OrganizationCulture（英文版）

Chap.17OrganizationCulture§14.1WhatisOrganizationCulture1.Instituationalization:AforerunnerWhenanorganizationtakesonalifeofitsown,apartfromanyofitsmembers,&acquiresimmortality--thenotionnearly50yearsagoexistingbeyondthelifeofanyofonemember,goingbeyondit’soriginalmissionStructure:20yearsago,organizationwasviewasrationalmeansbywhichtocoordinate&controlagroupofpeopleculture:organizationshavepersonalitiestoo,justlikeindividuals;eachhasauniquefeeling&characterbeyondit’sStructuralcharacteristics.Theroleplayinginthelivesofit’smembers.2.ADefinitionAcommonperceptionheldbytheorganization’smembers;asystemofsharedmeaning.primarycharacteristics:existsonacontinuumfromlowtohigh,giveacompositepicture1)innovation&risktaking2)attentiontodetail3)outcomeorientation4)peopleorientation5)teamorientation6)aggressiveness7)stabilitydistinctionbetweenculture&jobsatisfaction:descriptivetermperceived,evaluative3.CulturalTypologiesidentified4cultural“types”Academy:aplaceforsteadyclimberstomastereachjobtheyhold.recruitingyounggraduates,specialtraining,steeringthroughamyriadwithaparticularfunctionclub:placeahighvalueonfittingin,commitment,loyalty.baseballteam:entrepreneuriallyorientedhavenforrisktaker&innovatorsfortress:preoccupiedwithsurvival.Fellonhardtimes&seekingtoreverseit’ssaggingfortunescan’tbeneatlycategorizedintoonebecausetheyhaveablendof--orareintransition.Personality-culturematch4.SubcultureAllsortsofideologiessharedbyafew,many,allOrganizationalmembersDominantculture:expressesthecorevaluesthataresharedbyamajorityofthe--members.Macroviewgivingan--’sdistinctionpersonality,uniforminterpretationoftheappropriatebehaviorcorevalues:theprimaryordominantvaluesthatareacceptedthroughouttheorganizationSubculture:minicultureswithinan--,typicallydefinedbydepartmentdesignations&geographicalseparationcorevalues+additionalvalues5.StrongCultures&FormalizationStrongCultures:cultureswherethecorevaluesareintenselyheld&widelysharedthemoremembersaccepting,thegreatertheircommitmentto,thestrongthevalueis.Lowturnoverhaveagreatinfluenceonthebehaviorofitsmembersbecausethehighdegreeofsharedness&intensitycreatesaninternalclimateofhighbehavioralcontrolsubstituteforformalization:2differentroadstoacommondestination.Formalrules&regulationswillbeinternalizedinemployeeswhentheyacceptedthe--culture.Achievesthesameend--increasesbehavioralconsistencywithouttheneedforwrittendocumentation6.Organizationvs.NationalCultureSocietalcultureappliedatthe--allevel.Thestrengthofthe--alculture’seffectonthebehaviorof--dependsonthestrengthofthe--culturenationalculturehasagreatimpactonemployeesthandoestheir-’scultureGeertHofstedecross-culturecomparisonIndividualism&Collectivism,Powerdistance,Uncertaintyavoid,QuantityorQualityoflifeTheKluckhohn-StrodbeckFrameworkRelationshiptoit’senvironment--subjugate,harmony,dominate;Timeorientation---past,present,future;Natureofhuman---dominantmotive:good,evil,mixed;Activityorientation--doing,being,control;Focusofresponsibility--individualistic,group,hierarchical;Conceptionofspace--private,mixed,publicThenatureofrealityandtruth;Thenatureofhumanrelationship---Intercourseway,CompetitiveorCooperative,Highorganizedorautonomous,ParticipateD-M;Homogeneityvs.diversityChap.17OrganizationCulture§14.2WhatdoesCulturedo1.Culture’sFunctionsAboundary-definingrole--createdistinctionConveysasenseofidentityfor--almemberfacilitatethegenerationofcommitmenttosth.Largerthanone’sindividualself-interestenhancesocialsystemstabilityincreasinglyimportantinthe1990s2.CultureasaliabilitypotentiallydysfunctionalaspectsofcultureBarriertochange:formany--swithstrongculture,practicesthatledtoprevioussuccessescanleadtofailurewhenthosepracticesnolongermatchupwellwithenvironmentalneeds.Barriertodiversity:strongculturecanbeliabilitieswhentheyeffectivelyeliminatethoseuniquestrengthsthatpeopleofdifferentbackgroundsbringtothe--.BarriertoM&A:historically,thekeyfactorsinmakingM&Adecisionswerefinancialadvantagesorproductsynergy;Inrecentyears,culturecompatibilityhasbecometheprimaryconcern.Chap.17OrganizationCulture§14.3Creating&SustainingCulture1.HowaCultureBeginsLargelyduetowhatithasdonebefore&thedegreeofsuccessithashadwiththoseendeavorsFounders--theultimatesourceamajorimpactonit’searlyculture;avisionofwhatthe--shouldbe;unconstrainedbypreviouscustomsorideologiesthesmallsizefurtherfacilitatesthefounders’impositionoftheirvisiononallemployees2.KeepingaCultureAliveSelectioninrecruitment:identifywhocanperformthejobwell,thefinaldecisionabouthiringisuptowhosevalueisessentiallyconsistentwiththe--.topmanagement--theactionsof--setupmodelsofnormsthatfilterdownthrough--.socialization:theprocessthatadaptsemployeestotheorganization’sculture.3stagesprearrival:theperiodoflearninginthe--thatoccursbeforeanewemployee’joining.Beyondthespecificjobencounter:thestageinwhichanewemployeeseeswhatthe-isreallylike&confrontsthepossibilitythatreality&expectationsmaydiverge.Themostcriticalmetamorphosis:thestageinwhichanewemployeeadjuststohisworkgroup’svalues&norms3.Summary:howculturesformAlternativesdesignedtobringaboutthedesiredmetamorphosis:Formalvs.Informal;Individualvs.Collective;Fixedvs.Variable;Serialvs.Random;Investiturevs.Divestituresummarytheevolution:philosophyofthefounders--Selectioncriteria--Topmanagement,Socialization--OrganizationcultureChap.17OrganizationCulture§14.4HowemployeeslearnCulture1.CentralityofSymbolismTransmittedtoemployeesinanumberofforms,Denotative----direct,Connotative---broaderuseStories:typicallycontaininganarrativeofeventscirculatethrough--,anchorthepresentinthepast&provideexplanations&legitimacyforcurrentpractices.Rituals:repetitivesequencesofactivitiesthatexpress&reinforcethekeyvaluesofthe--,whatgoalsaremostimportant,whichpeopleareimportant&whichareexpendableMaterialSystem:businessconditions,layout,executiveperks,dressattire--conveywhoisimportantLanguage:usedasawaytoidentifymembersofacultureorsubculture--attesttotheiracceptanceofthecultureacronym,jargon2.WhatisCulture?WorkingDefinition:Sharedassumptionsagivengrouphasdevelopedtodealwiththeproblemsofexternaladaptationandinternalintegration.Historical(passedacrosscohortsandgenerations)Moralforce(normative,notutilitarian)“Thewaywedothingsaroundhere”(cognitivedimension-takenforgranted)AssociatedwiththestabilityofthegroupDifferentiating/identitydevice(relativetoothergroups)AssociatedwiththeintensityofcommonproblemsfacedbythegroupChangesacrosstime,usuallyslow&smallchangesProduct&Process,Culture&Structure3Schein’sModelofOrganizationalCultureArtifactsWhatyouobserve(see,feel,hear)EspousedWhatyouareValuestoldBasicAssumptionsWhatparticipantstakeforgranted4.HowdoesCultureChange?NaturalevolutionManagedevolution(--’slearninganddevelopment)ChallengestoCulturalAssumptions:CharismaticleadershipScandalsInfusionof“outsiders”Mergers&acquisitionsCoercivepersuasion(“turn-around”)Self-destruction&reconstruction5.TowardACulturalAnalysisofOrganizationFocusingonSymbols&MeaningIdentifyingVariousFormofSocialControlRecognizingSubculturesDiagnosingOrganizationalCultureLookingAcrossCulture---Strongculture,CulturalcompatibilitiesInteractionamongcultures6.TheRelevantCulturesina“GlobalOrganization”A.CountryCultures-basedonnational&ethnicoriginsB.IndustryCultures-basedontechnologicalandsocialhistoriesofindustriesC.OrganizationalCultures-basedonagiven--’shistoryD.OrganizationalSubcultures:1.Basedonoccupationalsharedassumptions2.Basedonsub-grouphistories:FunctionalgroupsGeographicallyisolatedgroups“Sharedtaskorfate”groupsE.“Professional/Functional”Subcultures1.Managerialculture2.Cultureof“universal”functionse.g.finance,personnel,R&D