组织行为学论文OB组织文化企业文化

1、AO AO AO UNIVERSITY OF AO AO嗷嗷大学Bachelor of Man ageme ntAssig nment Cover工商管理学士学位课程作业封面MODULE CODE AND NAME科目代码及名称科目代码： 科目名称： 讲师: 专业班级：Module CodeModule NameLecturerSecti on CodeStude nt ID 学生证号码:Student Name学生姓名:B 4Orga ni zati onal Behavior大美女xxxxxxxxxx阿 七is ENTIRELY my independent work exceptAnno

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3、r/Mo nth/Day收到日期:Table of ContentsIntroduction 2Organizational Culture 2Culture and Behavior 3Sustaining Culture 4Transmitting of Culture 5Importance of Organizational Culture 6Conclusion 7References 9A Case Study of WEGMANSIntroductionOrganizational culture produce with a enterprise set up. Organiz

4、ationalculture is a uniqueman ageme nt mode which form from a en terprise set up to end. It has the in dividual character combinedwith the companyscore values, spirit of enterprise,managementconcept, andemployees behavior into a whole enterprise, it is a spirit support for a long-term development of

5、 a enterprise. An enterprise want to has a long-term invincible in the fierce competition market, the tech no logy inno vati on is the most direct competitive ness, but the main source to support tech no logy innovationin a enterpriseis the organizationalculture. When enterprise into the global mark

6、etcompetition, the enterprise culture will became a communication media, and the important means for en terprise resource in tegrati on. Today, the con cept of the en terprise culture, have con cer n by entrepreneurs increasingly in various occasions, but few people know what is the really enterpris

7、e culture, and very few people know that the enterprise culture really works. Culture has far-reaching sig nifica nee and the lon g-term effects on the susta in able and developme nt for en terprises, the organizational culture maybe not the most direct factor, but it is the most lasting deciding fa

8、ctor. With the economy competiti on, many en terprises face to en terprise restructuri ng, strategic tra nsformati on, orga ni zati onal culture has gradually become the biggest restrict ing factor of man ageme nt cha nges.How to improve en terprise bus in ess performa nee and realizati on en terpri

9、ses susta in able developme nt through the orga ni zati onal cultural, has become the real issues which n eed to be solve urge ntly.Organizational CultureOrga ni zati onal Culture as a system of shared meaning held by members that dist in guishes theorga ni zati on from other orga ni zati on s.(Step

10、he n P. Robb ins, Timothy A. Judge, 2008) Orga ni zati onalculture has become a favored focus of all en terprise, it is the key rule for a en terprises developme nt.Only has a strong and scientific organizational culture, can an enterprise sustained competitive adva ntage effectively in a Ion g-term

11、Culture and BehaviorA stro ng orga ni zati onal culture can provides directi on to employees, it helps them to un dersta ndthe way thi ngs are done arou nd here. A stro ng culture additi on allyprovides stability to anorga ni zati on, it is an importa nt factor in determ ining theorga ni zati onal p

12、erforma nee. This can beextremely valuable for building a team where all the participants have the same goals. Nowadays what people really want is getting engaged in their work and do it with responsibility. Hence so, a strong culture do paves the way for people to take the responsibility and work r

13、ather than trying to control them with rules and regulation, supervision. However, if the people in the organization are completely following thevalues and beliefs of the existing culturewhen it come to achieving thegoals, the n they obviously lack the opportu nities to think in a much creative orin

14、no vative way inorder to come up with uni que soluti ons or ideas to face the ever cha nging turbule nt en viro nment, this will be the worst con diti on.A weak organizational culture is when the people in the organization do not agree on the samebasic beliefs and values as applies to theorganizatio

15、n, and in stead they tend to have their ownideas, belief and behaviours. Although a weak culture may be the result of many subcultures,inother means, a weak culture would rather en courage in dividual thought and con tributi ons.It should be said that organizational culture may be different from one

16、 organization to another.Meaning to say that, some organization will have strong culture while the other may have weak cultures. As far as i am concern ed, Wegma ns culture is a str ong culture and it is a good, healthy and scientific organizational culture. From the showing of the average tenure of

17、 a full-time Wegma ns employee is over ten years. Wegma ns career part-time employees average tenure is more than five years. We can know that Wegmans is a successful enterprise. It through a process of selection and socialization, employees core values are kept in line with the companys. Employees

18、are attracted to Wegmans because they know in advance they will be treated like gold. Retention rates are sky high because at the core is an intense job satisfaction achieved by meaningful in teracti on with both customers and man ageme nt. However, the most importa nt reas on is Wegma ns has a exce

19、lle nt orga ni zati onal culture.The Wegma ns man ager said that Employee en gageme nt is critical, Wegma ns prides itself on a strong value set as its corporate foundation. Showing Care, respect, high standards to every stall, let employees feel work in a family. This is meaning that If you take go

20、od care of employees, then they will take good care of your customers. said Bob Wegma ns. Wegma ns is known for its stro ng employee ben efits program, especially their employee scholarship program. The differe nee betwee n Wegmans and other supermarkets is thatwhen people come towork at Wegmans, th

21、eyare notlook ing for a job; they are look ing for a career. And because Wegma ns has high volume locati ons, there is an extensive menu of opportunities for employees to advance their careers through a clear and defined career path. This is the culture at Wegmans likely to affect its employees most

22、.Sustaining CulturePeople-oriented is the primary source of Wegmans culture. The leadership they implement in their compa ny is effective. Wegma ns culture is a bus in ess practice that is self-perpetuat ing as longIas the basic premises are adhered to. The reas on why Wegma ns can form so perfect e

23、n terprise culture, the mainly idea is that the standard in hiring employees of Wegmans. Employees at Wegmans are not selected based on intellectual ability or experience alone They acquire all employees in the store has some genuine interest in food. Only interesting in food can they work well in t

24、heie post and realize their value. This is the reason that why Wegmans can Sustain it Culture in such str ong time.In a sense, the culture that has developed at Wegmans is an important part of the companys success. Employees are proud to say they work at Wegma ns. In Wegma ns staff first, customer s

25、ec on d is the subject of the orga ni zati onal culture. Maintaining a culture of drive n, happy, and loyal employees who are eager to help one ano ther is the goal of Wegma ns. Many of whom are hired based on their interest in food made all employees work in the same gaols and value and many employ

26、ees at Wegmans viewworking for the grocer as their career, these are good platform fororganizational culture form and sustained. An example of how Wegmans lives their values is their scholarship program for employees. Each year, Wegmans gives nearly $4.5 million towards tuition for employees to cont

27、inue their education. Wegmans operates 76 stores in fivestates. However,their culture and their commitme ntto their employees seem to tran sce nd in dividual stores or regi onal bou ndaries. An d, i n turn, they have ear ned remarkable loyalty among employees.Sustaining a healthy culture also requir

28、es on going monitoring. To maintain a healthy weight, most people weigh themselves regularly and take action when results are off course. Similarly, mai ntai ning a healthy orga ni zati on alal culture requires a measureme nt strategy as well as an ability to respond to fluctuations and trends that

29、do not align with cultural values and beliefs. A dashboard, a balanee scorecard, a log frame system or other forms of planning and monitoring tools can be used to measure culture based in dicators. The record ing and report ing of well selected in dicators pertaining to the organization s/alues and

30、ethical practices can reveal telling stories about the organization aculture. Such information helps Organizationals set targets for cultural change. Similarly, analyzing results can lead to better practices or new or modified competencies and culture friendly interventions.Practices promoted by the

31、 concept of a learning organization whichen courage creativity, inno vati on and empowerme nt can also ope n doors to a cycle of cultural self assessme ntand self improveme nt that will con tribute to enhan cedperforma nee. Therefore,recognizingthe link between organizationalculture and performanee

32、isn all about humanresources and orga ni zati onal developme nt.Transmitting of CultureNew people joi ning the compa ny are con sciously of uncon scious with a stro ngorga ni zati onalculture. In Wegmans this is an advantage point, because of the strong organizational culture, employees join into th

33、e organization and accept the organizationalculture is easier. Wegmanscarefully selects each employee, and growth is often slow and meticulous, with only two new stores ope ned each year. Whe n a new stores is ope ned, employees from exist ing stores are brought in to the new store to main tai n the

34、 culture. The existi ng employees are the n able to tra nsmit their knowledge and the stores values to new employees. This is an efficiently method to help employees lear n orga ni zati onal culture. Actually, Wegma ns also succeed by this way.Culture is transmitted to employees in a number of forms

35、, the most potent being stories, rituals, material symbols, and lan guage. (Stephe n P . Robb ins, Timothy A. Judge, 2008)Stories, it such as these circulate through many orga ni zati ons. They typically con tai n a n arrative of eve nts about the orga ni zati ons foun ders, rule break in g, rage-to

36、-riches successes, reducti ons in the workforce, relocati on of employees, reacti ons to past mistakes, and orga ni zati on cop ing. These stories an chor the prese nt in the past and provide expla nati ons and legitimacy for curre nt practices. Rituals are repetitive seque nces of activities that e

37、xpress and rein force the key values of the organization what goals are most important, which people are important, and which people are expe ndable. Material symbols con vey to employees who is importa nt, the degree of egalitaria nism desired by top man ageme nt. And the kinds of behavior that are

38、 appropriate. Many orga ni zati on and un its withi n orga ni zati ons use lan guage as a way to ide ntify members of a culture or subculture. By lear ning this lan guage, members attest to their accepta nee of the culture and, in so doing, help to preserve it.As fa as i am concerned,rituals is the

39、most effective way for employees to learn theircompanys culture. But if we want employees know the organizationalculture more deeply andaccept it absolutely, we not only just use one method, but also we need play it combined with others. Such as at the same time we hold a ritual for employees, we mu

40、st show them how to do at usual, so that employees accept it more quickly and effectively.Importance of Organizational CultureOne of the most important building blocks for a highly successfulorganizationand anextraordinary workplace is Organizational Culture. organizational culture as the set of sha

41、red beliefs, truths, assumpti ons, and values that operate in orga ni zati on s. It can be extremely valuable for building a team where all the participants have the same goals. Working together to improve efficiency or, possibly, communication with management could be some of the goals. Organizatio

42、nal culture has bee n described as how people behave whe n no one is look in g. In other words, those who succeed are able to adapt to the companys ways. They learn and understand how to swim with the corporate tide while working toward achievingthe companys goals.As a new employee, itsbest to stand

43、 back for a period of time and observe the companys tide carefully before he or she jumps in, figuratively speaking, and cause possible waves. Employees need to know exactly which way the companys tide is going before they dive into deep water.In a short, orga ni zati onal culture is an operati onal

44、 prin ciples that provide a con text for the way people behave including their values, beliefs and assumptionsin a anizationalculture promotes a sense of shared purpose that starts during the recruitment phase and carries on with rete nti on practices. If the in dividual cant work withi n

45、 theorga ni zati onal culture, con flictswillarise. Orga ni zati onal culture is a core comp onent, so it is importa nt that every one from the CEO to the security guards understand the concept. Explaining it to a wide range of people may seem difficult, but if you break it into steps, it is man age

46、able.Organizationalculture is even more important today than it was in the past. It plays a nimporta nt role on coord in ati onand in tegrati on across orga ni zati onalun its in order to improveefficiency, quality, and speed of designing, manufacturing, and delivering products and services. A stro

47、ng orga ni zati onal cultureis ben efit to effective man ageme ntof dispersedwork un itsandincreasing workforcediversity;Cross-cultural management of globalenterprises;Management ofworkforce diversity; Facilitatio n and support of teamwork, and so on.A successful organizationalculture not just Wegma

48、ns have, other companieswith famouscultures are IBM, Hewlett-Packard, Goldma n Sachs, and Starbucks. Con sider the case of Wal-Mart, one of the most famous organizational cultures of all time. At Wal-Mart, culture is transmitted to employees though the daily ritual of the manager of the Wal-Mart che

49、er. Shown here is the manager of a Wal-Mart store leading employee in the motivational chant that helps preserve a small-family spirit and work en viro nment within the words largest retailer. Walt on was one of the earlier employers to call his employees “ associates , give them stock, and share st

50、ore data with them. He was“ en thusiastic, positive, folksy, and n urtur ing, a charismatic leader who did the huladance down Wall Street when Wal-Mart s net profits exceeded 8 percent.11 Wal -Mart s employeesdon t “ work for ” some one, they “ he lThsuWal-Mart message to them is that the people who

51、 work hard and take part in the company s profitsharing program become rich and happy.ConclusionWhen it comes to modern management, there is never an unanimous consensus on its importa nee, triggeri ng the com mon concern of the gen eral public, some of whom assume that individuals play an irreplace

52、able role in management. But nowadays, organizational culture is moreimporta nt tha n tech no logy and economy, with the in creased competiti on, globalizati on, mergers, acquisitions, alliances, and various workforce developments have created a greater need for. Furthermore, It is esse ntial to giv

53、e full play to the in itiative and great creativity of the gen eral publicand ensure that they realize their aspirations and interests to exploit the importanee of the organizational culture. Ultimately, human is dominant and establish host position of modern management nowadays. A better understanding of human and culture environment will enable to have a better moder n man ageme nt.References1 Cherry, Robert A. & Davis, Deborah C. & Thorndyke, Luanne . (2010) Transforming Culture Through Physicia n Leadership Developme nt. Physicia n Ex