企业文化和外部环境(英文版)(ppt 55页).ppt

2007PrenticeHall,Inc.Allrightsreserved.*,OrganizationalCultureandEnvironment:TheConstraints,2007PrenticeHall,Inc.Allrightsreserved.*,32,TheManager:OmnipotentorSymbolic?,OmnipotentViewofManagementManagersaredirectlyresponsibleforanorganizationssuccessorfailure.Thequalityoftheorganizationisdeterminedbythequalityofitsmanagers.Managersareheldaccountableforanorganizationsperformanceyetitisdifficulttoattributegoodorpoorperformancedirectlytotheirinfluenceontheorganization.,2007PrenticeHall,Inc.Allrightsreserved.*,33,TheManager:OmnipotentorSymbolic?,SymbolicViewofManagementMuchofanorganizationssuccessorfailureisduetoexternalforcesoutsideofmanagerscontrol.Theabilityofmanagerstoaffectoutcomesisinfluencedandconstrainedbyexternalfactors.Theeconomy,customers,governmentalpolicies,competitors,industryconditions,technology,andtheactionsofpreviousmanagersManagerssymbolizecontrolandinfluencethroughtheiraction.,2007PrenticeHall,Inc.Allrightsreserved.*,34,Exhibit31ParametersofManagerialDiscretion,2007PrenticeHall,Inc.Allrightsreserved.*,35,企业外部环境,2007PrenticeHall,Inc.Allrightsreserved.*,36,IntroductionandReview,OrganizationsareopensystemsOrganizationsaffectandareaffectedbytheexternalenvironmentTheexternalenvironmenthastwocomponentsMacro-EnvironmentCompetitiveEnvironment美国人、法国人、犹太人,2007PrenticeHall,Inc.Allrightsreserved.*,37,TheMacroenvironment,ThemostgeneralelementsintheexternalenvironmentthatpotentiallycaninfluencestrategicdecisionsTopexecutivesmustconsiderexternalfactorsbeforetakinganyaction,2007PrenticeHall,Inc.Allrightsreserved.*,38,HowtheEnvironmentAffectsManagers,EnvironmentalUncertaintyTheextenttowhichmanagershaveknowledgeofandareabletopredictchangetheirorganizationsexternalenvironmentisaffectedby:Complexityoftheenvironment:thenumberofcomponentsinanorganizationsexternalenvironment.Degreeofchangeinenvironmentalcomponents:howdynamicorstabletheexternalenvironmentis.,2007PrenticeHall,Inc.Allrightsreserved.*,39,Exhibit311EnvironmentalUncertaintyMatrix,2007PrenticeHall,Inc.Allrightsreserved.*,310,DefiningtheExternalEnvironment,ExternalEnvironmentThosefactorsandforcesoutsidetheorganizationthataffecttheorganizationsperformance.ComponentsoftheExternalEnvironmentSpecificenvironment:externalforcesthathaveadirectandimmediateimpactontheorganization.Generalenvironment:broadeconomic,socio-cultural,political/legal,demographic,technological,andglobalconditionsthatmayaffecttheorganization.,2007PrenticeHall,Inc.Allrightsreserved.*,311,Exhibit39TheExternalEnvironment,2007PrenticeHall,Inc.Allrightsreserved.*,312,ComponentsoftheMacroenvironment,LawsandPoliticsEconomyTechnologyDemographicsSocialValues,2007PrenticeHall,Inc.Allrightsreserved.*,313,TheCompetitiveEnvironment,AsmallerenvironmentthatincludesthespecificorganizationswithwhichtheorganizationinteractsIncludes:rivalryamongcurrentcompetitorsthreatofnewentrantsthreatofsubstitutespowerofsupplierspowerofcustomers,2007PrenticeHall,Inc.Allrightsreserved.*,314,EnvironmentalAnalysis,ManagersmustunderstandhowtheenvironmentaffectstheirorganizationItisdifficulttopredicthowcertaineventswillaffectboththeenvironmentandtheorganizationwhichcreatesuncertainty,2007PrenticeHall,Inc.Allrightsreserved.*,315,EnvironmentalScanning,SearchingandsortingthroughinformationabouttheenvironmentCommonlyaskedquestionsWhoareourcurrentcompetitorsAretherefewormanyentrybarrierstoourindustry?Whatsubstitutesexistforourproductorservice?Isthecompanytoodependentonpowerfulsuppliers?Isthecompanytoodependentonpowerfulcustomers?,2007PrenticeHall,Inc.Allrightsreserved.*,316,EnvironmentalScanning,2007PrenticeHall,Inc.Allrightsreserved.*,317,EnvironmentalScanning,Usingenvironmentalscanninghelpsmanagersdevelopcompetitiveintelligence(informationthathelpsmanagersdeterminehowtocompetebetter)OthertoolsforenvironmentalscanningScenariodevelopmentForecastingBenchmarking,2007PrenticeHall,Inc.Allrightsreserved.*,318,RespondingtotheEnvironment,ManagersmustrespondeffectivelytotheirenvironmentResponseoptionscanbegroupedintothreecategoriesAdaptingtotheenvironmentInfluencingtheenvironmentSelectanewenvironment陈阿土的故事,2007PrenticeHall,Inc.Allrightsreserved.*,319,AdaptingtotheEnvironment,CopingwithenvironmentalcomplexityOrganizationstendtoadaptbydecentralizingdecisionmakingCreatebuffersorutilizesmoothingtechniques,CopingwithdynamismintheenvironmentOrganizationstendtoestablishmoreflexiblestructuresCreateflexibleworkprocesses,2007PrenticeHall,Inc.Allrightsreserved.*,320,AdaptingtotheEnvironment,2007PrenticeHall,Inc.Allrightsreserved.*,321,InfluencingyourEnvironment,ProactiveresponsesaimedatchangingtheenvironmentIndependentActionCooperativeAction,2007PrenticeHall,Inc.Allrightsreserved.*,322,Selectinganewenvironment,ThisisreferredtoasstrategicmaneuveringAnorganizationsconsciouseffortstochangeheboundariesofitstaskenvironmentThereareseveralstrategicmaneuverstochoosefromDomainselectionentrancebyacompanyintoanothersuitablemarketorindustryOtheroptionsincludediversification,merger/acquisition,anddivestiture,2007PrenticeHall,Inc.Allrightsreserved.*,323,ChoosingaResponseApproach,OrganizationsshouldattempttochangeappropriateelementsoftheenvironmentOrganizationsshouldchooseresponsesthatfocusonpertinentelementsoftheenvironmentCompaniesshouldchooseresponsesthatofferthemostbenefitatthelowestcost,2007PrenticeHall,Inc.Allrightsreserved.*,324,RivalryAmongCurrentCompetitors,Stepone:IdentifythecompetitionSmalldomesticfirmsStrongregionalcompetitorsCompaniesexploringnewmarketsOverseasfirmsNewentriestothemarketSteptwo:Howdotheycompete?,Return,2007PrenticeHall,Inc.Allrightsreserved.*,325,ThreatofNewEntrants,NewentrantsintoanindustrycompetewithestablishedcompaniesBycreatingbarrierstoentry(conditionsthatpreventnewcompaniesfromenteringanindustry)thethreatofnewentrantsislessseriousBarrierstoentryincludegovernmentpolicy,capitalrequirements,brandidentification,costdisadvantages,anddistributionchannels,Return,2007PrenticeHall,Inc.Allrightsreserved.*,326,ThreatofSubstituteProducts,Return,2007PrenticeHall,Inc.Allrightsreserved.*,327,PowerofSuppliers,SuppliersprovidetheresourcesneededforproductionOrganizationareatadisadvantageiftheybecomeoverlydependentonanypowerfulsupplierSwitchingcostsarefixedcostsbuyersfaceiftheychangesuppliersSupplychainmanagementistheprocessofmanagingtheentirenetworkoffacilitiesandpeoplethatobtainrawmaterialsfromoutsidetheorganization,transformthemintoproducts,anddistributethemtocustomers,Return,2007PrenticeHall,Inc.Allrightsreserved.*,328,PowerofCustomers,CustomerspurchasetheproductsorservicesanorganizationoffersFinalconsumersarethoseindividualsthatpurchaseproductsintheirfinishedformIntermediateconsumersareindividualswhopurchaserawmaterialsorwholesaleproductsbeforesellingthemtofinalcustomersCustomerscandemandlowerprices,higherquality,uniqueproductspecifications,orbetterserviceCustomersarepowerfuliftheymakelargepurchasesoriftheycaneasilyfindalternativeplacestobuy,Return,2007PrenticeHall,Inc.Allrightsreserved.*,329,StakeholderRelationships,StakeholdersAnyconstituenciesintheorganizationsenvironmentthatareaffectedbytheorganizationsdecisionsandactionsWhyManageStakeholderRelationships?Itcanleadtoimprovedorganizationalperformance.Itsthe“right”thingtodogiventheinterdependenceoftheorganizationanditsexternalstakeholders.,2007PrenticeHall,Inc.Allrightsreserved.*,330,ManagingStakeholderRelationships,Identifytheorganizationsexternalstakeholders.Determinetheparticularinterestsandconcernsoftheexternalstakeholders.Decidehowcriticaleachexternalstakeholderistotheorganization.Determinehowtomanageeachindividualexternalstakeholderrelationship.,2007PrenticeHall,Inc.Allrightsreserved.*,331,Exhibit312OrganizationalStakeholders,2007PrenticeHall,Inc.Allrightsreserved.*,332,TheOrganizationsCulture,OrganizationalCultureWilliamOuchi(日籍美国人)ZTheoryCharlesHandy(英国的Drucker)。,2007PrenticeHall,Inc.Allrightsreserved.*,333,TheOrganizationsCulture,OrganizationalCultureAsystemofsharedmeaningsandcommonbeliefsheldbyorganizationalmembersthatdetermines,inalargedegree,howtheyacttowardseachother.Deep-setbeliefsaboutthewayworkshouldbeorganized,thewayauthorityshouldbeexercised,peoplerewarded,peoplecontrolled.“Thewaywedothingsaroundhere.”Values,symbols,rituals,myths,andpracticesImplications:Cultureisaperception.Cultureisshared.Cultureisdescriptive.,2007PrenticeHall,Inc.Allrightsreserved.*,334,TheOrganizationsCulture,“Thewaywedothingsaroundhere.”Values,symbols,rituals,myths,andpracticesWhatarethedegreesofformalizationrequired?Howmuchplanningandhowfarahead?Whatcombinationofobedienceandinitiativeislookedforinsubordinates?Doworkhoursmatter,ordress,orpersonaleccentricities?Whataboutexpenseaccounts,andsecretaries,stockoptionsandincentives?Docommitteescontrolorindividual?Arethererulesandproceduresoronlyresults?,2007PrenticeHall,Inc.Allrightsreserved.*,335,企业文化的特征第一，企业文化是作为企业经营的一种副产品而出现的；第二，企业文化基本上反映了企业组织的记忆；第三，企业文化是作为一种辅助手段而发挥作用的；第四，企业文化是一元的。,2007PrenticeHall,Inc.Allrightsreserved.*,336,Exhibit32DimensionsofOrganizationalCulture,2007PrenticeHall,Inc.Allrightsreserved.*,337,CultureType,PowerSMERoleGovernment,militaryTaskPersonMoviecompany,school,2007PrenticeHall,Inc.Allrightsreserved.*,338,Exhibit33ContrastingOrganizationalCultures,2007PrenticeHall,Inc.Allrightsreserved.*,339,Culture:influencingfactors,Nationalculture(唐骏)HistoryandownershipSizeTechnologyGoalsEnvironmentPeople,2007PrenticeHall,Inc.Allrightsreserved.*,340,BenefitsofaStrongCulture,Createsastrongeremployeecommitmenttotheorganization.Aidsintherecruitmentandsocializationofnewemployees.Fostershigherorganizationalperformancebyinstillingandpromotingemployeeinitiative.,2007PrenticeHall,Inc.Allrightsreserved.*,341,Exhibit34StrongversusWeakOrganizationalCultures,2007PrenticeHall,Inc.Allrightsreserved.*,342,OrganizationalCulture,SourcesofOrganizationalCulture(DominantGroup)TheorganizationsfounderVisionandmissionPastpracticesoftheorganizationThewaythingshavebeendoneThebehavioroftopmanagementContinuationoftheOrganizationalCultureRecruitmentoflike-mindedemployeeswho“fit”Socializationofnewemployeestohelpthemadapttotheculture,2007PrenticeHall,Inc.Allrightsreserved.*,343,Exhibit35HowanOrganizationsCultureIsEstablishedandMaintained,2007PrenticeHall,Inc.Allrightsreserved.*,344,HowEmployeesLearnCulture,StoriesNarrativesofsignificanteventsoractionsofpeoplethatconveythespiritoftheorganizationRitualsRepetitivesequencesofactivitiesthatexpressandreinforcethevaluesoftheorganizationMaterialSymbolssongsPhysicalassetsdistinguishingtheorganizationLanguageAcronymsandjargonofterms,phrases,andwordmeaningsspecifictoanorganization,2007PrenticeHall,Inc.Allrightsreserved.*,345,HowCultureAffectsManagers,CulturalConstraintsonManagersWhatevermanagerialactionstheorganizationrecognizesasproperorimproperonitsbehalfWhateverorganizationalactivitiestheorganizationvaluesandencouragesTheoverallstrengthorweaknessoftheorganizationalcultureSimpleruleforgettingaheadinanorganization:Findoutwhattheorganizationrewardsanddothosethings.,2007PrenticeHall,Inc.Allrightsreserved.*,346,Exhibit36ManagerialDecisionsAffectedbyCulture,PlanningThedegreeofriskthatplansshouldcontainWhetherplansshouldbedevelopedbyindividualsorteamsThedegreeofenvironmentalscanninginwhichmanagementwillengageOrganizingHowmuchautonomyshouldbedesignedintoemployeesjobsWhethertasksshouldbedonebyindividualsorinteamsThedegreetowhichdepartmentmanagersinteractwitheachother,2007PrenticeHall,Inc.Allrightsreserved.*,347,Exhibit36ManagerialDecisionsAffectedbyCulture(contd),LeadingThedegreetowhichmanagersareconcernedwithincreasingemployeejobsatisfactionWhatleadershipstylesareappropriateWhetheralldisagreementsevenconstructiveonesshouldbeeliminatedControllingWhethertoimposeexternalcontrolsortoallowemployeestocontroltheirownactionsWhatcriteriashouldbeemphasizedinemployeeperformanceevaluationsWhatrepercussionswilloccurfromexceedingonesbudget,2007PrenticeHall,Inc.Allrightsreserved.*,348,OrganizationCultureIssues,CreatinganEthicalCultureHighinrisktoleranceLowtomoderateaggressivenessFocusonmeansaswellasoutcomes,CreatinganInnovativeCultureChallengeandinvolvementFreedomTrustandopennessIdeatimePlayfulness/humorConflictresolutionDebatesRisk-taking,2007PrenticeHall,Inc.Allrightsreserved.*,349,Exhibit37SuggestionsforManagers:CreatingaMoreEthicalCulture,Beavisiblerolemodel.Communicateethicalexpectations.Provideethicstraining.Visiblyrewardethicalactsandpunishunethicalones.Provideprotectivemechanismssoemployeescandiscussethicaldilemmasandreportunethicalbehaviorwithoutfear.,2007PrenticeHall,Inc.Allrightsreserved.*,350,OrganizationCultureIssues(contd),CreatingaCustomer-ResponsiveCultureHiringtherighttypeofemployees(oneswithastronginterestinservingcustomers)Havingfewrigidrules,procedures,andregulationsUsingwidespreadempowermentofemployeesHavinggoodlisteningskillsinrelatingtocustomersmessagesProvidingroleclaritytoemployeestoreduceambiguityandconflictandincreasejobsatisfactionHavingconscientious,caringemployeeswillingtotakeini