解释出为何了解一个文化对所有管理者的重要性.ppt

Chapter4 ManagingWithinCulturalContexts 2005PrenticeHall LearningObjectives Explainwhyathoroughunderstandingofcultureisimportantforallmangers 解釋出為何了解一個文化對所有管理者的重要性Defineculture 文化的定義Explainhowcultureaffectsmanagerialbehaviorandpractices 解釋出文化如何影響管理行為及實務 Afterstudyingthischapter youshouldbeableto 2005PrenticeHall LearningObjectives Describetheroleoffundamentalassumptionsincorporate regional ornationalcultures 敘述出公司 區域及國家文化的基本角色Mapaspectsofcultureintermsoftheextenttowhichtheyaredeeplyheldandwidelyshared 以文化地圖方面來敘述他們所了解的深度及寬度 Afterstudyingthischapter youshouldbeableto 2005PrenticeHall LearningObjectives Describethekeystrategiesmanagerscanusetocreateandchangeculture 敘述管理者用來創造及改變文化的關鍵策略Explainthedifferencesbetweenanddescribetheimplicationsofhigh andlow contextcultures 解釋高處境與低處境文化涵義的相異性 Afterstudyingthischapter youshouldbeableto 2005PrenticeHall DefinitionofCulture CultureLearnedsetofassumptions values andbehaviors學習提出假設 價值觀 以及行為Acceptedassuccessful接受成功論Passedontonewcomers傳承給新來的人Culturebeginswhenagroupofpeoplefacesasetofchallenges文化起源於一個團體所面臨的挑戰Cultureevolvesandchangeswithtime文化的逐漸形成及時代的挑戰 2005PrenticeHall ManagerialRelevanceofCulture ImpactofCultureonBehavior行為上的文化衝擊Howpeopleobserveandinterpretthebusinessworldaroundthem人們如何觀察及解釋身旁的商業世界Canleadtodifferentbeliefsabout right behaviors如何將不同事物轉變為對的行為Subordinateswhoidentifywiththecultureofaunitorcompanyarelikelytotryhardertomakeitsuccessful分公司必須要努力適應以符合與母公司相同的企業文化 2005PrenticeHall Sweden Holland USA Denmark UK Switzerland Belgium Germany France Italy Indonesia Japan CulturalDifferencesAmongManagers 重要的是 一個管理者對於其部屬在工作中所提出的問題須有明確的答案 78 73 66 53 46 44 38 27 23 18 17 10 AdaptedfromExhibit4 1 CulturalDifferencesAmongManagers 2005PrenticeHall ManagerialRelevanceofCulture Culturaldiversityintheworkplace職場裡的文化多樣性Globalization全球化IncreasinglyculturallydiverseU S workforce美國職場日增的文化地多樣Cultureasamanagementtool文化猶如一項管理工具Onceestablished cultureguidesemployeebehaviorswithoutovertorconstantsupervision文化指引著員工行為 而不必過度監督Managersmustbecarefulwhattheyinstillastheculturalvaluesoftheunit organization 管理著必須謹慎於組織文化的價值觀 2005PrenticeHall 人工製品Artifacts visiblemanifestationsofaculturesuchasitsart clothing food architecture andcustoms實際物品 價值觀Values enduringbeliefsthatspecificconductorendstateswhicharepersonallyorsociallypreferredtoothers為個人或社會所推崇 假說Assumptions thebeliefsaboutfundamentalaspectsoflifelyingbelowthesurface butsupportingtheculture不在於表面的基本理念 但呼應著文化 LevelsofCulture AdaptedfromExhibit4 2 ManagingWithinCulturalContexts 2005PrenticeHall LevelsofCulture Culturalassumptions文化的假說Certainculturalvaluesandbehaviorsareonlypossiblewithcertainunderlyingculturalassumptions某種文化只應對於某種假說Anunderstandingofassumptionsisnecessarytounderstand change orevencreateanewculture假說的理解是必須要經由理解 改變 甚至創造一個新的文化 2005PrenticeHall BasicAssumptionsandTheirManagerialAssumptions SpecificAssumptions SpecificAssumptions ManagerialImplications ManagerialImplications Peoplearemeanttodominatetheenvironment Peoplemustcoexistharmon iouslywiththeenvironment HumansandtheEnvironment Firmsshouldseekpositionsthatallowthemtocoexistwithothers Strategicplansshouldbedevelopedtoenablethefirmtodominateitsindustry AdaptedfromExhibit4 3 BasicAssumptionsandTheirManagementImplications 2005PrenticeHall BasicAssumptionsandTheirManagerialAssumptions SpecificAssumptions SpecificAssumptions ManagerialImplications ManagerialImplications Peoplearegenerallylazy Workisasnaturalasplayforpeople HumanNature Providepeoplewithopportunitiesandresponsibilitiesandencouragetheirdevelopment Implementsystemsformonitoringbe haviorandestablishclearpunishmentforundesiredbehavior AdaptedfromExhibit4 3 BasicAssumptionsandTheirManagementImplications 2005PrenticeHall BasicAssumptionsandTheirManagerialAssumptions SpecificAssumptions SpecificAssumptions ManagerialImplications ManagerialImplications Individualshavecertainrightsandfreedoms Peopleexistbecauseofothersandoweanobligationtothem HumanRelationships Cooperationwithandcontributionstothe groupshouldbeevaluatedandrewarded Individualperformanceshouldbemeasuredandrewarded AdaptedfromExhibit4 3 BasicAssumptionsandTheirManagementImplications 2005PrenticeHall BasicAssumptionsandTheirManagerialAssumptions SpecificAssumptions SpecificAssumptions ManagerialImplications ManagerialImplications Peoplecreatetheirowndestiniesandmustplanforthefuture Peopleshouldreacttoandenjoywhateverthepresentprovides HumanActivity Planningthefutureonlygetsinthewayofenjoyingthepresent Peoplewhofailtoplanshouldplantofail AdaptedfromExhibit4 3 BasicAssumptionsandTheirManagementImplications 2005PrenticeHall BasicAssumptionsandTheirManagerialAssumptions SpecificAssumptions SpecificAssumptions ManagerialImplications ManagerialImplications Truthobjectivelyexists Truthiswhatissociallyaccepted TruthandReality Opinionleadersarehowyouinfluencepeopleanddecisions Factsandstatisticsarehowyouconvinceandinfluencepeople AdaptedfromExhibit4 3 BasicAssumptionsandTheirManagementImplications 2005PrenticeHall BasicAssumptionsandTheirManagerialAssumptions SpecificAssumptions SpecificAssumptions ManagerialImplications ManagerialImplications Timeislikeariver whatyoudon tusewiselytodayisgoneforever Timeislikealake whatyoudon tusetodaywillbetheretomorrow Time Takingadvantageofthemomentisvalued Arrivinglateforappointmentsisnotacharacterflaw Timemanagementisacriticalskill Appointmentsaremadewellinadvanceandpunctualityisvalued AdaptedfromExhibit4 3 BasicAssumptionsandTheirManagementImplications 2005PrenticeHall LevelsofCulture CulturalValues文化的價值Enduringbeliefsthatspecificconductorendstatesofexistencearepersonallyandsociallypreferredtoothers為個人或社會所推崇Managerialvaluesareenduringbeliefsaboutspecificwaysofmanagingandconductingbusinessthataredeemedsuccessfulenoughtobepassedon管理價值觀靠著特定管理來維持其耐久性 以便能成功傳承下去 2005PrenticeHall QuestionstoGetatCulturalAssumptions AdaptedfromExhibit4 4 QuestionstoGetatCulturalAssumptions 2005PrenticeHall QuestionstoGetatCulturalAssumptions AdaptedfromExhibit4 4 QuestionstoGetatCulturalAssumptions 2005PrenticeHall Theoreticalpeople ClassificationofValues AdaptedfromExhibit8 1 TypesofPlans KeyDifferences Valuethediscoveryoftruth Theyareempirical critical andrational aimingtoorderandsystematizetheirknowledge 發現事實的價值觀 以經驗 關鍵性 及理性來組織他們的學問 Economicpeople Valuewhatisuseful Theyareinterestedinpracticalaffairs especiallythoseofbusiness judgingthingsbytheirusefulness價值觀的實用性 對實務感興趣 特別是商業方面 都由事情的效益來做判斷 Aestheticpeople Valuebeautyandharmony Theyareconcernedwithgradeandsymmetry findingfulfillmentinartisticexperiences 優美及合諧的價值觀 關注層級及對稱性 以藝術的經驗來履行 理論派 經濟派 審美派 2005PrenticeHall Socialpeople ClassificationofValues Valuealtruisticandphilanthropiclove Theyarekind sympathetic andunselfish valuingotherpeopleasendsinthemselves 以他人為主軸的價值觀 仁慈 有同情心且無私的 以他人來評估自己 Religiouspeople Valueunity Theyseekcommunicationwiththecosmos mysticallyrelatingtoitswholeness 單一價值觀 有秩序的溝通 整體來說都較有神秘感 AdaptedfromExhibit4 5 ClassificationofValues Source G W Allport P E Vernon andQ Lindzey AstudyofValues Boston HoughtonMifflin 1966 社會人士 宗教人士 2005PrenticeHall LevelsofCulture CulturalArtifactsandBehaviorInmodernorganizations importantartifactsinclude現代化組織裡的人工製品包括Officearrangements individualofficesforallversusopenofficeswithnowalls 辦公室裡非正式協議 個人及開放辦公室無隔閡 Parkingarrangements reservedspacesforsomeversusopenspacesforall 停車場裡非正式協議 保留與開放停車位 Clothing individualsuitsversusuniforms 衣著 個人穿著與制服 2005PrenticeHall CultureandManagerialBehaviors Planning ManagerialActivity Organizing AdaptedfromExhibit4 6 CultureandManagerialBehaviors 2005PrenticeHall CultureandManagerialBehaviors Leading ManagerialActivity Controlling AdaptedfromExhibit4 6 CultureandManagerialBehaviors 2005PrenticeHall CulturalDiversity Diversitycomesfromtwoprimarysources兩種形成多樣性的主因Increasedinternationalactivityoforganizations不斷增多的組織國際性活動Greaterdiversityintheculturesofemployees大量來自不同文化的員工Diversityincludesdifferencesin多樣性所包含的差異在於Age race ethnicity gender physicalabilities andsexualorientation年齡 民族 種族地位 性別 能力以及性別導向Workbackground income maritalstatus militaryexperience religiousbeliefs geographiclocation parentalstatus andeducation工作背景 收入 婚姻地位 從軍經驗 宗教信仰 居住地 親代的地位及教育 2005PrenticeHall CulturalDiversity NumberofGroups AdaptedfromExhibit4 7 EffectsofCulturalDiversityonProductivity 2005PrenticeHall StrongandWeakCultures Thestrengthofculturesvariesalongtwodimensions文化強度不同分為兩種範圍Theextenttowhichtheyarearewidelysharedamonggroupmembers所有成員都可分享到Theextenttowhichtheyaredeeplyheld他們的認知多寡Subculture次文化Culturalvaluesaredeeplyheldbutnotwidelyshared深入的文化價值觀但未廣泛分享 2005PrenticeHall ClassificationofValues AdaptedfromExhibit8 1 TypesofPlans KeyDifferences Cost Asorganizationsbecomemorediverse thecostofapoorjobinintegratingworkerswillincrease 當組織變得不同時 在整合表現差的工作上成本將會提高 Companieswiththebestreputationsformanagingdiversitywillwinthecompetitionforthebestpersonnel Asthelaborpoolshrinksandbecomesmorediverse thisedgewillbecomeincreasinglyimportant 有較好商譽的公司對於管理差異性來說 對於好的員工將贏得競爭 當勞工團體縮減及變得不同時 這優勢會越來越重要 Formultinationalorganizations theinsightandculturalsensitivitythatmemberswithrootsinotherculturesbringshouldimprovemarketingefforts 對跨國組織來說 洞察力與文化敏感度對於其他已根深蒂固的文化來說是改善行銷的努力方向 ResourceAcquisition Marketing 成本 資源的取得 行銷 2005PrenticeHall ClassificationofValues AdaptedfromExhibit4 5 ClassificationofValues Source T H CoxandS Blake ManagingCulturalDiversity ImplicationsforOrganizationalCompetitiveness AcademyofManagementExecutive5 no 3 1991 p 23 Creativity Diversityofperspectivesandlessemphasisonconformitytonormsofthepastshouldimprovecreativity 不同的觀點及少數著墨於過去文化之規範是應改進其創造力 Culturaldiversityindecisionandproblemsolvinggroupspotentiallyproducesbetterdecisionsthroughconsiderationofawiderrangeofandmorethoroughcriticalanalysisofissues 文化的差異對判斷及解決團體問題中 有可能經由多方面的考慮及文化議題的剖析來得到最好的決定 Culturaldiversityenablesthesystemtobelessdeterminant lessstandardized andthereforemorefluid whichwillcreatemoreflexibilitytoreacttoenvironmentalchanges 文化的差異可使制度不在太果斷 嚴謹 因此能變得更流暢 使文化能更具有創造力來反映環境的變遷 ProblemSolving SystemFlexibility 創造力 問題的解決 制度的靈活度 2005PrenticeHall StrongandWeakCultures Valuesheld ValuesShared AdaptedfromExhibit4 9 MatrixofCulturalStrength NarrowlySharedDeeplyHeldViolationofthesevaluesusuallyresultsininformalbutsignificantsanctions WidelySharedDeeplyHeldViolationofthesevaluesusuallyresultsinformalbutsignificantsanctions NarrowlySharedShallowlyHeldViolationofthesevaluesusuallyresultsinsanctionsthatareinconsistent WidelySharedShallowlyHeldViolationofthesevaluesusuallyresultsinminorsanctionsorsecondchances 2005PrenticeHall StrongandWeakCultures Corevalue核心價值觀Aspecificbehaviorthatis一個特別的行為Widelyshared廣泛的分享Deeplyheld影響的層面Directlyrelatedtooneormoreofthesixfundamentalassumptions直接影響到一個人甚至多人以上的六大基本假設Difficulttochange改變的難度 2005PrenticeHall CreatingandChangingOrganizationCulture Tocreateandreinforceaparticularsetofvaluesorcorporateculture創造及加強一個特定的價值觀及企業文化Alignmentbetweendesiredvaluesandothersystemsintheorganizationneedstoexist要求的價值觀及其他在組織裡的制度是一定存在的Fivecriticalstrategiestoeffectivelymanageorganizationalculture五大有效影響組織文化管理的策略 2005PrenticeHall CreatingandChangingOrganizationCulture Selection選擇Selectindividualswhoseassumptions values andbehaviorsalreadymatchthoseyoudesire自我的決定的假設 價值觀及行為是否已符合自己的期望 Selection AdaptedfromExhibit4 10 StrategiestoManageOrganizationalCulture 2005PrenticeHall CreatingandChangingOrganizationCulture Socialization社會化Orientation定位Training鍛鍊Arrangedinteractionswithexperiencedorganizationalmembers安排組織裡有經驗的成員來做互動 Selection Socialization AdaptedfromExhibit4 10 StrategiestoManageOrganizationalCulture 2005PrenticeHall CreatingandChangingOrganizationCulture PerformanceAppraisal表現評價Clarifyfornewemployeeswhattheorganizationmeasuresandevalu