【正文】 影響人們在許多地區(qū)的行為方式的文化或價值觀念，例如，對待客戶的方式，執(zhí)行的標(biāo)準(zhǔn)，革新等等。（舒爾茨和楊， 1997；弗蘭霍爾茨和蘭德爾， 1998）確切地說，公司的典范是：“ 我們對待我們員工的方式會影響他們對客戶的方式，并且，反過來，我們的成功包括財政 的績效。然而，似乎有四個關(guān)鍵領(lǐng)域， 在這四個領(lǐng)域中所有組織必須管理好自己的文化或價值：（ 1）對待客人的方式，（ 2）一個組織的人或人力資源的出來方式，（ 3）組織的執(zhí)行標(biāo)準(zhǔn)，（ 4）責(zé)任性的概念。 文化和組織的績效 潛在于文化影響績效這個概念之中的典型范例是基于幾個關(guān)鍵觀念的。就像科特和克赫斯特所說，強烈的文化意識通常被認為對經(jīng)營成績 有益，因為他們使員工們產(chǎn)生了一個不同尋常水平的動機（ 1992， ）。在這個過程中，很明顯，在下文會更深入討論到的文化管理對公司的組織發(fā)展是一個重要的區(qū)域。是像福特汽車公司，納威司達和德納公司等的零件供應(yīng)商?？傊?，這20 個部門總年利潤大約是 8 億美元。邦納公司是由一些獨立的公司集合而形成的，所以沒有共同的邦納公司企業(yè)文化。 盡管似乎有一個充分的理由去承擔(dān)一個文化管理項目，但是實際的驅(qū)動因素是支持在企業(yè)策略中 做一個基本的改變。 因此，這個研究是總體文化管理項目的一個組成成分，這個項目是為了營造一種共同的邦納公司文化。正如在圖 1 中所看到的，文化管理過程首先要以辨別企業(yè)文化的存在而開始的。 另外，這種渴望文化可以看做是組織的策略文化，因為它旨在支持企業(yè)的整個戰(zhàn)略發(fā)展。這是以文化問卷的 方式完成的， 文化問卷如以下描述。我們對確定在（ 1）在部門中人們接受公司的特定文化的程度和（ 2）公司的財政效能之間的關(guān)系很興趣。 Flamholtz and Randle, 1998).Specifically, the pany’s paradigm is that: ‘the way we treat our people affects they way our people treat our customers, and, in turn, our success, which includes financial performance.’ This belief has led the pany to a number of human resource practices that are designed to enhance people’s feeling of being valued by the include the widespread use of stock options and the practice of providing full benefits to all employees who work more than 20 hours per week. There are many areas in which corporate culture influences behavior and decisionmaking. However,there appear to be four key areas in which all anizations must manage their culture or values: (1) the treatment of customers, (2) the treatment of an anization’s own people or human capital, (3) standards of anizational performance, and (4) notions of accountability. These are the ‘key areas of cultural concern’ for all anizations. Naturally, there are also many other areas of anizational performance that are of concern, but these tend to be more idiosyncratic to specific firms. Such additional areas can include beliefs with respect to innovation, corporate citizenship, openness to change, as well as others. Culture and Organizational Performance The basic paradigm underlying the notion that culture affects performance is based upon a few key ideas. The first is that culture affects goal specifically, panies with ‘strong’ cultures are more likely to achieve their goals than those with relatively ‘weak’ cultures. Socalled ‘strongculture anizations’ are thought to have a higher degree of anizational success (measured in market value or other financial measures of performance), because of a believed link to motivation. As stated by Kotter and Heskett, strong cultures are often said to help business performance because they create an unusual level of motivation in employees (1992, ). In addition to the hypothesized relationship betweenculture and financial performance, culture also has e to be viewed as ponent of other anizational effectiveness or success models (Flamholtz and Randle, 1998, 2021). It has been theorized