OrganizationCulture（英文版）

1、Chap. 17 Organization Culture14.1 What is Organization Culture 1. Instituationalization:A forerunner When an organization takes on a life of its own,apart from any of its members,& acquires immortality-the notion nearly 50 years ago existing beyond the life of any of one member, going beyond its

2、 original mission Structure:20 years ago, organization was view as rational means by which to coordinate & control a group of people culture: organizations have personalities too,just like individuals;each has a unique feeling & character beyond its Structural characteristics. The role playi

3、ng in the lives of its members.2.A Definition A common perception held by the organizations members; a system of shared meaning. primary characteristics: exists on a continuum from low to high,give a composite picture 1)innovation & risk taking 2)attention to detail 3)outcome orientation 4)peopl

4、e orientation 5)team orientation 6)aggressiveness 7)stability distinction between culture & job satisfaction: descriptive term perceived, evaluative3. Cultural Typologies identified 4 cultural “types” Academy:a place for steady climbers to master each job they hold. recruiting young graduates, s

5、pecial training,steering through a myriad with a particular function club:place a high value on fitting in, commitment, loyalty. baseball team:entrepreneurially oriented haven for risk taker & innovators fortress:preoccupied with survival. Fell on hard times & seeking to reverse its sagging

6、fortunes cant be neatly categorized into one because they have a blend of - or are in transition. Personality-culture match4. Subculture All sorts of ideologies shared by a few, many, all Organizational members Dominant culture:expresses the core values that are shared by a majority of the - members

7、. Macro view giving an -s distinction personality,uniform interpretation of the appropriate behavior core values:the primary or dominant values that are accepted throughout the organization Subculture:minicultures within an -,typically defined by department designations & geographical separation

8、 core values + additional values 5.Strong Cultures & Formalization Strong Cultures:cultures where the core values are intensely held & widely shared the more members accepting,the greater their commitment to,the strong the value is. Low turnover have a great influence on the behavior of its

9、members because the high degree of sharedness & intensity creates an internal climate of high behavioral control substitute for formalization: 2 different roads to a common destination. Formal rules & regulations will be internalized in employees when they accepted the - culture. Achieves th

10、e same end-increases behavioral consistency without the need for written documentation6. Organization vs. National Culture Societal culture applied at the -al level. The strength of the -al cultures effect on the behavior of - depends on the strength of the - culture national culture has a great imp

11、act on employees than does their -s culture Geert Hofstede cross-culture comparison Individualism & Collectivism, Power distance, Uncertainty avoid, Quantity or Quality of lifeThe Kluckhohn-Strodbeck Framework Relationship to its environment-subjugate,harmony,dominate; Time orientation-past,pres

12、ent,future; Nature of human-dominant motive:good,evil,mixed; Activity orientation-doing,being,control; Focus of responsibility-individualistic,group,hierarchical; Conception of space-private,mixed,public The nature of reality and truth; The nature of human relationship-Intercourse way, Competitive o

13、r Cooperative, High organized or autonomous, Participate D-M; Homogeneity vs. diversityChap. 17 Organization Culture14.2 What does Culture do1.Cultures Functions A boundary-defining role-create distinction Conveys a sense of identity for -al member facilitate the generation of commitment to sth. Lar

14、ger than ones individual self-interest enhance social system stability increasingly important in the 1990s 2.Culture as a liability potentially dysfunctional aspects of culture Barrier to change:for many -s with strong culture, practices that led to previous successes can lead to failure when those

15、practices no longer match up well with environmental needs. Barrier to diversity:strong culture can be liabilities when they effectively eliminate those unique strengths that people of different backgrounds bring to the -. Barrier to M&A:historically,the key factors in making M&A decisions w

16、ere financial advantages or product synergy;In recent years,culture compatibility has become the primary concern.Chap. 17 Organization Culture14.3 Creating & Sustaining Culture1.How a Culture Begins Largely due to what it has done before & the degree of success it has had with those endeavor

17、s Founders-the ultimate source a major impact on its early culture; a vision of what the - should be; unconstrained by previous customs or ideologies the small size further facilitates the founders imposition of their vision on all employees2.Keeping a Culture Alive Selection in recruitment: identif

18、y who can perform the job well,the final decision about hiring is up to whose value is essentially consistent with the -. top management-the actions of - set up models of norms that filter down through -. socialization:the process that adapts employees to the organizations culture. 3 stages prearriv

19、al: the period of learning in the - that occurs before a new employee joining. Beyond the specific job encounter: the stage in which a new employee sees what the - is really like & confronts the possibility that reality & expectations may diverge. The most critical metamorphosis:the stage in

20、 which a new employee adjusts to his work groups values & norms3.Summary:how cultures form Alternatives designed to bring about the desired metamorphosis: Formal vs. Informal; Individual vs. Collective; Fixed vs. Variable; Serial vs. Random; Investiture vs. Divestiture summary the evolution: phi

21、losophy of the founders- Selection criteria- Top management, Socialization- Organization cultureChap. 17 Organization Culture14.4 How employees learn Culture1. Centrality of Symbolism Transmitted to employees in a number of forms, Denotative-direct, Connotative- broader use Stories:typically contain

22、ing a narrative of events circulate through -,anchor the present in the past & provide explanations & legitimacy for current practices. Rituals:repetitive sequences of activities that express & reinforce the key values of the -,what goals are most important,which people are important &am

23、p; which are expendable Material System:business conditions,layout, executive perks,dress attire-convey who is important Language:used as a way to identify members of a culture or subculture-attest to their acceptance of the culture acronym,jargon2.What is Culture?Working Definition: Shared assumpti

24、ons a given group has developed to deal with the problems of external adaptation and internal integration. Historical (passed across cohorts and generations) Moral force (normative, not utilitarian) “The way we do things around here” (cognitive dimension - taken for granted) Associated with the stab

25、ility of the group Differentiating/identity device (relative to other groups) Associated with the intensity of common problems faced by the group Changes across time,usually slow & small changes Product & Process, Culture & Structure3 Scheins Model of Organizational CultureArtifacts What

26、 you observe(see, feel, hear)Espoused What you areValues toldBasicAssumptionsWhat participants take for granted 4.How does Culture Change? Natural evolution Managed evolution (-s learning and development) Challenges to Cultural Assumptions: Charismatic leadership Scandals Infusion of “outsiders” Mergers & acquisitions Coercive persuasion (“turn-