Organizational Culture组织文化

1、1Organizational Culture組織文化Chapter 14Essentials of Organizational Behavior, 8/eStephen P. Robbins2J2000年虧損84600萬美元,太過專注於亞洲小貨車與巴士市場, 錯失失休旅及客貨兩用車之熱潮,但主因在於其傳統之企業文化。J1970年代之文化為主因(重內部組合, 錯失外部適應)強勢文化穩定,組織卻 妨礙改變。JKawasoe接總裁,進行文化改變改變終身雇用之觀念。3 全球第五大航空公司,總裁 Herb Kheller the Fundamentals 西南航空的基礎(由西南大學教授給員工)4Or

2、ganizational cultureSet of key characteristics that the organization values that distinguishes the organization from other organizations 一組組織重視且使其與其它組織區分開來的特徵成員共同持有使他們與別人有所不同的意義體系5Innovation and risk taking創新與風險承擔創新與風險承擔Stability穩定性穩定性Attention toDetail對細節的注意對細節的注意OutcomeOrientation結果導向結果導向Team Orie

3、ntation團隊導向團隊導向PeopleOrientation人員導向人員導向Characteristics of Organizational Culture6文化是描述性的Organizational culture is concerned with how employees perceive the seven characteristics, not whether they like them 乃員工如何知覺此七項特徵,而非員工喜不以歡這些特徵7Do Organizations Have Uniform Cultures?組織有一至致性的文化嗎組織有一至致性的文化嗎? A do

4、minant culture 主文化expresses the core values that are shared by a majority of the organizations members 主文化乃大多數組織成員共享的核心價值8Subcultures 次文化 tend to develop in large organizations to reflect common problems, situations, or experiences that members face 反應部份成員所面臨的共同問題,情境, 或經驗受到部門與地理分個隔的限制所影響若與主文化矛盾,會削弱一

5、組織。Do Organizations Have Uniform Cultures? 組織有一至致性的文化嗎組織有一至致性的文化嗎? 9A strong culture is characterized by the organizations core values being both intensely held and widely shared核心價值觀若被強烈的持有並廣為成員所接受則即可成為強勢文化。 A weak culture is characterized by vagueness, ambiguity, and/or inconsistencies若模糊不清,不一致 10

6、Cultures Functions 文化功能Boundary-defining role界定組織疆界的角色,與其他組織有別Conveys a sense of identity 傳達認同感Facilitates the generation of commitment 促使承諾的產生，使個人置組織利益為優先Enhances social system stability 增進社會系統的穩定性Sense-making and control mechanism意義制定與控制的機制11Culture as a Liability 文化也是負債文化也是負債 Shared values do not

7、 agree with organizations effectiveness 共享文化並不一定對組織效能的提升有幫助Environment is dynamic 環境是動態的Entrenched culture in rapid changeHinders ability to respond to changes強勢固守的文化無法快速反應環境的變動12How a Culture Begins Ultimate source of an organizations culture is its founders組織文化的形成組織文化的形成: 創始人的哲學觀創始人的哲學觀,經過用人政策經過用人

8、政策,高高階主管的強化階主管的強化,透過社會化過程使員工學習。例如西透過社會化過程使員工學習。例如西南的南的Herb Kheller, Mary Kay, Virgin Groups Richard Branson 13Keeping a Culture Alive 維持文化的活力 p. 237 圖14-3Selection 甄選Top Management 高階管理團隊Socialization 社會化: 員工學習與適應組織文化的歷程稱之:包括 職前期,接觸期,轉變期。方法包括：J說故事J儀式J實質(符號)象徵J語言14How Cultures Form15A Socialization Model16Rituals儀式儀式17Managing Cultural Change管理文化變革Cultural change is most likely to take when the following conditions exist 四大條件 Dramatic crisis exists or is created Turnover in leadership Young and s