企業(yè)文化創(chuàng)建英語版(編輯修改稿)
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【文章內(nèi)容簡介】 al strength Smircich 1983 ? Key variable (application) ? Organisation needs the right properties for dynamic equilibrium with environment ? Culture is something an anisation 39。has39。 ? Culture is an essential ingredient of anisational success ? Member mitment to goals ? Culture club industry ?Root metaphor ? Culture is something that an anisation 39。is39。 ? Focus on how cultures are experienced by members how this affects their actions ? Phenomenological study business usefulness Corporate Viagra Ouchi Theory Z !!!! ? mitment to employees ?evaluation of employees ?career structure ?employee control ?decision making ?responsibility ?concern for people Japanese firm outperform US firms. The secret is Theory Z !!!! therefore take the Zpill to enhance performance !!!! ? long term employment ?slow + qualitative criteria ?broad ?implicit, informal methods ?groups high consensus ?individual ?whole person work nonwork Theory Z The Call for Excellence ? a bias for action: getting on with it ?get close to and learn from customer ?autonomy and innovation nurturing 39。champions39。 ?productivity through people。 staff as a source of quality ?handson management, valuedriven ?stick to the knitting: stay with the business you know ?simple form and lean ?loosetight properties。 local autonomy + centralized values ?move from pyramid to horizontal, fast, crossfunctional, coop Peters Waterman, In Search of Excellence, Harper Row, 1982 Peters Austin, A Passion for Excellence, Collins, 1985 Peters, Thriving on Chaos, Macmillan, 1987 Peters, Liberation Management, Macmillan, 1994 The Call for Excellence Precepts for managers ? quality revolution ?strive to achieve uniqueness ?listen to customers, end users, suppliers, retailers ?make manufacturing the prime marketing tool ?bee ?customerobsessed, responsive service addicts ?true internationalists, small and large firms ?`overinvest39。 in frontline people activities ?develop an innovation strategy ?symbolize innovativeness ?multifunction teams for development activities ?pilots and prototypes not proposals ?ignore `Not Invented Here39。 adapt thru. `creative swiping39。 ?applaud heroes champions ?no blame culture promote learning right next time Paradigms of corporate culture Integrationist Differentiationist Fragmentalist ?Is culture a source of harmony, an effect of irreducible conflicts of interest or a reflection of inescapable ambiguities of modern anisational life? ?Must culture be internally consistent, integrative and shared or can it be inconsistent and expressive of different? Can it incorporate confusion, ignorance, paradox and fragmentation? ?What are the boundaries around cultures in anisations are they essential? ?How do cultures change? Martin 1992 Integratio
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