解释出为何了解一个文化对所有管理者的重要性.pptVIP

Strong and Weak Cultures Values held Deep Shallow Values Shared Wide Narrow Adapted from Exhibit 4.9: Matrix of Cultural Strength Narrowly Shared Deeply Held Violation of these values usually results in informal but significant sanctions Widely Shared Deeply Held Violation of these values usually results in formal but significant sanctions Narrowly Shared Shallowly Held Violation of these values usually results in sanctions that are inconsistent Widely Shared Shallowly Held Violation of these values usually results in minor sanctions or second chances ?2005 Prentice Hall 第三十页，共三十九页。 Strong and Weak Cultures Core value 核心價值觀 A specific behavior that is 一個特別的行為 Widely shared 廣泛的分享 Deeply held 影響的層面 Directly related to one or more of the six fundamental assumptions 直接影響到一個人甚至多人以上的六大基本假設 Difficult to change 改變的難度 ?2005 Prentice Hall 第三十一页，共三十九页。 Creating and Changing Organization Culture To create and reinforce a particular set of values or corporate culture 創造及加強一個特定的價值觀及企業文化 Alignment between desired values and other systems in the organization needs to exist 要求的價值觀及其他在組織裡的制度是一定存在的 Five critical strategies to effectively manage organizational culture 五大有效影響組織文化管理的策略 Selection 選擇 Socialization 社會化 Performance appraisal 表現評價 Rewards and Compensation 獎賞及津貼 Stories and Symbols 由來及象徵 ?2005 Prentice Hall 第三十二页，共三十九页。 Creating and Changing Organization Culture Selection 選擇 Select individuals whose assumptions, values, and behaviors already match those you desire 自我的決定的假設、價值觀及行為是否已符合自己的期望 Selection Adapted from Exhibit 4.10: Strategies to Manage Organizational Culture ?2005 Prentice Hall 第三十三页，共三十九页。 Creating and Changing Organization Culture Socialization社會化 Orientation 定位 Training 鍛鍊 Arranged interactions with experienced organizational members 安排組織裡有經驗的成員來做互動 Selection Socialization Adapted from Exhibit 4.10: Strategies to Manage Organizational Culture ?2005 Prentice Hall 第三十四页，共三十九页。 Creating and Changing Organization Culture Performance Appraisal 表現評價