




已阅读5页,还剩13页未读, 继续免费阅读
版权说明:本文档由用户提供并上传,收益归属内容提供方,若内容存在侵权,请进行举报或认领
文档简介
THEEVOLUTIONOFTHECULTUREOFENTERPRISEABSTRACTATTHETOPECHELONSOFCONTEMPORARYBUSINESS,MANAGERSAREBECOMINGCONCERNEDWITHTHEUNSUSTAINABILITYOFTHEWAYCOMPANIESNOWOPERATEATRANSFORMATIONOFBASICBUSINESSSTRATEGIESAPPEARSMOREANDMOREINDICATEDFORSUCHTRANSFORMATIONTOBEEFFECTIVE,THECULTUREOFTHEENTERPRISETHEGOALSITPURSUESANDTHEVISIONOFTHESEGOALSENTERTAINEDBYMANAGERSANDCOLLABORATORSNEEDSTOCHANGECONSEQUENTLYTHEREISAGROWINGQUESTIONINGOFTHEVIABILITYOFTHETYPICALCULTUREOFTODAYSENTERPRISE,ANDASEARCHFORMOREFUNCTIONALANDTIMELYCONCEPTSFORCREATINGANEWANDMORETIMELYCULTURALPATTERNTHELEADINGEDGEOFTHEGLOBALLYOPERATINGWORLDOFBUSINESSISBECOMINGKEENLYCONCERNEDWITHCHANGESINTODAYSSOCIAL,ECONOMIC,ANDECOLOGICENVIRONMENTATTHETOPECHELONSOFMANAGEMENTANINTENSESEARCHISUNDERWAYFORUPTODATEMODESOFTHINKINGANDACTINGITCOMESTOTHEFOREINTHEEMPHASISMANAGERSPLACEONCORPORATESTRATEGY,CORPORATEIDENTITY,CORPORATEPHILOSOPHY,EVENCORPORATEETHICSANORGANIZATIONALREVOLUTIONISUNDERWAY,ASMANAGERSSEEKTOCOMMUNICATETHEIRVISIONWITHTHEIRCOLLABORATORSTHEIMPORTANCEOFCOMMUNICATIONAMONGALLBRANCHESANDLEVELSOFTHEENTERPRISEISBECOMINGRECOGNIZEDITISALSORECOGNIZEDTHATTHECOMPANYCANONLYFUNCTIONWHENPEOPLEUNDERSTANDWHATGOALSMANAGEMENTPURSUES,ANDWHATTHEIROWNROLEISINTHEACHIEVEMENTOFTHEGOALSENTERPRISECULTURETHEONGOINGTRANSFORMATIONOFTHEENTERPRISECULTUREISAPOSITIVEFACTORINOURCHANGINGANDUNPREDICTABLEWORLDITMEANSTHATCOMPANIESAREBECOMINGMORESENSITIVETOTHECHANGESTHATOBTAININTHEIRENVIRONMENT,ANDMOREREADYTORESPONDTOTHEMTHENEWEMPHASISONMANAGEMENTANDCOMPANYETHICSALSOSUGGESTSTHATBUSINESSESAREWILLINGTOASSUMETHERESPONSIBILITYTHATGOESWITHTHEIRLARGERROLEINSOCIETYGLOBALENTERPRISESWIELDUNPRECEDENTEDPOWERANDINFLUENCE,ANDTHETRANSFORMATIONOFTHEIRCULTUREWILLBEACRITICALFACTORINDECIDINGTHEEVOLUTIONOFOURINTERDEPENDENTSOCIOECONOMICANDECOLOGICSYSTEMSANDTHEREWITHOURINDIVIDUALANDCOLLECTFUTURETHETRANSFORMATIONOFTHEENTERPRISECULTUREISTIMELYTHECOMPANYCULTUREDOMINANTFORMOSTOFTHISCENTURYBECAMEOBSOLETEITFOCUSEDONTHEWORKINGSOFTHEENTERPRISEWITHOUTMUCHREGARDFORITSSOCIALANDECOLOGICENVIRONMENTITOPERATEDONTHEPREMISETHATTHEBUSINESSOFBUSINESSISBUSINESSIFITCOMESUPWITHGOODPRODUCTSORSERVICES,ITFULFILLSALLITSOBLIGATIONSVISAVISSOCIETYANDNATURETHESELFCENTEREDMETHODSOFTHETRADITIONALMANAGEMENTPHILOSOPHYNOLONGERPRODUCEACCEPTABLERESULTSTHEYARELIKECONCENTRATINGALLONESSKILLSONFLYINGANAIRPLANEANDPAYINGSCANTATTENTIONTOTHEAIRSPACEINWHICHONEISFLYINGTHECAPTAINSOFCONTEMPORARYBUSINESSCANNOTBESOLELYCONCERNEDWITHTHEINTERNALFUNCTIONINGOFTHEIRAIRCRAFTTHEYMUSTALSOSETACOURSEINREFERENCETOCLIMATICCONDITIONS,CURRENTPOSITIONANDPROJECTEDDESTINATION,ANDTHETRAFFICONTHENETWORKOFROUTESCRISSCROSSINGTHEGLOBETHATTRAFFICISDIVERSIFIEDANDCOMPLEXITINCLUDES,INADDITIONTOCUSTOMERS,SUPPLIERS,DISTRIBUTORS,RINDIVIDUALCREATIVITYANDINITIATIVEWEREDISMISSEDASUNNECESSARYNUISANCEPOWERWASCONCENTRATED,TOGETHERWITHRESPONSIBILITYANDOVERVIEWMIDDLEMANAGEMENTHADACCESSONLYTOTHEINFORMATIONTHATWASIMMEDIATELYRELEVANTTOITSTASKSFOLLOWINGTHERECIPESPRESCRIBEDINFREDERICKTAYLORS“SCIENTIFICMANAGEMENT“,THEDISTRIBUTIONOFTASKSWASESTABLISHEDATHEADQUARTERSANDTHECOMPANYSFUNCTIONSWEREDIVIDEDINTOINDIVIDUALWORKCOMPONENTSPLANNINGWASBASEDONABELIEFINCONTROLANDPREDICTABILITY,EFFECTSWERETRACEDTOCAUSES,ANDCAUSESWEREQUANTITATIVELYANALYZEDCOMPANYOPERATIONSBASEDONCAUSEEFFECTCHAINSWEREGIVENVALUEINDEPENDENTOFTIMEANDPLACEASINAMACHINE,ITWASHELDTHATTHESAMEINPUTWOULDALWAYSPRODUCETHESAMEOUTPUTTHISWASTHEPHILOSOPHYOFTHELEADINGCOMPANIESOFTHE20THCENTURYTHEMODELFORSUCCESSATGENERALMOTORSANDSTANDARDOIL,ANDTHERESTOFTHEFORTUNE500GROUPTHEECONOMICGROWTHENVIRONMENTOFTHEPOSTWARPERIODDIDNOTPROVIDEGROUNDSTOMODIFY,OREVENQUESTION,THISPHILOSOPHYALMOSTANYTHINGANENTERPRISINGMANAGERWOULDTRYHADAKNACKOFSUCCEEDINGHECOULDEVENENGAGEINPERSONALBRAVADOTECHNOLOGICALPROGRESSSEEMEDASSURED,ANDEXPANDINGMARKETSSEEMEDTODISTRIBUTETHEBENEFITSOFGROWTHTHEPOSTWARECONOMYWELCOMEDALLENTREPRENEURSTHEYCOULDGROWASTHEECONOMYDIDLONGTERMCOSTS,IFANY,WEREHIDDENINTHELONGTERMINTHATREGARDBUSINESSMENWEREFONDOFQUOTINGKEYNESINTHELONGTERMWESHALLALLBEDEADIFTHINGSGETBETTERANDBETTER,WHYBOTHERTOLOOKFURTHERTHANONESNOSETHEREWASNONEEDTOWORRYWHETHERORNOTTHEREWOULDBEPROGRESS,ITWASENOUGHTOGUESSWHATSHAPEITWOULDTAKE,ANDHOWTHECOMPANYCOULDBENEFITFROMITINTHE1970SAND80STHESITUATIONHADCHANGEDTHEECONOMICGROWTHCURVEFLATTENEDOUTANDOPTIMISTICEXTRAPOLATIONSFAILEDTOCOMETRUESOCIALALIENATIONANDANOMIEROSE,ANDTECHNOLOGYPRODUCEDUNEXPECTEDSIDEEFFECTSSCARESANDCATASTROPHESATTHREEMILEISLAND,BHOPAL,ANDCHERNOBYL,THEOZONEHOLEOVERTHEANTARCTIC,RECURRENTINSTANCESOFACIDRAINANDOILSPILL,ANDWORSENINGENVIRONMENTALPOLLUTIONINCITIESANDONLANDBELIEFINPROGRESSWASSHAKENINTELLECTUALSANDYOUTHGROUPSFOUNDITNECESSARY,ANDSOMESEGMENTSOFSOCIETYFASHIONABLE,TOESPOUSETHEVIEWTHATTECHNOLOGICALADVANCEISDANGEROUSANDSHOULDBEHALTEDENVIRONMENTALEFFECTSANDSOCIALVALUECHANGEBEGANTOENTERASFACTORSINTHEEQUATIONSOFCORPORATESUCCESS,ANDLEADINGMANAGERS,TOGETHERWITHCONSULTANTSANDMANAGEMENTTHEORISTS,BEGANTOREEXAMINETHEIROPERATIVEASSUMPTIONSBYTHELATE1980SFURTHERCHANGESOCCURREDINTHEOPERATINGENVIRONMENTENVIRONMENTALCONCERNSMOVEDFROMTHEFRINGESOFSOCIETYINTOTHEMARKETPLACEPEOPLEPROVEDAMENABLETOPAYINGHIGHERPRICESFORPRODUCTSTHEYDEEMEDENVIRONMENTALLYFRIENDLYANDTHEYWEREKNOWNTOBOYCOTTCOMPANIESTHATREMAINEDENVIRONMENTALLYPOLLUTINGORUNRESPONSIVENEWINFORMATIONANDCOMMUNICATIONTECHNOLOGIESCAMEONLINE,MARKETSBECAMEINTEGRATEDANDINTERNATIONALIZED,PRODUCTCYCLESBECAMESHORTERANDPRODUCTLINESDIVERSIFIED,ANDCLIENTSANDCONSUMERSDEMANDEDSHORTERDELIVERYTIMESANDHIGHERQUALITYCOMPETITIONMOVEDINTOTHEGLOBALARENAUNDERTHESECIRCUMSTANCESCLASSICALLYRUNHIERARCHICALENTERPRISESPROVEDUNABLETOCOPETHECENTRALIZATIONOFINFORMATIONANDITSSLOWONEWAYPENETRATIONTOLOWERECHELONSPRODUCEDFATALMISTAKESANDTHENTERMINALRIGIDITYTHECOMPANIESTHATSURVIVEDDIDSOBYTRANSFORMINGTHEMSELVESINTOTEAMORIENTEDMULTILEVELDECISIONMAKINGANDIMPLEMENTATIONSTRUCTURES,OFTENINTHENICKOFTIMEINTHELATE1990STHEDIFFUSIONOFINFORMATIONANDTHEGROWTHINTHEINTENSITYANDNUMBEROFINTERFACESBETWEENPEOPLE,DEPARTMENTS,ANDDIVISIONSHAVERADICALLYCHANGEDTHECOMPANYSOPERATIVESTRUCTURESNOTONLYINFORMATION,ALSOPEOPLEEMERGEDASTHEKEYRESOURCEOFTHEENTERPRISETEAMWORKPROVEDTOBETHEBESTWAYTHISRESOURCECOULDBETAPPEDTHEBOUNDARYBETWEENTHECOMPANYANDITSECONOMIC,SOCIAL,ANDECOLOGICENVIRONMENTTURNEDFUZZYWITHINTHEBUSINESSSPHEREFUSIONS,ALLIANCES,ANDPARTNERSHIPSBECAMECOMMONPLACEINMANYCASESTHECOREACTIVITIESOFTHEENTERPRISECAMETOBESUBCONTRACTED,ANDWORKRELATIONSWITHOTHERFIRMSBECAMEASOPERATIVEASCOMPANYBASEDORGANIZATIONALSTRUCTURESRELIANCEONDISTRIBUTORSANDSUPPLIERS,ANDLINKAGETOLOCALCOMMUNITIESANDECOLOGIESTURNEDINTOSTANDARDPARAMETERSOFCORPORATEFUNCTIONINGUNDERTHESECIRCUMSTANCES,THEREISADIRENEEDFORNEWANDADAPTEDMANAGEMENTCONCEPTSTHEREISNODEARTHOFADVICETHEORISTSSPEAKOFACTIVITYBUNDLINGANDTHECOMPANYCAPACITYTOSUSTAINABLYCAPTURETHEHIGHESTPORTIONOFTHETOTALINDUSTRYVALUEADDEDCHAINSPROFITMARGINSTRATEGYSPECIALISTSEMPHASIZETHENEEDFORMANAGEMENTTOFOCUSONDYNAMICCOMPETITIVEPOSITIONINGANDCUSTOMERDRIVENPROCESSESTECHNOLOGYCONSULTANTSSTRESSTHEIMPORTANCEOFANTICIPATORYRANDORGANIZATIONALEXPERTSINSISTONTHENEEDFORLEARNINGWITHINNETWORKEDTEAMSOPERATINGBEYONDESTABLISHEDCOMPANYSTRUCTURESLEADINGMANAGERSREALIZETHATTHEIRVISIONOFTHECOMPANYSFUNCTIONINGWITHINITSGLOBALENVIRONMENT,ANDITSADAPTABILITYTOCHANGESANDTRENDSINTHATENVIRONMENT,ISATLEASTEQUALINIMPORTANCETOTHEIRABILITYTOFORMULATESTRATEGYANDCARRYOUTOPERATIONSMANAGEMENTGURUTOMPETERSCALLEDINTELLECTUALCAPITALACOMPANYSGREATESTRESOURCE,ANDCONSULTANTSGARYHAMELANDCKPRAHALADNAMEDFUTUREVISIONITSGREATESTCOMPETITIVEADVANTAGE,MOREVALUABLETHANALARGEBANKACCOUNTORALEANORGANIZATIONMANAGERSWHOPOSSESSINTELLECTUALCAPITALANDFUTUREVISIONHAVEASENSEOFPURPOSE,AVOIDWASTINGTIMEONUSELESSEXPERIMENTSANDDEADENDS,ANDELICITDEEPCOMMITMENTFROMTHEIRCOLLABORATORSINTODAYSWORLDEFFECTIVELEADERSHIPCALLSFORASOUNDKNOWLEDGENOTONLYOFCURRENTCOMPANYOPERATIONSANDRESOURCES,BUTOFITSABILITYTOREACHSTRATEGIC,FINANCIAL,ANDORGANIZATIONALOBJECTIVESINTHEYEARSAHEADTHISREQUIRESCONSIDERABLEACUMENBECAUSETHEFUTURE,ASCHARLESHANDYPOINTEDOUT,COULDBEMOSTANYTHING,BUTISNOTLIKELYTOBEACONTINUATIONOFTHEPASTTHOUGHTHEENTERPRISENEEDSANEWANDDIFFERENTCULTURE,THATCULTUREMUSTBEEFFICIENTITMUSTENABLEEXECUTIVESTOCOPEWITHEVERLESSPREDICTABLEECONOMICCONDITIONSOFFERSUFFICIENTFLEXIBILITYTOUSENEWTECHNOLOGIESASTHEYCOMEONLINEDEVELOPADAPTABILITYFORTHECOMPANYTOENTERNEWFIELDSOFACTIVITYANDLEAVEOLDONESASTHEOPPORTUNITIESPRESENTTHEMSELVESANDKEEPTRACKOFTHEGROWINGINTERDEPENDENCEOFTHECOMPANYWITHITSPARTNERSANDCOMPETITORSANDITSECONOMICANDFINANCIALENVIRONMENTBUTTHENEWCULTUREMUSTALSOBEETHICALITMUSTRECOGNIZETHEIMPACTSOFTHEENTERPRISEONSOCIETYANDONNATURE,ANDEVENONTHECONDITIONSTHATWEBEQUEATHONFUTUREGENERATIONSANDITMUSTBEREADYTOACCEPTRESPONSIBILITYFORTHESEIMPACTSACCEPTINGRESPONSIBILITYINTHESPHEREOFSOCIETYANDNATUREISNOTONLYGOODCOMMONSENSE,ITISALSOGOODBUSINESSSENSETHEREARENOLONGERDEFINITEBOUNDARIESWHEREWHEREACOMPANYENDSANDSOCIETYANDNATUREBEGINSTHEBASICENDURINGINTERESTSOFTHEENTERPRISEANDITSSOCIALANDECOLOGICALENVIRONMENTCOINCIDEWHATISGOODFORSOCIETYANDFORNATUREISALSOGOODFORTHECOMPANYHENCEWHATISULTIMATELYGOODFORTHECOMPANYMUSTALSOBEGOODFORSOCIETYANDFORNATURETHISCOINCIDENCEOFINTERESTSWILLNOTCHANGEINTHEFUTUREONTHECONTRARY,ITWILLBECOMEMOREPRONOUNCEDTHESUCCESSFULMANAGERSOFTHEFUTUREWILLBETHOSETHATRECOGNIZETHISFACTANDACTONITTHEYWILLBEEFFECTIVEASWELLASETHICALLEADERSOFRESPONSIBLECORPORATECITIZENSINTHEGLOBALSOCIOECONOMICECOLOGICALSYSTEMTHATISALREADYEMERGINGWORLDWIDECORPORATECULTURECORPORATECULTUREISTHEGLUE,IFYOUWILL,THATHOLDSANORGANIZATIONTOGETHERITINCORPORATESANORGANIZATIONSVALUES,ITSNORMSOFBEHAVIOR,ITSPOLICIESANDITSPROCEDURESTHEMOSTIMPORTANTINFLUENCEONCORPORATECULTUREISTHENATIONALCULTUREOFTHECOUNTRYINWHICHTHECORPORATIONISBASEDTHATMAYSEEMOBVIOUS,BUTTHEREAREOTHERFACTORSTHATALSOHELPTOSHAPEACORPORATIONSCULTUREITSVIEWSOFANDITSINTERACTIONSWITHTHE“OUTSIDEWORLD”THEOWNERSHIPSTRUCTUREOFTHECOMPANYWILLGOALONGWAYINDEFININGACORPORATECULTUREFOREXAMPLE,THECULTUREOFAFAMILYOWNEDFIRMISLIKELYTOBEQUITEDIFFERENTFROMTHATOFAPUBLICLYHELDCOMPANYALSO,THEINDUSTRYTHATTHECORPORATIONISPARTOFWILLHELPSHAPEITSCULTURALVALUESFOREXAMPLE,AHIGHTECHCOMPUTERSOFTWAREFIRMARELATIVELYYOUNGINDUSTRYISLIKELYTOHAVEAMUCHMOREINFORMALANDENTREPRENEURIALCULTURETHANSAYTHATOFANINVESTMENTBANKAMATUREINDUSTRYAND,LIKEWISE,ANORGANIZATIONINASERVICEINDUSTRYWILLHAVEADIFFERENTCULTURETHANTHATOFAMANUFACTURINGORMININGCOMPANYDIFFERENCESINTHECORPORATECULTUREOFORGANIZATIONSINTHESAMEHOMECULTUREANDINDUSTRYMAYSTILLBEPROFOUNDSOMETIMESASPROFOUNDASTHEDIFFERENCESBETWEENNATIONALCULTURESTHEMSELVESCORPORATECULTURECOMPONENTSLIKENATIONALCULTURE,CORPORATECULTUREHASSOMEBASICCOMPONENTSTHATMAKEUPTHEWHOLEWHILENATIONALCULTURALCOMPONENTSINCLUDESUCHTHINGSASLANGUAGE,RELIGION,ANDHUMOR,THECOMPONENTSOFCORPORATECULTURETENDTOBEMOREUTILITARIANNOONESINGLECOMPONENTCANREVEALTHETRUEINTERNALMAKEUPOFACORPORATIONBUTWHENTHEYARETAKENASAWHOLE,THEYPRESENTACLEARPICTUREOFACOMPANYSVALUESANDGOALSTHEKEYCORPORATECULTURALCOMPONENTSARETHESYSTEMOFREWARDSWHATTYPEOFEMPLOYEEBEHAVIORISAPPRECIATEDANDREWARDEDDORISKTAKERSMOVEUPINMANAGEMENTRANKSORDOESTHECORPORATIONREWARDLOYALTYANDLONGTERMSERVICEINSTEADHIRINGDECISIONSTHETYPEOFINDIVIDUALACOMPANYHIRESSAYSMUCHABOUTITSCULTUREISACOMPANYREADYTOGROWANDACCEPTNEWIDEASBYHIRINGADIVERSEWORKFORCEORISITCONTENTTOKEEPHIRINGTHESAMETYPEOFINDIVIDUALTOBUILDAHOMOGENEOUSWORKFORCEMANAGEMENTSTRUCTUREDOESTHECORPORATIONHAVEARIGIDHIERARCHICALSTRUCTUREISITMANAGEDBYANEXECUTIVECOMMITTEEORADOMINATINGCHAIRMANRISKTAKINGSTRATEGYWHATISTHECORPORATIONSVIEWOFRISKDOESITENCOURAGETAKINGCHANCES,TRYINGNEWPRODUCTSANDMARKETSORISITCONTENTWITHWELLESTABLISHEDMARKETSANDPRODUCTSPHYSICALSETTINGISTHEOFFICEANOPENPLANTHATENCOURAGESCOMMUNICATIONANDASENSEOFEGALITARIANISMORAREMANAGEMENTOFFICESSEGREGATEDFROMTHESTAFFWORKPLACEISHEADQUARTERAMONUMENTTOOWNERSHIPORAFUNCTIONALWORKINGENVIRONMENTNATIONALCULTURALINFLUENCESASEXPLAINEDPREVIOUSLY,ASIANSPLACEAHIGHVALUEONCONCEPTASSOCIATEDWITHSOCIALHARMONY,WHILEWESTERNERSPUTGREATEREMPHASISONINDIVIDUALSRIGHTSANDRESPONSIBILITIESITISNOSURPRISETOFINDTHATJAPANESECORPORATIONSALMOSTALWAYSPLACEGREATEMPHASISONGROUPHARMONYINTHEIRCORPORATECULTURESTHEYDESIGNASYSTEMTHATREWARDSCONFORMITY,HIRESTAFFTHATISRELATIVELYHOMOGENEOUSANDTENDTOSHYAWAYFROMRISKTAKINGANDTHEENTREPRENEURIALSPIRITBYTHESAMETOKEN,ITSHOULDBENOSURPRISETHATMANYAMERICANCORPORATIONSARELIKELYTOHIREANENTREPRENEURIALTYPEANDREWARDRISKTHEREISNOESCAPINGTHEFACTTHATANATIONALCULTURESHAPESCORPORATERESPONSIBILITIES,PRACTICESANDTRADITIONSAPAIROFSTUDIES,ONEREGARDINGSIXASIANNATIONSCOMPLETEDIN1996BYWIRTHLINWORLDWIDE,ANDONEREGARDINGNORTHAMERICACONDUCTEDIN1994BYDAVIDIHITCHCOCKOFTHECENTERFORSTRATEGICANDINTERNATIONALSTUDIES,REVEALEDSTRIKINGDIFFERENCESBETWEENTHEMOSTCHERISHEDVALUESOFASIANANDNORTHAMERICANBUSINESSEXECUTIVESTHESESTUDIESUNDERSCORETHEPOINTTHATNATIONALCULTURESDOHAVEPARAMOUNTINFLUENCEONTHEFORMATIONOFCORPORATECULTURESINASIATHETOPSEVENVALUESLISTEDBYEXECUTIVESWERE1HARDWORK2RESPECTFORLEARNING3HONESTY4OPENNESSTONEWIDEAS5ACCOUNTABILITY6SELFDISCIPLINE7SELFRELIANCETHETOPSEVENNORTHAMERICANUNITEDSTATESANDCANADAVALUESWERE1FREEDOMOFEXPRESSION2PERSONALFREEDOM3SELFRELIANCE4INDIVIDUALRIGHTS5HARDWORK6PERSONALACHIEVEMENT7THINKINGFORONESSELFCAUSEANDEFFECTIFYOULOOKATTHETRAITSEMPHASIZEDBYTHEBUSINESSEXECUTIVES,YOUCANBEGINTOBUILDACORPORATECULTUREALBEITASTEREOTYPEOFANASIANFIRMANDANORTHAMERICANFIRMANDTOUNDERSTANDTHEDIFFERENCESINMANAGEMENTTECHNIQUEANDSKILLSBETWEENASIANCORPORATIONSANDNORTHAMERICANONESINASIA,THEREISNOMENTIONOFINDIVIDUALRIGHTSORANYHINTOFREWARDFOR“THINKINGFORONESSELF”HENCE,THETYPEOFORGANIZATIONALSTRUCTURETHAT5HASEMERGEDACROSSASIAISONEOFAVERYHIERARCHICAL,BUREAUCRATICCORPORATIONTHATVALUESSUCHINTANGIBLESAS“RESPECTFORLEARNING”AND“HONESTY”BYTHESAMETOKEN,TAKINGTHEVALUESSTRESSEDBYNORTHAMERICANEXECUTIVES,YOUWOULDEXPECTTOFINDCORPORATIONSTHATARELESSSTRUCTUREDANDMOREENTREPRENEURIALTHANJAPANESEONESAND,INGENERAL,THATISVERYMUCHTHECASEREMEMBER,THOUGH,THATWITHINTHESAMEHOMECULTURE,YOUSTILLGETVASTDIFFERENCESINCORPORATECULTUREWHILEIBMANDCOMPAQMAYBEINTHESAMECOUNTRYANDINTHESAMEINDUSTRY,THEIRCORPORATECULTURESINMANYWAYSAREDIFFERENTONEINTERESTINGFOOTNOTEFROMTHESESTUDIESWASTHATFEMALEASIANEXECUTIVESHADAVALUEPROFILETHATMORECLOSELYRESEMBLEDTHATOFNORTHAMERICANASIANWOMENFOCUSMOREONINDEPENDENCEANDSELFRELIANCEWHILEASIANMENFOCUSMOREONHARMONYANDORDERTHISDIFFERENCEMAYBEDUETOTHEFACTTHATWOMENHAVEBEENSHUTOUTOFTHE“OLDBOYSNETWORK”ANDHAVEBEENFORCEDTORELYMOREONENTREPRENEURIALSKILLSTHANASIANMALESTOSUCCEEDPROFITABLECORPORATECULTURETHECONCEPTOFCORPORATECULTUREISALLWELLANDGOODBUTDOESTHECONCEPTHAVEANYMEASURABLEIMPACTONACORPORATIONSBOTTOMLINEORONSTAFFBEHAVIORITCERTAINLYDOES,THOUGHTHEIMPACTISDIFFICULTTOQUANTIFYHAVINGASTRONGCORPORATECULTUREPROVIDESACLEARSENSEOFIDENTITYFORSTAFF,CLARIFIESBEHAVIORANDEXPECTATIONSANDUSUALLYMAKESDECISIONMAKINGFAIRLYEASYBECAUSESOMUCHISALREADYDEFINEDPEOPLEKNOWWHERETHEYSTANDANDWHATISEXPECTEDOFTHEMHOWEVER,ASTRONGCORPORATECULTUREALSOHASADOWNSIDEANYCORPORATIONTHATHASANENTRENCHEDCULTUREWILLFINDCHANGEDIFFICULTTHEINABILITIESTOBEFLEXIBLE,TOACTQUICKLYANDTOCHANGERAPIDLYAREALLCOMPETITIVEDISADVANTAGESINTHEGLOBALMARKETECONOMYAWEAKCORPORATECULTUREWILLSIMPLYHAVELITTLEINFLUENCEONEMPLOYEEBEHAVIORTHENITCOMESTOTHEBOTTOMLINE,ITISIMPORTANTFORACORPORATIONTOHAVEACULTUREOFACCOUNTABILITYWITHASTRONGACCOUNTABILITYCULTURE,ACORPORATIONCANAVOIDIMPOSINGACOSTLYMONITORINGSYSTEMWHICHOFTENHURTSEMPLOYEEMORALEANDDIMINISHESPRODUCTIVITYFINALLY,IFYOUHAVEAWEAKORMISTRUSTINGCORPORATECULTURE,EMPLOYEESWILLVOTE“WITHTHEIRFEET”INATIGHTLABORMARKETTHEBADWORKERSWILLDRIVEOUTTHEGOODANDTHESITUATIONGETSEVENWORSEACORPORATIONWILLALWAYSNEEDSOMETYPEOFCONTROLSBUTTHEGOALISTOHAVEASFEWCONTROLSASPOSSIBLEJUSTENOUGHTOENSURETHATPEOPLEDONTVIOLATETHERULESEMPLOYEEREACTIONSINTRUTH,MEASURINGTHEPOSITIVEORNEGATIVEIMPACTOFACORPORATECULTUREONACOMPANYSBOTTOMLINEREMAINSANELUSIVEGOALMOSTCOMPANIESDONOTQUANTIFYTHEEFFECTSOFCORPORATECULTUREACCORDINGTOA1996GLOBALSURVEYOFBUSINESSEXECUTIVESINAUSTRALIA,CANADA,FRANCE,GERMANY,HOLLAND,THEUNITEDKINGDOMANDTHEUNITEDSTATESDONEBYTHECONSULTANTSPROUDFOOTPLC,ONLY38PERCENTOFCOMPANIESINDICATEDTHATTHEYMEASUREDTHEEFFECTSOFTHEIREFFORTSTOCHANGECORPORATECULTUREYET86PERCENTCLAIMEDTHEIRCULTURECHANGEPROGRAMSARESUCCESSFULMETHODSOFMEASUREMENTINCLUDEDEMPLOYEESURVEYSTHEMOSTCOMMONPRACTICEOVERALL,MEETINGS,INDEPENDENTSURVEYSANDINFORMALFEEDBACKDESPITETHEINABILITYTOMEASUREIMPACT,MORETHANHALFOFALLEXECUTIVESSURVEYED52PERCENTFELTTHATCORPORATECULTURECONTRIBUTESAGREATDEALTOTHESUCCESSOFTHEIRCOMPANIESTHEYJUSTCOULDNTSAYHOWMUCHWITHANYGREATAMOUNTOFCERTAINTYVIEWSOFSUCCESSTHEMAINGOALOFANYCORPORATIONISTOBESUCCESSFULBUTHOWYOUDEFINESUCCESSWILL,OFCOURSE,HAVEANIMPACTONHOWYOUORGANIZEOURBUSINESSANDITSCULTUREAGAIN,THEINFLUENCEOFNATIONALCULTUREANDLOCALEXPECTATIONSPLAYAPARAMOUNTROLEINDETERMININGTHECORPORATEVIEWWIRTHLINCONSULTINGSWORLDWIDEMONITORFINDSWHATCONSUMERSIN13COUNTRIESVIEWASFORACORPORATIONMOSTCONSUMERSSAIDPRODUCINGTHEVERYBESTPRODUCTSANDSERVICESDEFINEDSUCCESSINDICATINGTHEIRINDIVIDUALISTICCULTURESHOWEVER,INJAPAN,THEMOSTNOTABLEATTRIBUTEWASCARINGABOUTTHECOUNTRYSSOCIALANDENVIRONMENTALNEEDSATHROWBACKTOTHECULTURESEMPHASISONTHEIMPORTANCEOFTHEGROUPOVERTHEINDIVIDUALINITALY,IFACOMPANYWASWELLRUNANDWELLMANAGED,THENITWASTHOUGHTTOBESUCCESSFULANINDICATIONOFCONCERNABOUTTHATCULTURESHISTORYOFCHAOTICPOLITICSANDBUSINESSMANAGEMENTINMEXICO,ASTABLEANDPROFITABLECORPORATIONWASTHEBENCHMARKOFSUCCESSFROMTHESERESPONSESYOUCANSEETHEDIFFICULTIESOFATTEMPTINGTOSETUPACORPORATECULTURETHATCANEFFECTIVELYMOVEACROSSBORDERSANDMEETTHEDIVERSENEEDSOFCONSUMERSINDIFFERENTCOUNTRIESTHEIDEALCORPORATECULTUREITWOULDBEIMPOSSIBLETOGIVEPRECISEDETAILONWHATTHEPERFECTTYPEOFCORPORATECULTURESHOULDBEFORAGLOBALCOMPANYITDEPENDSSOMUCHONTHECULTURESYOUAREOPERATINGIN,THESUBJECTINDUSTRYANDTHEBASICCULTURALCOMPONENTSHOWEVER,THEREARESOMEBASICTRAITSANYCULTURENEEDSTODEVELOPASENSEOFACCOUNTABILITYAMONGSTAFFANDEMPLOYEESITNEEDSTOBECOHERENTLYTRANSMITTEDACROSSCULTURESIFITISTOOAKINTOTHEHEADQUARTERSCULTURE,EMPLOYEESSIMPLYWONTACCEPTITTHINKLOCALLY,ACTCONSISTENTLYWHILEFLEXIBILITYISIMPORTANT,THEREMUSTBEACONSISTENTAPPLICATIONOFPRINCIPLESACROSSCULTURESITMUSTBEATTUNEDTOTHECOMPETITIVEREQUIREMENTSOFTHEWORLDMARKETANDBEABLETOCHANGETOADAPTTONEWMARKETCONDITIONSERVINLASZLO,THEJOURNALOFGENERALEVOLUTION1998,VOL52PP181186企业文化的变革艾尔文拉兹洛在当代商业的高层阶级中,经理们开始考虑不能保持公司现在的运行模式。基本商业策略的改变正变得原来越明显。由于这种转变的影响
温馨提示
- 1. 本站所有资源如无特殊说明,都需要本地电脑安装OFFICE2007和PDF阅读器。图纸软件为CAD,CAXA,PROE,UG,SolidWorks等.压缩文件请下载最新的WinRAR软件解压。
- 2. 本站的文档不包含任何第三方提供的附件图纸等,如果需要附件,请联系上传者。文件的所有权益归上传用户所有。
- 3. 本站RAR压缩包中若带图纸,网页内容里面会有图纸预览,若没有图纸预览就没有图纸。
- 4. 未经权益所有人同意不得将文件中的内容挪作商业或盈利用途。
- 5. 人人文库网仅提供信息存储空间,仅对用户上传内容的表现方式做保护处理,对用户上传分享的文档内容本身不做任何修改或编辑,并不能对任何下载内容负责。
- 6. 下载文件中如有侵权或不适当内容,请与我们联系,我们立即纠正。
- 7. 本站不保证下载资源的准确性、安全性和完整性, 同时也不承担用户因使用这些下载资源对自己和他人造成任何形式的伤害或损失。
最新文档
- 特色课例开发与实施路径
- 水位报警器系统解析
- 西格列汀药物分析研究
- 十一实践活动规划与实施
- 内蒙自治区乌兰察布市集宁二中2026届化学高一第一学期期中教学质量检测试题含解析
- 手术常规无菌技术操作
- 下雨啦绘本解读
- 天河区中医医院发展现状与未来规划
- 砌筑抹灰技术标准
- 医院审计工作总结
- 除锈剂MSDS参考资料
- (完整word版)中医病证诊断疗效标准
- 新人教版八年级物理(下册)期末综合能力测试卷及答案
- 低压配电箱安装施工方案
- 蓄水池检验批质量验收记录(海绵城市质检表格)
- 单梁起重机安全操作培训课件
- 电动力学-同济大学中国大学mooc课后章节答案期末考试题库2023年
- 脑出血诊治指南
- 2022年重庆市汽车运输(集团)有限责任公司招聘考试真题
- 结构方案论证会汇报模板参考83P
- 移植患者健康宣教 - 副本课件
评论
0/150
提交评论