企业文化与企业绩效 课件

战略型领导，企业文化与企业绩效王辉香港科技大学组织管理系博士生中国科学院心理研究所副研究员电话号码/p>

电子邮件：wanghui@ust.hk战略型领导，企业文化与企业绩效王辉BackgroundWhataspectsofstrategicleadershipareimportanttoorganizationaleffectiveness?CEO’sattributes(behavioralcomplexity,charisma,andpaternalism)Whendoesstrategicleadershiptakeeffectsonorganizationalperformance?Situationaluncertainty(perceviedenvironmentuncertainty,organizationaltype,firmlifestage)Howdoesstrategicleadershipinfluencefirmperformance?Mechanisms(organizationalculture)BackgroundBackground(continue1)StrategicLeadershipStrategicleadershipisdefinedasaperson’sabilitytoanticipate,envision,maintainflexibility,thinkstrategically,andworkwithotherstoinitiatechangesthatwillcreateaviablefuturefortheorganizations(Ireland&Hitt,1999)Upperechelontheory(Hambrick&Mason,1984)strategiesandeffectivenessarethereflectionofthevaluesandcognitivebasesofpowerfulactorsintheorganizationObservableaspectsage,education,functionaltrack,financialpositiongroupcharacteristicsPsychologicalaspectscognitivebase,values,andpersonalityBackground(continue1)Background(continue2)SituationaluncertaintyTransitionfromaplannedtoamarketeconomicsystemRestructuringofstate-ownedenterpriseSubstantialgrowthoftownshipandvillage,privatefirmsandjointventuresPerceivedenvironmentuncertaintyIndividual’sperceivedinabilitytounderstandthedirectioninwhichanenvironmentmightbechanging,thepotentialimpactofthosechangesonthatindividual’sorganization,andwhetherornotparticularresponsetotheenvironmentmightbesuccessful(Milliken,1987)DifferentorganizationaltypesFirmlifestageBackground(continue2)SituatiStrategicleadershipDemographicvariablesSmithetal,1994;Hambricketal,1996Priemetal,1999;Pitcheretal,2000;Waldmanetal,2001Behavioralcomplexity

theabilitytoactoutacognitivelycomplexstrategybyplayingmultiple,evencompetingroles,inahighlyintegratedandcomplementaryway

Hooijberg&Quinn,1992;Hart&Quinn,1993;Denisonetal,1995Charismatheabilityfaleadertoexercisediffuseandintenseinfluenceoverthebeliefs,values,behaviour,andperformanceofothersthroughhisorherownbehaviours,beliefs,andpersonalexampleConger&Kanungo,1987;Houseetal,1991;Waldmanetal,2001StrategicleadershipDemographiStrategicLeadershipPaternalismakindofleadershipstylewhichcombinestrongdisciplineandauthoritywithfatherlybenevolenceandmoralintegritycouchedina“personalistic”atmosphereRedding,1990;Westwood,1997;Cheng,1995;Farh&Cheng,2000authoritybenevolencemoralleadershipStrategicLeadershipPaternalisOrganizationalcultureOrganizationalcultureApatternofbasicassumptionsthatthegrouplearnedasitsolveditsproblemsofexternaladaptationandinternalintegration,thathasworkedwellenoughtobeconsideredsolidand,therefore,tobetaughttonewmembersasthecorrectwaytoperceive,think,andfeelinrelationtothoseproblems”(Schein,1992,p.12)OutcomesoforganizatonalcultureLeaders’sinfluenceonorganizationalcultureMediatingroleoforganizatonalcultureOrganizationalcultureOrganiza企业文化不是什么？丰富员工的业余生活聘请文化界人士加盟企业加强政治思想工作垃圾桶员工统一着装开发企业口号每天唱厂歌在媒体上宣传本企业企业文化不是什么？丰富员工的业余生活企业文化概述企业腾飞的两翼----先进的科学技术和卓越的企业文化现象形成最佳的经营管理机制为目的以人为管理的主体以企业的共识为核心以群体行为为基础企业文化概述企业腾飞的两翼----先进的科学技术和卓越的企业企业文化是什么？

一个团体在适应外部环境与内部整合的过程中，习得的一套价值观，行为模式和基本假设，团体的新成员以此作为了解，感知，思考相关问题的基础。（Schein,1992)可观察到的行为规范（习俗，传统，固定的仪式等）团体规范（内在的价值观，标准等）共享的价值观念正规的企业哲学（广义的政策及意识形态方面的原则）游戏规则（新成员必须学习的做事方法）组织气氛具体化的技能思维习惯，心理模式，语言范式企业文化是什么？一个团体在适应外部环境与内部整合的企业文化的组成企业的价值观----价廉物美典范人物----体育界的“女排精神”仪式典仪----“谁是全国第一”，“华尔连锁商店”文化网络----正规的标语、口号，非正规的言语行为企业文化的组成企业的价值观----价廉物美企业文化与企业的绩效任何一个卓越的企业都有一种强势文化“追求卓越”----八大特征IBM----尊重人才，努力创新，服务顾客McDonald’s----质量，服务，整洁，物有所值Haier(海尔集团）什么是强势文化？高水平的赞同，完全的一致企业文化与企业的绩效任何一个卓越的企业都有一种强势文化企业文化与企业的绩效企业文化与企业的效益成正相关企业文化可以增加员工的凝聚力，减少员工的离职倾向增加员工对组织的承诺和满意感激励员工约束与控制员工行为变革的桥梁企业文化有利于企业的未来发展（1984年11月24日）案例：重庆钟表工业公司的企业文化建设企业文化与企业的绩效企业文化与企业的效益成正相关企业领导与企业文化企业的创始人，老总是企业文化建设的关键观念的体现行为的模板实施的保障实现的动力领导行为的特性与企业文化的关系行为复杂性远景设计师鼓动家分析师目标实施大师魅力领导信任尊重服从企业领导与企业文化企业的创始人，老总是企业文化建设的关键企业文化建立的机制企业领导关心所在领导对关键及危机事件的反应领导的言传身教资源分配的标准招募，选拔，晋级的标准组织设计和结构组织系统和程序物理环境的设计重要人物或事件的故事，传说和神话企业哲学，价值观念的正规表述企业文化建立的机制企业领导关心所在企业文化建设的具体措施合适员工的甄选领导班子成员的一致培训社会化员工的认同正规仪式与非正式活动评估与奖励企业文化建设的具体措施合适员工的甄选

战略型领导，企业文化与企业绩效王辉香港科技大学组织管理系博士生中国科学院心理研究所副研究员电话号码/p>

电子邮件：wanghui@ust.hk战略型领导，企业文化与企业绩效王辉BackgroundWhataspectsofstrategicleadershipareimportanttoorganizationaleffectiveness?CEO’sattributes(behavioralcomplexity,charisma,andpaternalism)Whendoesstrategicleadershiptakeeffectsonorganizationalperformance?Situationaluncertainty(perceviedenvironmentuncertainty,organizationaltype,firmlifestage)Howdoesstrategicleadershipinfluencefirmperformance?Mechanisms(organizationalculture)BackgroundBackground(continue1)StrategicLeadershipStrategicleadershipisdefinedasaperson’sabilitytoanticipate,envision,maintainflexibility,thinkstrategically,andworkwithotherstoinitiatechangesthatwillcreateaviablefuturefortheorganizations(Ireland&Hitt,1999)Upperechelontheory(Hambrick&Mason,1984)strategiesandeffectivenessarethereflectionofthevaluesandcognitivebasesofpowerfulactorsintheorganizationObservableaspectsage,education,functionaltrack,financialpositiongroupcharacteristicsPsychologicalaspectscognitivebase,values,andpersonalityBackground(continue1)Background(continue2)SituationaluncertaintyTransitionfromaplannedtoamarketeconomicsystemRestructuringofstate-ownedenterpriseSubstantialgrowthoftownshipandvillage,privatefirmsandjointventuresPerceivedenvironmentuncertaintyIndividual’sperceivedinabilitytounderstandthedirectioninwhichanenvironmentmightbechanging,thepotentialimpactofthosechangesonthatindividual’sorganization,andwhetherornotparticularresponsetotheenvironmentmightbesuccessful(Milliken,1987)DifferentorganizationaltypesFirmlifestageBackground(continue2)SituatiStrategicleadershipDemographicvariablesSmithetal,1994;Hambricketal,1996Priemetal,1999;Pitcheretal,2000;Waldmanetal,2001Behavioralcomplexity

theabilitytoactoutacognitivelycomplexstrategybyplayingmultiple,evencompetingroles,inahighlyintegratedandcomplementaryway

Hooijberg&Quinn,1992;Hart&Quinn,1993;Denisonetal,1995Charismatheabilityfaleadertoexercisediffuseandintenseinfluenceoverthebeliefs,values,behaviour,andperformanceofothersthroughhisorherownbehaviours,beliefs,andpersonalexampleConger&Kanungo,1987;Houseetal,1991;Waldmanetal,2001StrategicleadershipDemographiStrategicLeadershipPaternalismakindofleadershipstylewhichcombinestrongdisciplineandauthoritywithfatherlybenevolenceandmoralintegritycouchedina“personalistic”atmosphereRedding,1990;Westwood,1997;Cheng,1995;Farh&Cheng,2000authoritybenevolencemoralleadershipStrategicLeadershipPaternalisOrganizationalcultureOrganizationalcultureApatternofbasicassumptionsthatthegrouplearnedasitsolveditsproblemsofexternaladaptationandinternalintegration,thathasworkedwellenoughtobeconsideredsolidand,therefore,tobetaughttonewmembersasthecorrectwaytoperceive,think,andfeelinrelationtothoseproblems”(Schein,1992,p.12)OutcomesoforganizatonalcultureLeaders’sinfluenceonorganizationalcultureMediatingroleoforganizatonalcultureOrganizationalcultureOrganiza企业文化不是什么？丰富员工的业余生活聘请文化界人士加盟企业加强政治思想工作垃圾桶员工统一着装开发企业口号每天唱厂歌在媒体上宣传本企业企业文化不是什么？丰富员工的业余生活企业文化概述企业腾飞的两翼----先进的科学技术和卓越的企业文化现象形成最佳的经营管理机制为目的以人为管理的主体以企业的共识为核心以群体行为为基础企业文化概述企业腾飞的两翼----先进的科学技术和卓越的企业企业文化是什么？

一个团体在适应外部环境与内部整合的过程中，习得的一套价值观，行为模式和基本假设，团体的新成员以此作为了解，感知，思考相关问题的基础。（Schein,1992)可观察到的行为规范（习俗，传统，固定的仪式等）团体规范（内在的价值观，标准等）共享的价值观念正规的企业哲学（