Organization Culture（英文版）(ppt 22页).ppt

Chap.17OrganizationCulture,14.1WhatisOrganizationCulture,1.Instituationalization:Aforerunner,Whenanorganizationtakesonalifeofitsown,apartfromanyofitsmembers,eachhasauniquefeelingasystemofsharedmeaning.primarycharacteristics:existsonacontinuumfromlowtohigh,giveacompositepicture1)innovationTimeorientation-past,present,future;Natureofhuman-dominantmotive:good,evil,mixed;Activityorientation-doing,being,control;Focusofresponsibility-individualistic,group,hierarchical;Conceptionofspace-private,mixed,publicThenatureofrealityandtruth;Thenatureofhumanrelationship-Intercourseway,CompetitiveorCooperative,Highorganizedorautonomous,ParticipateD-M;Homogeneityvs.diversity,Chap.17OrganizationCulture,14.2WhatdoesCulturedo,1.CulturesFunctions,Aboundary-definingrole-createdistinctionConveysasenseofidentityfor-almemberfacilitatethegenerationofcommitmenttosth.Largerthanonesindividualself-interestenhancesocialsystemstabilityincreasinglyimportantinthe1990s,2.Cultureasaliabilitypotentiallydysfunctionalaspectsofculture,Barriertochange:formany-swithstrongculture,practicesthatledtoprevioussuccessescanleadtofailurewhenthosepracticesnolongermatchupwellwithenvironmentalneeds.Barriertodiversity:strongculturecanbeliabilitieswhentheyeffectivelyeliminatethoseuniquestrengthsthatpeopleofdifferentbackgroundsbringtothe-.BarriertoMInrecentyears,culturecompatibilityhasbecometheprimaryconcern.,Chap.17OrganizationCulture,14.3CreatingIndividualvs.Collective;Fixedvs.Variable;Serialvs.Random;Investiturevs.Divestituresummarytheevolution:philosophyofthefounders-Selectioncriteria-Topmanagement,Socialization-Organizationculture,Chap.17OrganizationCulture,14.4HowemployeeslearnCulture,1.CentralityofSymbolism,Transmittedtoemployeesinanumberofforms,Denotative-direct,Connotative-broaderuseStories:typicallycontaininganarrativeofeventscirculatethrough-,anchorthepresentinthepast&provideexplanations&legitimacyforcurrentpractices.Rituals:repetitivesequencesofactivitiesthatexpress&reinforcethekeyvaluesofthe-,whatgoalsaremostimportant,whichpeopleareimportant&whichareexpendableMaterialSystem:businessconditions,layout,executiveperks,dressattire-conveywhoisimportantLanguage:usedasawaytoidentifymembersofacultureorsubculture-attesttotheiracceptanceofthecultureacronym,jargon,2.WhatisCulture?WorkingDefinition:Sharedassumptionsagivengrouphasdevelopedtodealwiththeproblemsofexternaladaptationandinternalintegration.,Historical(passedacrosscohortsandgenerations)Moralforce(normative,notutilitarian)“Thewaywedothingsaroundhere”(cognitivedimension-takenforgranted)AssociatedwiththestabilityofthegroupDifferentiating/identitydevice(relativetoothergroups)AssociatedwiththeintensityofcommonproblemsfacedbythegroupChangesacrosstime,usuallyslow&smallchangesProduct&Process,Culture&Structure,3ScheinsModelofOrganizationalCulture,ArtifactsWhatyouobserve(see,feel,hear),EspousedWhatyouareValuestold,BasicAssumptions,Whatparticipantstakeforgranted,4.HowdoesCultureChange?,NaturalevolutionManagedevolution(-slearninganddevelopment)ChallengestoCulturalAssumptions:CharismaticleadershipScandalsInfusionof“outsiders”Mergers&acquisitionsCoercivepersuasion(“turn-around”)Self-destruction&reconstruction,5.TowardACulturalAnalysisofOrganization,FocusingonSymbols&MeaningIdentifyingVariousFormofSocialControlRecognizingSubculturesDiagnosingOrganizationalCultureLookingAcrossCulture-Strongculture,CulturalcompatibilitiesInteractionamongcultures,6.TheRelevantCulturesina“GlobalOrganization”,A.CountryCultures-basedonnationalðnicoriginsB.IndustryCultures-basedontechnologicalandsocialhistoriesofindustriesC.OrganizationalCultures-basedonagiven-shistoryD.OrganizationalSubcultures:1.Basedonoccupationalsharedassumptions2.Basedonsub-grou