企业文化创建(英语版).pptx
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1、 Chris Jarvis1OBOrganisation Culture&InterventionsRead Rollinson-Chapter 19B&H,Chapter 18 Chris Jarvis2OBInterestsWhat 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 limita
2、tions of descriptions?Themes and tensions in debates about organisation culture?Comparing hard&technical culture components with soft humanistic concerns Chris Jarvis3OBWhat then is a corporate culture?The organisation itself has an underlying quality-style-character-soul,a way of doing things-possi
3、bly more powerful than one persons 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
4、 to do,&where to place priorities 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&controls Chris Jarvis4OBWhat then is a corporate culture?th
5、e way we do things around herea dominant&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&r
6、outinised processessymbolic communication with imperative statements,slogans,internal and external marketinganecdotes,myths,legendsrewards and chastisement.Chris Jarvis5OBCulture as a paradigm and metaphorparadigmmetaphorpositivist and physicalfunctional,definable,rational,mechanical,engineered,pred
7、ictablephenomenological,interpretive,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 equ
8、ilibriumbiological,learning,cultural conflicts may engender changecorporatistmanagerial,strategic,shape culture for success,transformational,power discourse of values Chris Jarvis6OBRise of corporate culture conceptsPre-50s classical and rational perspective50s human relations school-influence throu
9、gh human relations and 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 organisation Chris Jarvis7OBSoft systemsValuesInteractionsCommit
10、mentsMotivationsLoyaltiesPerceptionsLeadership&teamsCommunicationsHard systemsPoliciesProceduresSystemsPerformancesTechnologiesEfficienciesHard and Soft in a Wet-Cold Climate Chris Jarvis8OBMintzberg:Five GluesMutual adjustmentDirect supervisionStandardisation ofSystems and proceduresSkillsResults C
11、hris Jarvis9OBExerciseWhat are the manifestations of corporate 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?Chris Jarvis10OB
12、Culture CharacteristicsCommon,uniform,pervasive,homogenous?Unitary,Integration Differentiation,pluralist,diversity,groups with own subculturesFragmentation,so ad hoc with anomalies,inconsistencies that no culturestrong culture=performance(Luthans 1995)Shared-nessIntensityPropositionstrong culture le
13、ads to success if the organisations structure is suited to environmental conditions.This is a good predictor of short term performance.How will you demonstrate the veracity of such a proposition?Chris Jarvis11OBCultural Evolution and SocialisationOrganisational growth,founders as role modelsEarly bu
14、siness Quaker philanthropistsGeneric problems(Schein 1983)Adaptation and survival in face of externalitiesEnsuring internal integrationReplicationapplicantsBoundaryfilteringSocialisationPeersRole modelsRewardsTrainingRites,ritualsimitationFull insider membershipOrganisationcultureThe right stuffIm i
15、n with the in-crowdBye outsider Chris Jarvis12OBPackaging and transmissionPackaging cultural elementsMissionCore valuesManagement styleCompetenciesEthical and environmental policyTransmitting culture elementsFormal,informalEvents&activities in the culture transmission systemHewlett Packard Way,Ben a
16、nd Jerry,Body ShopDisney Chris Jarvis13OBCorporate culture&competitive strategysocietyindustryorganisationCorporate culturepolitical ideologiessocial valuesinstitutional relations:business,labour,govtconcentrationsocial function of productstage in lifecyclecompetitive strategyorganisation structureH
17、R systemscompetitive nichein product marketFombrun,Tichy&Devanne,1984,Strategic HRM,Wiley Chris Jarvis14OBCultural 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
18、Spencer,IBMImmoderation&excess-Marconi,EnronInattention-institutional groupthink-Metropolitan Police,Conservative PartyNo one-best-cultureStaff turnover,business downturn&redundancies dilutes cultural strength Chris Jarvis15OBSmircich 1983Key variable(application)Organisation needs the right propert
19、ies for dynamic equilibrium with environmentCulture is something an organisation hasCulture is an essential ingredient of organisational successMember commitment to goalsCulture club industryRoot metaphorCulture is something that an organisation isFocus on how cultures are experienced by members&how
20、 this affects their actionsPhenomenological study business usefulness Chris Jarvis16OB Corporate Viagra-Ouchi Theory Z !commitment to employeesevaluation of employeescareer structureemployee controldecision makingresponsibilityconcern for peopleJapanese firm outperform US firms.The secret is Theory
21、Z!therefore take the Z-pill to enhance performance!long term employmentslow+qualitative criteriabroadimplicit,informal methodsgroups&high consensusindividualwhole person-work&non-workTheory Z Chris Jarvis17OBThe Call for Excellencea bias for action:getting on with itget close to and learn from custo
22、merautonomy and innovation-nurturing championsproductivity through people;staff as a source of qualityhands-on management,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,
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