【導(dǎo)讀】danger.ambition&energy,thedesiretolead,honesty&integrity,ratesofgrievances,absenteeism,&turnover&lowerlevels. satisfaction.concernforpeople,production. Basicpre

　　

【正文】 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。 confronts the possibility that reality amp。 expectations may diverge. The most critical metamorphosis:the stage in which a new employee adjusts to his work group’s values amp。 norms :how cultures form ? Alternatives designed to bring about the desired metamorphosis: Formal vs. Informal。 Individual vs. Collective。 Fixed vs. Variable。 Serial vs. Random。 Investiture vs. Divestiture ? summary the evolution: philosophy of the founders Selection criteria Top management, Socialization Organization culture Chap. 17 Organization Culture 167。 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。 provide explanations amp。 legitimacy for current practices. ? Rituals:repetitive sequences of activities that express amp。 reinforce the key values of the ,what goals are most important,which people are important 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。 small changes ? Product amp。 Process, Culture amp。 Structure 3 Schein’s Model of Organizational Culture Artifacts What you observe (see, feel, hear) Espoused What you are Values told Basic Assumptions What participants take for granted does Culture Change? ? Natural evolution ? Managed evolution (’s learning and development) ? Challenges to Cultural Assumptions: – Charismatic leadership – Scandals – Infusion of “outsiders” – Mergers amp。 acquisitions – Coercive persuasion (“turnaround”) – Selfdestruction amp。 reconstruction A Cultural Analysis of Organization ? Focusing on Symbols amp。 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。 ethnic origins B. Industry Cultures based on technological and social histories of industries C. Organizational Cultures based on a given ’s history D. Organizational Subcultures: 1. Based on occupational shared assumptions 2. Based on subgroup histories: Functional groups Geographically isolated groups “Shared task or fate” groups E. “Professional/Functional” Subcultures 1. Managerial culture 2. Culture of “universal” functions . finance, personnel, Ramp。D