表现出精确性、分析和关注细节 的程度 管理者关注结果或成 果，而不是如何取得 鼓励员工创新并承担风 关注细节 这些成果的程度 险的程度 低………………..高 创新与风险承受力 低………………..高 成果导向 低………………..高
• The Organization’s Culture
• Describe the seven dimensions of organizational culture. • Discuss the impact of a strong culture on organizations and managers. • Explain the source of an organization’s culture. • Describe how culture is transmitted to employees. • Describe how culture affects managers.
Managerial Decisions Affected by Culture 受文化影响的管理决策
• Planning
• The degree of risk that plans should contain • Whether plans should be developed by individuals or teams • The degree of environmental scanning in which management will engage
Chapter 3
Organizational Culture and Environment: The Constraints 组织文化与环境： 组织文化与环境：约束力量
LEARNING OUTLINE
• The Manager: Omnipotent or Symbolic
• Contrast the action of manager according to the omnipotent and symbolic views. • Explain the parameters of managerial discretion.
组织文化
稳定性 低………………..高 组织决策和行动 强调维持现状的 程度 进取性 低………………..高 团队导向 低………………..高
员工导向 低………………..高 管理决策中考虑结果 对组织成员影响的程 度
员工富有进取性和竞争性而不 © Prentice Hall, 2002是合作性的程度
围绕团队而不是个人 来组织工作的程度
L E A R N I N G O U T L I N E (cont’d)
• Current Organizational Cultural Issues Facing Managers
• Describe the characteristics of an ethical culture, an innovative culture, and a customer-responsive culture. • Discuss why workplace spirituality seems to be an important concern. • Describe the characteristics of a spiritual organization.
13
How is Organizational Culture Continued?
• Recruitment of like-minded employees who “fit” • Socialization of new employees to help them adapt to the culture
14
How Employees Learn Culture
• Stories 故事
– Narratives of significant events or actions of people that convey the spirit of the organization
• Rituals 仪式
12
How Culture Begins
• Founders hire and keep only employees who think and feel the same way they do. • Founders indoctrinate and socialize these employees to their way of thinking and feeling. • The founders’ own behavior acts as a role model that encourages employees to identify with them and thereby internalize their beliefs, values, and assumptions.
– Whatever managerial actions the organization recognizes as proper or improper on its behalf – Whatever organizational activities the organization values and encourages – The overall strength or weakness of the organizational culture
The Manager: Omnipotent or Symbolic?
ห้องสมุดไป่ตู้
• Omnipotent View of Management管理万能论
– Managers are directly responsible for an organization’s success or failure. – The quality of the organization is determined by the quality of its managers.
• Factors Influencing the Strength of Culture
– – – – – Size of the organization 组织的规模 Age of the organization 历史 Rate of employee turnover 雇员的流动程度 Strength of the original culture 文化起源的强烈程度 Clarity of cultural values and beliefs 文化价值和信念 的清晰程度
The Manager: Omnipotent or Symbolic? • Symbolic View of Management管理象征论
– Much of an organization’s success or failure is due to external forces outside of managers’ control. – The ability of managers to affect outcomes is influenced and constrained by external factors. • The economy, customers, governmental policies, competitors, industry conditions, technology, and the actions of previous managers – Managers symbolize control
3-9 9
Strong versus Weak Cultures强文化和弱文化 强文化和弱文化
• Strong Cultures – Are cultures in which key values are deeply held and widely held. – Have a strong influence on organizational members.
Benefits of a Strong Culture
• Creates a stronger employee commitment to the organization. • Aids in the recruitment and socialization of new employees. • Fosters higher organizational performance by instilling and promoting employee initiative.
L E A R N I N G O U T L I N E (cont’d)
• The Environment • Describe the components of the specific and general environments.
• Discuss the two dimensions of environmental uncertainty. • Identify the most common organizational stakeholders. • Explain the four steps in managing external stakeholder relationships.
• Organizing
• How much autonomy should be designed into employees’ jobs • Whether tasks should be done by individuals or in teams • The degree to which department managers interact with each other
The Organization’s Culture 组织文化
• Organizational Culture
– A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other. – “The way we do things around here.” • Values, symbols, rituals, myths, and practices价 价 值观、信条、意识、神化、 值观、信条、意识、神化、惯例 – Implications含义 含义: 含义 • Culture is a perception.感知的 感知的 • Culture is shared.共有的 共有的 • Culture is descriptive.描述的 描述的
• Language 语言
– Acronyms and jargon of terms, phrases, and word meanings specific to an organization
15
How Culture Affects Managers
• Cultural Constraints on Managers
– Repetitive sequences of activities that express and reinforce the values of the organization
• Material Symbols 有形信条
– Physical assets distinguishing the organization
• 文化力作为个人之魂、群体组织之魂、国 家之魂的外化，既是国家精神力量和智力 水平的综合反映，又是群体组织精神力量 和智能水准的有力表征；既是综合国力的 重要构成要素，又是综合群体组织力的重 要组成部分。无论对群体组织和整体社会 来讲，文化力都是一种内在的强大的驱动 力。
8
期望员工表现出精确性、分析和关注细节 的程度 管理者关注结果或成 果，而不是如何取得 鼓励员工创新并承担风 关注细节 这些成果的程度 险的程度 低………………..高 创新与风险承受力 低………………..高 成果导向 低………………..高
• The Organization’s Culture
• Describe the seven dimensions of organizational culture. • Discuss the impact of a strong culture on organizations and managers. • Explain the source of an organization’s culture. • Describe how culture is transmitted to employees. • Describe how culture affects managers.
Managerial Decisions Affected by Culture 受文化影响的管理决策
• Planning
• The degree of risk that plans should contain • Whether plans should be developed by individuals or teams • The degree of environmental scanning in which management will engage
Chapter 3
Organizational Culture and Environment: The Constraints 组织文化与环境： 组织文化与环境：约束力量
LEARNING OUTLINE
• The Manager: Omnipotent or Symbolic
• Contrast the action of manager according to the omnipotent and symbolic views. • Explain the parameters of managerial discretion.
组织文化
稳定性 低………………..高 组织决策和行动 强调维持现状的 程度 进取性 低………………..高 团队导向 低………………..高
员工导向 低………………..高 管理决策中考虑结果 对组织成员影响的程 度
员工富有进取性和竞争性而不 © Prentice Hall, 2002是合作性的程度
围绕团队而不是个人 来组织工作的程度
L E A R N I N G O U T L I N E (cont’d)
• Current Organizational Cultural Issues Facing Managers
• Describe the characteristics of an ethical culture, an innovative culture, and a customer-responsive culture. • Discuss why workplace spirituality seems to be an important concern. • Describe the characteristics of a spiritual organization.
13
How is Organizational Culture Continued?
• Recruitment of like-minded employees who “fit” • Socialization of new employees to help them adapt to the culture
14
How Employees Learn Culture
• Stories 故事
– Narratives of significant events or actions of people that convey the spirit of the organization
• Rituals 仪式
12
How Culture Begins
• Founders hire and keep only employees who think and feel the same way they do. • Founders indoctrinate and socialize these employees to their way of thinking and feeling. • The founders’ own behavior acts as a role model that encourages employees to identify with them and thereby internalize their beliefs, values, and assumptions.
– Whatever managerial actions the organization recognizes as proper or improper on its behalf – Whatever organizational activities the organization values and encourages – The overall strength or weakness of the organizational culture
The Manager: Omnipotent or Symbolic?
ห้องสมุดไป่ตู้
• Omnipotent View of Management管理万能论
– Managers are directly responsible for an organization’s success or failure. – The quality of the organization is determined by the quality of its managers.