企业文化创建英语版

1、企业文化创建英语版Interests What is organisation culture? How do we describe the features of such culture?How can the culture of an organisation be changed? What are we seeking to change and why?The merits and limitations of descriptions?Themes and tensions in debates about organisation culture?Comparing har

2、d & technical culture components with soft humanistic concernsWhat then is a corporate culture?The organisation itself has an underlying quality - style - character - soul, a way of doing things - possibly more powerful than one persons dictates or a formal system. To comprehend this soul requir

3、es that we go beyond below the trappings of charts, policies and jobs into a living and breathing world of cultural interaction.The corporate culture gives the whole organisation a sense of how to behave, what to do, & where to place priorities in getting the job done. It helps members fill in t

4、he blanks between formal directives and how work actually gets done.Compare these statements to an engineering model of structures, work-technologies, methods & controlsWhat then is a corporate culture?the way we do things around herea dominant & coherent set of beliefs, deep-set, prevailing

5、 values and assumptions manifested in organisational activitylearned and accepted prescriptions for how people should think, feel, work & behave as members.values & commitments - shared & understood through ritual/ceremonial & routinised processes symbolic communication with imperati

6、ve statements, slogans, internal and external marketing anecdotes, myths, legends rewards and chastisement.Culture as a paradigm and metaphorparadigmmetaphorpositivist and physicalfunctional, definable, rational, mechanical, engineered, predictablephenomenological, interpretive, social psychologymen

7、tal & socially constructed. Enacted by members through on-going negotiation and sharing of symbols & meaningsunitary or pluralistic culturesConsensus, co-existence of several, parallel sub-cultures, conflictadaptive, regulating mechanism to dynamic equilibriumbiological, learning, cultural c

8、onflicts may engender changecorporatistmanagerial, strategic, shape culture for success, transformational, power discourse of valuesRise of corporate culture conceptsPre-50s classical and rational perspective50s human relations school - influence through human relations and leadership60s, 70s neo-hu

9、man relations - control through groups and organisational development (Schein et al)80s admiration of JapaneseQuality, Kaizen and ExcellenceTheory Z90sLean and coreLearning organisationNetwork organisationSoft systemsValuesInteractionsCommitmentsMotivationsLoyaltiesPerceptionsLeadership & teamsC

10、ommunicationsHard systemsPoliciesProceduresSystemsPerformancesTechnologiesEfficienciesHard and Soft in a Wet-Cold ClimateMintzberg: Five GluesMutual adjustmentDirect supervisionStandardisation ofSystems and proceduresSkillsResultsExerciseWhat are the manifestations of corporate culture at this unive

11、rsity?in the Body Shop organisation?in the Metropolitan Police?For each organisation, list examples of Values, beliefs normsRepresentative rituals & ceremonialsWhat external intervention has been evident?Culture CharacteristicsCommon, uniform, pervasive, homogenous?Unitary, Integration Different

12、iation, pluralist, diversity, groups with own subculturesFragmentation, so ad hoc with anomalies, inconsistencies that no culturestrong culture = performance (Luthans 1995)Shared-nessIntensityPropositionstrong culture leads to success if the organisations structure is suited to environmental conditi

13、ons. This is a good predictor of short term performance.How will you demonstrate the veracity of such a proposition?Cultural Evolution and SocialisationOrganisational growth, founders as role modelsEarly business Quaker philanthropistsGeneric problems (Schein 1983)Adaptation and survival in face of

14、externalitiesEnsuring internal integrationReplicationapplicantsBoundaryfilteringSocialisationPeersRole modelsRewardsTrainingRites, ritualsimitationFull insider membershipOrganisationcultureThe right stuffIm in with the in-crowdBye outsiderPackaging and transmissionPackaging cultural elementsMissionC

15、ore valuesManagement styleCompetenciesEthical and environmental policyTransmitting culture elementsFormal, informalEvents & activities in the culture transmission systemHewlett Packard Way, Ben and Jerry, Body ShopDisneyCorporate culture & competitive strategysocietyindustryorganisationCorpo

16、rate culture political ideologies social values institutional relations: business, labour, govt concentration social function of product stage in lifecycle competitive strategy organisation structure HR systems competitive nichein product marketFombrun, Tichy & Devanne, 1984, Strategic HRM, Wile

17、yCultural decline, performance declinePeters and Watermans excellent companies - many cases are no longer excellentCatch phrases: down sizing (Roach), stick to the knitting (Peters) etcInertia - Marks and Spencer, IBMImmoderation & excess - Marconi, EnronInattention - institutional groupthink -

18、Metropolitan Police, Conservative PartyNo one-best-cultureStaff turnover, business downturn & redundancies dilutes cultural strengthSmircich 1983Key variable (application)Organisation needs the right properties for dynamic equilibrium with environmentCulture is something an organisation hasCultu

19、re is an essential ingredient of organisational successMember commitment to goalsCulture club industryRoot metaphorCulture is something that an organisation isFocus on how cultures are experienced by members & how this affects their actionsPhenomenological study business usefulness Corporate Via

20、gra - Ouchi Theory Z ! commitment to employeesevaluation of employeescareer structureemployee controldecision makingresponsibilityconcern for peopleJapanese firm outperform US firms. The secret is Theory Z ! therefore take the Z-pill to enhance performance ! long term employmentslow + qualitative cr

21、iteriabroadimplicit, informal methodsgroups & high consensusindividualwhole person - work & non-workTheory ZThe Call for Excellencea bias for action: getting on with itget close to and learn from customerautonomy and innovation - nurturing championsproductivity through people; staff as a sou

22、rce of qualityhands-on management, value-drivenstick to the knitting: stay with the business you knowsimple form and leanloose-tight properties; local autonomy + centralized valuesmove from pyramid to horizontal, fast, cross-functional, coopPeters & Waterman, In Search of Excellence, Harper &

23、; Row, 1982Peters & Austin, A Passion for Excellence, Collins, 1985Peters, Thriving on Chaos, Macmillan, 1987 Peters, Liberation Management, Macmillan, 1994The Call for Excellence - Precepts for managersquality revolutionstrive to achieve uniquenesslisten to customers, end users, suppliers, reta

24、ilersmake manufacturing the prime marketing toolbecome customer-obsessed, responsive service addicts true internationalists, small and large firmsover-invest in frontline people & activities develop an innovation strategysymbolize innovativenessmulti-function teams for development activitiespilo

25、ts and prototypes not proposalsignore Not Invented Here & adapt thru. creative swipingapplaud heroes & championsno blame culture - promote learning & right next timePinchot - IntrapreneursParadigms of corporate cultureIntegrationist - Differentiationist - FragmentalistIs culture a source

26、 of harmony, an effect of irreducible conflicts of interest or a reflection of inescapable ambiguities of modern organisational life?Must culture be internally consistent, integrative and shared or can it be inconsistent and expressive of different? Can it incorporate confusion, ignorance, paradox a

27、nd fragmentation?What are the boundaries around cultures in organisations - are they essential?How do cultures change?Martin 1992Significance for managing diversity policies?IntegrationistUnitaryOrganisation-wide consensusConsistencyClarity & denial of ambiguityLeaders role in cultureHarvey and

28、Brown, 1992Profit oriented & NfP organisations may have differing or conflicting sub-culturesMgt style & corporate culture are central success factors that influence communication problem-solving decision-making leadership patterns for the entire systemDifferentiationistPluralistic - emphasi

29、ses power, conflicts, differenceslack of consensus, inconsistencies and non-leader initiated aspects of cultureacknowledge dominant culture & similarities, consistencies, unities butchoose to focus on inconsistencies and sub-culture differences - no consensusaction inconsistencysymbolic inconsis

30、tencyideological inconsistencyFox On Contract - acceptance for nowFragmentalistemphasises loosely structured, incompletely shared system. emerges dynamically as members experience each other, events & contextsambiguity consistencyreject company wide integrated values instead a shared awareness o

31、f ambiguityaction ambiguityactions differ from espoused values symbolic & ideological ambiguityobscure, inconsistent relationships between cultural themes & symbols e.g. employee well-being and forms - jokes, stories, physical arrangementsGoffe and Jones 1998 - Contingency frameworkNo one be

32、st culture - the formula that best fits the contingent situation in terms of sociabilitysolidaritycommunal culturemercenary culturefragmented cultureSub-cultures will existNo culture lasts for ever & none is inherently good/badNational cultures impact on organisation cultureDynamic national cult

33、ures & organisation accommodationDimensionspower distanceuncertainty avoidanceindividualism-collectivismmasculinity-femininityWhatDimensions?More developedLess developedLatinBe, Fr, Arg, Bra, SpCol, Mex, Chile, Peru, Port, YugoAsianJapanSingapore, Pakistan, Taiwan, HK, India, Phil, ThaiNear East

34、ernGreece, Iran, TurkeyGermanicAustria, Israel, Germany, Switz, South Africa, ItalyAngloAustralia, NZ, Canada, UK, Ireland, USANordicDenmark, Sweden, Finland, Norway, NetherlandsHofstede 1984cultural mapping of MNCs, 11600 staff across 40 countriesHow are these changing or have changed?Culture, orga

35、nisational and external development“ Organisational development signifies change, and for change to occur in an organisation, power must be exercised.Burke, 1982Must there be managerial intervention to bring about culture change?Intentional (social engineering policies) designed to affect organisati

36、onal processes & outcomes. Does this always work? Effects on organisational membership?What is the role of external influence? Natural societal change (prosperity, education, population movements, political and social values?)Culture as a power game?Power - “the ability to get ones way in a soci

37、al situation. “.organisational behaviour is a power game in which various players seek to control the organisations decisions and actions.French and Bell 1959Reward PowerCoercive PowerLegitimate PowerReferent Power/Charismatic PowerExpert PowerPower and Images of OrganisationGroupthink Gender Symbol

38、ism CountervailersAlliances and Networks Technological Dependence Managing BoundariesContingent Hero Know-How Decision Control Bureaucracy-based Resource-based adapted from Morgan G, Images of Organisations, Sage, 1997see :/sol.brunel.ac.uk/jarvis/bola/power/power.htmlMintzberg - Sources of powerCon

39、trol of 1. a resource2. a technical skill3. a body of knowledge(1-3 must be critical to the organisation)4. Legal prerogatives - exclusive rights or privileges to impose choices5. Access to those who have power based on the first four basesOrganisational politicszSub-set of power? Informal power? Illegitimate in nature?zConflicts of interestszConflict or competition for scarce resourceszPay-off matrix - how goods & services are to be distributed between different partieszStakeholder analysis - grievances, power, ability to resist cha