組織行為學(xué)leadership(文件)
【正文】 training,steering through a myriad with a particular function ? club:place a high value on fitting in, mitment, loyalty. ? baseball team:entrepreneurially oriented haven for risk taker amp。 Formalization ? Strong Cultures:cultures where the core values are intensely held amp。 Collectivism, Power distance, Uncertainty avoid, Quantity or Quality of life The KluckhohnStrodbeck Framework ? Relationship to it’s environmentsubjugate,harmony,dominate。 ? Focus of responsibilityindividualistic,group,hierarchical。 What does Culture do ’s Functions ? A boundarydefining rolecreate distinction ? Conveys a sense of identity for al member ? facilitate the generation of mitment to sth. Larger than one’s individual selfinterest ? enhance social system stability ? increasingly important in the 1990s as a liability potentially dysfunctional aspects of culture ? Barrier to change:for many s with strong culture, practices that led to previous successes can lead to failure when those practices no longer match up well with environmental needs. ? Barrier to diversity:strong culture can be liabilities when they effectively eliminate those unique strengths that people of different backgrounds bring to the . ? Barrier to Mamp。 Creating amp。 unconstrained by previous customs or ideologies ? the small size further facilitates the founders’ imposition of their vision on all employees a Culture Alive ? Selection in recruitment: identify who can perform the job well,the final decision about hiring is up to whose value is essentially consistent with the . ? top managementthe actions of set up models of norms that filter down through . ? socialization:the process that adapts employees to the anization’s culture. 3 stages prearrival: the period of learning in the that occurs before a new employee’ joining. Beyond the specific job encounter: the stage in which a new employee sees what the is really like amp。 Individual vs. Collective。 How employees learn Culture 1. Centrality of Symbolism ? Transmitted to employees in a number of forms, Denotativedirect, Connotative broader use ? Stories:typically containing a narrative of events circulate through ,anchor the present in the past amp。 which are expendable ? Material System:business conditions,layout, executive perks,dress attireconvey who is important ? Language:used as a way to identify members of a culture or subcultureattest to their acceptance of the culture acronym,jargon is Culture? Working Definition: Shared assumptions a given group has developed to deal with the problems of external adaptation and internal integration. ? Historical (passed across cohorts and generations) ? Moral force (normative, not utilitarian) ? “The way we do things around here” (cognitive dimension taken for granted) ? Associated with the stability of the group ? Differentiating/identity device (relative to other groups) ? Associated with the intensity of mon problems faced by the group ? Changes across time,usually slow amp。 acquisitions – Coercive persuasion (“turnaround”) – Selfdestruction amp。D 。 Meaning ? Identifying Various Form of Social Control ? Recognizing Subcultures ? Diagnosing Organizational Culture ? Looking Across Culture Strong culture, Cultural patibilities ? Interaction among cultures Relevant Cultures in a “Global Organization” A. Country Cultures based on national amp。 Process, Culture amp。 legitimacy for current practices. ? Rituals:repetitive sequences of activities that express amp。 Serial vs. Random。 expectations may diverge. The most critical metamorphosis:the stage in which a new employee adjusts to his work group’s value
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