企业文化创建（英语版）ppt课件

1、Organisation Culture & InterventionsRead Rollinson - Chapter 19B & H, Chapter 18InterestsWhat 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?The

2、mes and tensions in debates about organisation culture?Comparing hard & 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 per

3、sons dictates or a formal system. To comprehend this soul requires 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 pr

4、iorities in getting the job done. It helps members fill in the 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 domi

5、nant & coherent set of beliefs, deep-set, prevailing 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 processess

6、ymbolic communication with imperative statements, slogans, internal and external marketinganecdotes, myths, legendsrewards and chastisement.Culture as a paradigm and metaphorparadigmmetaphorpositivist and physicalfunctional, definable, rational, mechanical, engineered, predictablephenomenological, i

7、nterpretive, social psychologymental & 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 equilibriumbiologi

8、cal, learning, cultural conflicts 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

9、leadership60s, 70s neo-human relations - control through groups and organisational development (Schein et al)80s admiration of JapaneseQuality, Kaizen and ExcellenceTheory Z90sLean and coreLearning organisationNetwork organisationSoft systemsValuesInteractionsCommitmentsMotivationsLoyaltiesPerceptio

10、nsLeadership & teamsCommunicationsHard systemsPoliciesProceduresSystemsPerformancesTechnologiesEfficienciesHard and Soft in a Wet-Cold ClimateMintzberg: Five GluesMutual adjustmentDirect supervisionStandardisation ofSystems and proceduresSkillsResultsExerciseWhat are the manifestations of corporate

11、culture at this university?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, Inte

12、gration Differentiation, 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 envi

13、ronmental conditions. 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 sur

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

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

16、tionCorporate culturepolitical ideologiessocial valuesinstitutional relations: business, labour, govtconcentrationsocial function of productstage in lifecyclecompetitive strategyorganisation structureHR systemscompetitive nichein product marketFombrun, Tichy & Devanne, 1984, Strategic HRM, WileyCult

17、ural 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 - Metropoli

18、tan 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 hasCulture is an esse

19、ntial 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 Viagra - Ouchi Theor

20、y 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 criteriabroadimplic

21、it, 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 source of qualityhands-on ma

22、nagement, 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 & Row, 1982Peters & Austin, A Pas

23、sion 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, retailersmake manufacturing the prime mar

24、keting 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 activitiespilots and prototypes not proposalsignore Not

25、 Invented Here & adapt thru. creative swipingapplaud heroes & championsno blame culture - promote learning & right next timePinchot - IntrapreneursParadigms of corporate cultureIntegrationist - Differentiationist - FragmentalistIs culture a source of harmony, an effect of irreducible conflicts of in

26、terest 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 and fragmentation?What are the boundaries around cultu

27、res 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 Brown, 1992Profit oriented & NfP organisations may have d

28、iffering or conflicting sub-culturesMgt style & corporate culture are central success factors that influencecommunicationproblem-solvingdecision-makingleadership patterns for the entire systemDifferentiationistPluralistic - emphasises power, conflicts, differenceslack of consensus, inconsistencies a

29、nd non-leader initiated aspects of cultureacknowledge dominant culture & similarities, consistencies, unities butchoose to focus on inconsistencies and sub-culture differences - no consensusaction inconsistencysymbolic inconsistencyideological inconsistencyFox On Contract - acceptance for nowFragmen

30、talistemphasises loosely structured, incompletely shared system. emerges dynamically as members experience each other, events & contextsambiguity consistencyreject company wide integrated values instead a shared awareness of ambiguityaction ambiguityactions differ from espoused values symbolic & ide

31、ological ambiguityobscure, inconsistent relationships between cultural themes & symbols e.g. employee well-being and forms - jokes, stories, physical arrangementsGoffe and Jones 1998 - Contingency frameworkNo one best culture - the formula that best fits the contingent situation in terms of sociabil

32、itysolidaritycommunal culturemercenary culturefragmented cultureSub-cultures will existNo culture lasts for ever & none is inherently good/badNational cultures impact on organisation cultureDynamic national cultures & organisation accommodationDimensionspower distanceuncertainty avoidanceindividuali

33、sm-collectivismmasculinity-femininityWhatDimensions?More developedLess developedLatinBe, Fr, Arg, Bra, SpCol, Mex, Chile, Peru, Port, YugoAsianJapanSingapore, Pakistan, Taiwan, HK, India, Phil, ThaiNear EasternGreece, Iran, TurkeyGermanicAustria, Israel, Germany, Switz, South Africa, ItalyAngloAustr

34、alia, 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, organisational and external development“ Organisational development signifies change, and for cha

35、nge 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 organisational processes & outcomes. Does this always work? Effects on organisational membership?What i

36、s 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 social situation. “.organisational behaviour is a power game in which various players seek to control

37、 the organisations decisions and actions.French and Bell 1959Reward PowerCoercive PowerLegitimate PowerReferent Power/Charismatic PowerExpert PowerPower and Images of OrganisationGroupthink Gender Symbolism CountervailersAlliances and Networks Technological Dependence Managing BoundariesContingent H

38、ero 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 powerControl of a resource a technical skill a body of knowledge(1-3 must be critical to the organisation)

39、Legal prerogatives - exclusive rights or privileges to impose choices Access to those who have power based on the first four basesOrganisational politicsSub-set of power? Informal power? Illegitimate in nature?Conflicts of interestsConflict or competition for scarce resourcesPay-off matrix - how goo

40、ds & services are to be distributed between different partiesStakeholder analysis - grievances, power, ability to resist change, winners, losers,Organisational development assumptionsNormative + learning, adaptation, empirical, rationalist not Power-coercive (Power & politics de-emphasised)OD weak o

41、n - accommodation and avoidance? OD programmesmanagerial driving devicesorOD transcends the negatives of power & politics ?French & Bell. OD programs are unlikely to be successful in organisations with high negative faces of politics & power.Mintzberg: The structuring of organisations StrategicapexMiddlelineTechnostructureSupport