管理学,罗宾斯,9版,英文Robbins02.pptVIP

In a recent survey of management and employees that reflects changes in both internal and external organizational environments, 32 percent of workers surveyed said that acclimating to a different corporate culture could pose the greatest challenge when reentering the workforce. * Because an organization’s culture constrains what they can and cannot do and how they manage, it’s particularly relevant to managers. Such constraints are rarely explicit. They’re not written down. It’s unlikely they’ll even be spoken. But they’re there, and all managers quickly learn what to do and not do in their organization. For instance, you won’t find the following values written down, but each comes from a real organization: Look busy even if you’re not. ? If you take risks and fail around here, you’ll pay dearly for it. ? Before you make a decision, run it by your boss so that he or she is never surprised. ? We make our product only as good as the competition forces us to. ? What made us successful in the past will make us successful in the future. ? If you want to get to the top here, you have to be a team player * The link between values such as these and managerial behavior is fairly straightforward. Take, for example, a so-called “ready-aim-fire” culture. In such an organization, managers will study and analyze proposed projects endlessly before committing to them. However, in a “ready-fire-aim” culture, managers take action and then analyze what has been done. If an organization’s culture supports the belief that profits can be increased by cost cutting and that the company’s best interests are served by achieving slow but steady increases in quarterly earnings. managers are unlikely to pursue programs that are innovative, risky, long term or expansionary. In an organization whose culture conveys a basic distrust of employees, managers are more likely to use an authoritarian leadership style than a democratic one. The culture establishes for managers appropriate and expec