unit 2 corporate culture企业文化.ppt

Inthisunit,youareexpectedtolearna.somespecificaspectsofcorporateculture;b.howtheSQ3Rreadingstrategiescanhelpyoubecomeanactivereader;c.howtocomparecompaniesintermsofcorporateculture.,Findsomebackgroundinformationaboutcorporateculture.Theinformationwillhelpyouhaveabetterunderstandingofthetopic.Youshoulddothetaskbeforeclass.,Activity1,Readthefollowingtextoncorporatecultureanditsimportance.Thentrytoanswerthequestionsthatfollow.,Whatiscorporateculture?Atitsmostbasic,itsdescribedasthepersonalityofanorganization,orsimplyas“howthingsaredonearoundhere.”“Here”referstoanorganization.Itguideshowemployeesthink,act,andfeel.Corporatecultureisabroadtermusedtodefinetheuniquepersonalityorcharacterofaparticularcompanyororganization,andincludessuchelementsascorevaluesandbeliefs,corporateethics,andrulesofbehavior.Corporateculturecanbeexpressedinthecompanysmissionstatementandothercommunications,inthearchitecturalstyleorinteriordecorofoffices,bywhatpeopleweartowork,byhowpeopleaddresseachother,andinthetitlesgiventovariousemployees.,Thesurfacelayerofcorporatecultureoftenincludesvisiblethingssuchasoffices,furnishings,visiblerewardsandrecognition,thewayemployeesdressandhowtheyinteract.Thenextleveldealswithprofessedcultureoftheorganization.Slogans,missionstatementsandotheroperationalcreeds,aswellaslocalandpersonalvalues,areusuallyfoundatthislevel.Atthethirdanddeepestlevel,however,aretheunseenelementsidentifiedineverydayinteractionsbetweenemployees.,Questionstothink,1.Whatistheimportanceofcorporatecultureforanorganization?2.Whatelementsareincludedincorporateculture?3.Doyouknowthecorporatecultureofanycompany?Ifso,canyousaysomethingaboutit?,Activity,GotothelibraryorsurftheInternettofindmoreinformationaboutcorporateculture.Listhowacorporatecultureisdemonstratedwithexamples.Focusyourresearchonthreeaspectsofcorporateculture:advertisingslogans,companystatementsandexamplesofunethicalbusinesspractice.Examplesaregiveninthefollowingtable.Pleaseaddyourown.,Inthistaskyouaregoingtolearnsomethingaboutmanagementstyles,whichisoneofthemostimportantaspectsofcorporateculture.,Activity1,Culturefrequentlyechoestheprevailingmanagementstyle.Sincemanagerstendtohirepeoplejustlikethemselves,theestablishedorganizationalcultureisreinforcedbynewhires.Sodifferentmanagementstylesreflectdifferentcorporatecultures.Studythefollowingthreemanagementstylesandmatchthestyleswiththedescriptions.,Key,Clear,Activity2,Askatleastfiveofyourclassmateswhichmanagementstyletheylikeandwhy.Thenwriteoneshortreportonpeoplesopinionsondifferentmanagementstyles.Donotforgettoaddyourownopinionaswell.,However,theyhavedifferentopinionson.Thisreporthasbeenwrittenbecause.Themainfindingsarethat.Thesignificanceoftheresultis.Themainconclusionthatcanbedrawnisthat.,Exchangetheinformationyouhavegotaboutthecorporateculturesofdifferentcompanies.,Activity1,Workingroupsof3or4.Discusscorporatecultureandanswerthefollowingquestions.,1.Howdoestheadvertisingsloganreflectacompanyscorporateculture?2.Howdoesthemissionstatementreflectthecompanyscorporateculture?3.Whatactivitiesareconsideredasunethicalbusinesspractices?,Activity2,Ethicalbusinesspracticesresultfromacorporateculture.Giveyouropinionsonthefollowingsituations.Workinpairsandtelleachotherwhetheryouthinktheyconformtobusinessethics.,Arestaurantpurchasingmanagerrecentlypurchased20casesofwinefromanewbeveragesupplier.Withoutthemanagersadvanceknowledge,thesupplierdeliveredafreecaseforhispersonalusesincethefreecasedidnotinfluencehispurchaseofthe20casesfortherestaurant.2.Abarmanagercontractswithacompanytomonitorthebartenderstodeterminewhethertheyarepreparingdrinksaccordingtothestandardrecipeandwhethertheyarechargingcustomersproperlyforalldrinksserved.3.Asonefirmsbusinessgrew,ithiredmoreemployees.Unfortunately,demandforitsproducthaddeclinedrecently,anditsownerlaidoff20employeesthatwerehiredoverthelasttwoyears.4.OneairlinecompanyadvertisedanattractivefarefromLondontoNewYorkandsoldabout8percentoftheseatsattheadvertisedprice.,WatchavideocliponToyotarecallingitsfaultycarsandcompletethefollowingactivities.,Activity1,Readthequestionsbelowcarefully.Thenwatchthevideoclipandanswerthequestions.,1.Whatisthevideoabout?_2.WhatistheproblematToyota?_3.WhatistheJapanesemanagementconsultancysupposedtoteachthemanagers?_,ThecorporatecultureofJapanandtheneedtochangeit.,ToyotacarscausedeathandinjuriesintheU.S.andtheToyotacompanyisnotaddressingit.,Howtodealwithscandal/corporatecrisis.,Key,Clear,Activity2,Watchthevideoclipagain.PayattentiontothedifferentcorporateculturesinJapanandAmericamentionedinthevideoclip.Whileyouarewatching,writedownthewordsyouhaveheardtodescribecorporateJapanandcorporateAmerica.,toomuchsecrecy,hide,lie,closeup,transparent,consumer-driven,openup,Key,Clear,Activity3,Watchthevideoclipforthethirdtime.Thenwriteasummaryofwhatyouhavegotfromthevideoclip.,Itwaswidelyacceptedthat.theissueisamanagementproblemratherthananengineeringproblem.Arapidchangein.GivensuchdifferencesincorporateculturebetweenJapanandtheU.S.,itis.Tosummarizethefacts,.,Workinsmallgroupsof3or4.Chooseoneofthethreesets(A,BorC)ofquestionsbelowtodiscuss.,Howdoesacompanyscultureaffectitsemployees?Whatisyourmanagementphilosophyandhowwouldyoumotivateothersifyouhadyourownbusiness?,Whatdoyouknowaboutthecorporatecultureofsomeworld-famouscompanies?(e.g.Nestle,Google,Apple),Whyissocialresponsibilityveryimportanttoacorporation?Whatarethefactorsaffectingbusinessethics?Whatdoes“honestyisthebestpolicy”mean?Howdoyouexposeacoworkerwhopretendstoknowhisjobbutcopiesfromyou?,Doyouthinkitisimportanttoknowhowdecisionsaremadeinacompanyandhowthosedecisionsarecommunicatedtothestaff,beforeacceptingajob?Shouldtheorganizationemphasizeworkinginteams?Shouldacompanyprovideitsemployeeswithestablishedcareerpaths?Howeffectivelydoesthecompanycommunicatetoitsemployees?,Morepostlisteningexercises:Gotopage15inyourWorkbook,Readthefollowingquotesfromsomesuccessfulbusinessleaders.Theyhaveconcernsondifferentissuesintheirdailyworkandyoumayfinddifferentmanagementstyles,whicharetakenasonepartofcorporateculture.Readeachstatementcarefully,thenwriteyourimmediatereactiontoit.Donotwritemorethan25wordsforeachstatement.,1.Wehavefoundthatbyreachingforwhatappearstobetheimpossible,weoftenactuallydotheimpossible;andevenwhenwedontquitemakeit,weinevitablywindupdoingmuchbetterthanwewouldhavedone.JackWelch,formerCEOofGE_,2.Thenumberoneroleofaleaderistocommunicate.AndthenumberoneroleofaCEOistobethechiefcommunicator,tomakesurethatthepeopleinsidetheorganizationknowwhatisimportant,aswellasourpartnercommunityandourcustomersandourshareholders.JonathanSchwartz,formerCEOofSunMicrosystems_,3.Acorporationisalivingorganism;ithastocontinuetosheditsskin.Methodshavetochange.Focushastochange.Valueshavetochange.Thesumtotalofthosechangesistransformation.AndrewGrove,formerCEOofIntel_4.Peoplearedefinitelyacompanysgreatestasset.Itdoesntmakeanydifferencewhethertheproductiscarsorcosmetics.Acompanyisonlyasgoodasthepeopleitkeeps.MaryKayAsh,founderofMaryKayCosmetics_5.Wecanbelievethatweknowwheretheworldshouldgo.Butunlesswereintouchwithourcustomers,ourmodeloftheworldcandivergefromreality.Theresnosubstituteforinnovation,ofcourse,butinnovationisnosubstituteforbeingintouch,either.SteveBallmer,CEOofMicrosoftCorporation_,NowyouaregoingtoreadthepassageWhyDoesCorporateCultureMatter?Asyouarereading,keepthinkingaboutwhatisimportanttoleadacompanytosuccess.Trytothinkofthefollowingquestionsbeforereadingthepassage.,1.Whatarethefactorsleadingtoacompanyssuccess?2.Howimportantistechnologicalinnovationinacompanyssuccess?Pleasegiveexamplestoillustrateyouridea.3.Itissaidthatcorporatecultureisthedrivingforcebehindeveryaspectofthecompanysperformance.Doyouagreeornot?4.Howdoyouthinkacorporatecultureisestablished?5.Isacorporatecultureoftenchanged?Why?,WhyDoesCorporateCultureMatter?ItsNotaTechnologyFailureItsaFailureofUnderstandingtheCulture.BillBrendler,Activity1,Scanthepassageandtrytoanswerthefollowingquestions.,1.Whatchangedoestheinsurancecompanywant?_2.Whatisthetrainingabout?_3.Whatproblemsariseduetothefailureofthetraining?_4.Whatisthecauseofthefailureofthetraining?_5.Whatisimportantforunderstandingthecorporateculture?_,TheincreaseofitscompetitivenessbyrapidlyevolvingtoanewCRMproduct.,Teachingemployeestousethenewsysteminsixmonths.,Someseriousproblemswiththecustomersanddroppedproductivity.,Norecognitiontothedeeperrealitiesofthecorporateculture.,Tounderstandwhatisgoingonatthedeeperlevel.,Key,Clear,Activity2,Choosethebestanswerforthefollowingquestionsbasedonwhatyouvereadinthepassage.,1.Whichstatementistrueaboutacorporateculture?A)Itdeterminesacompanyscollectivebehavior.B)Itdeterminestechnologyandproductionfailure.C)Itiswhatacompanyistryingtochange.D)Itiswhatacompanyfindsweakandpoor.2.Whatarethetrainedemployeessupposedtodowhencustomersaskthemquestions?A)Refertosomepreviouscases.B)RefertothenewCRMsystem.C)Writedownthequestionsintheirfolders.D)SeekhelpfromtheITmanager.,Key,Clear,3.Ifacompanyvaluesteamwork,_.A)itencouragescompetitivenessB)itrewardsthebestoneintheteamC)itfocusesontheworkofateamD)rewardsystemsareindividual-oriented4.Whatdotheexecutivesandemployeesofthiscompanybelieve?A)Thetrainingshouldbedoneduringworkinghours.B)ThenewCRMsystemchangesthecorporateculture.C)Trainingissecondarytofinishingnormalwork.D)Innovationisthetoppriorityinthecompany.5.Whatcanbeinferredfromthepassage?A)Acorporatecultureissubjecttochange.B)Changerelatestoacorporateculture.C)Theimportantpartofacorporatecultureistaught.D)Employeesandmanagersignoretheircorporateculture.,Key,Clear,Activity3,Readthepassageagainandanalyzeitsstructure.Thefollowingquestionsmayhelpyoudotheactivity.,1.Whatistheorganizationofthispassage?Part1:_Part2:_Part3:_Part4:_2.Whattopicisintroducedinparagraph1?3.Whatisthepurposeoftheanecdote?4.Whatistheconclusionofthispassage?,Key,Clear,Introductionofatopic,Illustrationbyanexample/anecdote,Furtherdiscussiononthetopic,Conclusion,Whenachangeisneeded,acorporatecultureisrevealed.,Trytoillustratethatcorporateculturematterswhensomethingnewoccursinacompany.,Cultureiscrucialforacompanyandthemostimportantpartofitisinvisible.,Activity4,Readthepassagecriticallyanddiscussthefollowingquestionswithyourclassmates.,Doyouagreethattheunseenelementsofcorporatecultureareidentifiedineverydayinteractionsbetweenemployees?Giveexamples.2.Doyouagreethattheinvisiblepartofculturedeterminespeoplesbehavior?Giveexamples.CanyouexplainthephenomenonthatChinesestudentsalwayskeepsilentinclassfromculturalaspects?,Morelanguageexercises:Gotopage17inyourWorkbook,Nowyouarerequiredtodoonlineresearchonthecorporatecultureofsomeworld-famouscompanies.Itisknownthatcorporatecultureisacomplicatedissue.Youhavelearnedthatsomeaspectsofcorporatecultureareeasilyobservedwhileothersaremoredifficulttodiscern.Whataspectsofcorporatecultureareyoumoreinterestedintalkingaboutwhenyousurveythosefamouscompanies?Trytoanswerthefollowingquestionsduringyourresearch.,Whatarethethreelayersofcorporateculture?Whatarenegativeandpositivecorporatecultures?,Activity1,Positivecorporatecultureisnowaprerequisiteforsuccessratherthanacompetitiveadvantage.Organizationswhichareabletomaintainpositiveculturesenjoymanybenefits.Moraleisimproved,andtheworkenvironmentwouldbemoreenjoyablewithincreasedteamwork,opennesstonewideasandsharingofinformation.Anegativecorporateculture,however,playstheoppositerole.ReadthepassageWorkUntilYouDrop:HowtheLong-hoursCultureIsKillingUs(page11inyourWorkbook).TrytousetheSQ3Rreadingstrategywhilereading.,Activity2,Readthepassageagainandusesomekeywordsorphrasestosummarizethepassage.,1.Titleofthepassage:_2.Thenumberofsectionsinthepassage:_3.Thepurposeofwritingthepassage:_4.Thethesis:_5.Supportingdetails:_,WorkUntilYouDrop:HowLong-hoursCultureIsKillingUs,Twosections.,Reportthedangersoflong-hourworkingandsomepracticetochangethesituation.,Longhourcultureisnogood.,1)Longworkinghoursarebadforhealth,equality,familiesandsociety.2)Aswellasbeingbadforindividuals,long-hourscultureisalsobadforbusiness.,Key,Clear,Activity3,ReadthetwopassagesDoesCorporateCultureMatter?TheCaseofEnronandSuccessIsntOnlyfortheExtroverts(page85)intheFurtherReadingsectioninyourWorkbook.Readthemcarefullyandsumuptheaspectsreflectingcorporateculture.Thetablebelowprovidessomeaspectsandyoumayaddmore.,(passage2)betteratspeakingupatmeetings,articulatingmyaccomplishmentsandbuildingastrongprofessionalnetwork,(passage2)low,12yearsinthesamecompany,(passage1)havesystemicproblems,oversight,ethicaldisclosure,corporatepriority,questionablefinancialpractices(passage2)hard-driving,deadline-oriented,instantdecisions,constantinterruptions,Key,Clear,(passage1)risktaking,aggressivegrowth,entrepreneurialcreativity,shareholdersvalue,(passage1)objectionsarenotheard(passage2)assertive,askingpointedquestions,openedoffices,cooperative,(passage2)meetingsoftenspannedtwomealtimes,(passage2)longhours,(passage2)brightdress(oneofmyseniorbossesworefieryredsuits),(passage1)employeesaredeceived(passage2)employeesareencourag