【正文】 internally through intra。S, diversity, ? Demographic – changes in the human resources available The Nature of Change ? Externally imposed ? Transformational ? Global ? Hostile ? Large scale ? Long term ? Strategic ? Internally imposed ? Incremental ? Local ? Positive ? Small scale ? Urgent ? Operational Introducing Culture Change ? Can be very difficult ? Can be a long term process ? Issues to be considered in choosing strategy: scale – incremental or radical Locus – anisation, unit, department nature – cognitive and behavioural timescale Principles of Culture Change ? Values and assumptions define accepted and appropriate behaviours ? In successful anisations culture is aligned with strategy ? Culture change may be difficult if the culture is inpatible with strategy ? Check strategy before embarking on culture change ? Can the changes required be achieved by other means ? Senior management must understand the implications and be mitted ? Culture change must pay attention to the opinion leaders ? Should take into account the work systems, management style and HR policies ? New messages reinforced and old ones eliminated ? The deeper the level of culture change the more difficult it will be Principles of Culture Change ? Multiple and sub cultures will make culture change more difficult ? Behavioural norms are the easiest to change, deeper layers require a participative approach ? Top down approaches are difficult to sustain over time ? Participative approaches are more successful but difficult to implement and time consuming Principles of Culture Change Approaches to Culture Change (Bate) STEP 1 ANALYSING THE CULTURE Analysis of the existing culture and setting specific objectives for measuring success in achieving the desired culture. Leading to: PROGRAMME DESIGN STEP 2 EXPERIENCING THE DESIRED CULTURE Involvement of all work teams through ?peak experience? workshops: INDIVIDUAL DEVELOPM?T LEADERSHIP DEVELOPMENT ACTIONSTUDY TASKFORCE WORK TEAM CULTURES STEP 3 MODIFYING THE EXISTING CULTURE Modifying critical cultural influences such as : Leadership modelling Work teams Information/munication Performance reward Organisational structures Training amp。B 2020) Organisational Culture and the Life Cycle of the Firm ? Phase 1 Birth and Early Growth ? Purpose – foster cohesion during growth ? Need for change – economic or succession ? Strategies – natural evolution selfguided evolution Managed evolution managed evolution via outsiders Organisational Culture and the Life Cycle of the Firm ? Phase 2 – Organisational midlife ? Purpose – culture deeply embedded, may develop subcultures ? Strategies – planned change and OD technological seduction scandal, explosion of myths incrementalism Organisational Culture and the Life Cycle of the Firm ? Phase 3 – anisational maturity ? Purpose – source of pride, resistant ? Strategies – coercive persuasion turnaround recognition, destruction, rebirth Culture in anisations: Handy/Harrison: POWER: ZEUS PERSON: DIONYSUS TASK: ATHENA ROLE: APOLLO Communication – Hall Model Arab UK China Germany High context Low context Social trust first Business first Value personal Value expertise relationships amp。 HRM ? Basis for human resource as petitive edge ? HRM valued for generating strategic capability as well as supporting strategy ? Human capital advantage – gained through resourcing and retention ? Human process advantage gained by continuous learning, cooperation and innovation facilitated by bundles of HR strategies Defining Strategic Core Competencies ? INTEGRATED bundle of individual skills ? 515 core petencies the norm ? A messy accumulation of learning including tacit and explicit knowledge – an activity ? Core petence: – delivers a fundamental customer benefit ? is not easily imitated by petitors provides a gateway to new markets ? Contributes to strategy as: as a source of petitive advantage via a longer lifespan that a single product exercised across the range of anisational activities Defining Strategic Core Competencies Role of HR in Managing Core Competencies ? Identifying core petencies – linking them to individuals ? Building core petencies – learning and cross discipline munication Role of HR in Managing Core Competencies ? Utilising core petencies – developing management capability and forms of working that maximise deployment ? Protecting core petencies – retention strategies, protection during major change, identifying owners of core petence COMPARATIVE HUMAN RESOURCE MANAGEMENT Definitions ? ‘ how things are done around here? (Drennan, 1992) ? Organisational culture refers to the pattern of beliefs, values and learned ways of coping with experience that have developed during the course of an anisation?s history, and which tend to be manifested in its material arrangements and in the behaviour of its members. (Brown, 1995) Organisational Culture Definitions ? The pattern of beliefs and assumptions shared by the anisations members, these beliefs produce norms that shape the behaviour of individuals and groups ? A set of habitual ways of thinking, feeling and reacting that are characteristic of the ways in which a specific anisation meets its problems at a particular point in time Levels of Culture ? Culture can be conceived as: societal or national culture corporate culture homogenous or heterogeneous subcultures ? Turner (197