Organizational Culture 組織文化.pptVIP

Organizational Culture組織文化 Chapter 14 組織文化 組織文化： Mitsubishi 2000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。 1970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。 Kawasoe接總裁,進行文化改變改變終身雇用之觀念。 組織文化 組織文化： Southwest Airline 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) Hire for Attitude;Train for Skill Do it better, faster, cheaper (quality cost control) Deliver positively outrageous customer service to both Internal and external customers(put your employee first, than they will take care of your customers) Walk a mile in someone elses shoes. Celebrate and let your hair down Learn from your mistakes(mistake is ok as long as your learn something from it.) Keep the corporate culture alive and well Organizational culture Set 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 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 Do Organizations Have Uniform Cultures?組織有一至致性的文化嗎? A dominant culture 主文化expresses the core values that are shared by a majority of the organization’s members 主文化乃大多數組織成員共享的核心價值 Do Organizations Have Uniform Cultures? 組織有一至致性的文化嗎? Subcultures 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,會削弱一組織。 A strong culture is characterized by the organization’s 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 Culture’s 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 Culture as a Liab