【正文】 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。 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。 reinforce the key values of the ,what goals are most important,which people are important amp。 Investiture vs. Divestiture ? summary the evolution: philosophy of the founders Selection criteria Top management, Socialization Organization culture Chap. 17 Organization Culture 167。 norms :how cultures form ? Alternatives designed to bring about the desired metamorphosis: Formal vs. Informal。 a vision of what the should be。In recent years,culture patibility has bee the primary concern. Chap. 17 Organization Culture 167。 ? Homogeneity vs. diversity Chap. 17 Organization Culture 167。 ? Activity orientationdoing,being,control。 regulations will be internalized in employees when they accepted the culture. Achieves the same endincreases behavioral consistency without the need for written documentation 6. Organization vs. National Culture ? Societal culture applied at the al level. The strength of the al culture’s effect on the behavior of depends on the strength of the culture ? national culture has a great impact on employees than does their ’s culture ? Geert Hofstede crossculture parison Individualism amp。 geographical separation core values + additional values Cultures amp。 risk taking 2)attention to detail 3)oute orientation 4)people orientation 5)team orientation 6)aggressiveness 7)stability ? distinction between culture amp。 control a group of people ? culture: anizations have personalities too,just like individuals。courageous, honesty,amp。 Contemporary issues ? Gender:do male amp。 under the extreme conditions leadership extension of attribution theory ? Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors ? identify personal characteristics of the charismatic leader: extremely high confidence,a vision, ability to articulate the vision, strong convictions in the vision,behavior out of ordinary,being a change agent,environmental sensitivity. ? When the follower’s task has an ideological ponent 3. Transactional , Transformational leader ? Transactional leader:guide or motivate their followers in the direction of established goals by clarifying roles amp。 MD MotivationDevelopment leadership ? In many situations,whatever behaviors leaders exhibit are irrelevant ? certain individual,job,amp。 SI Subordinate Information。 ST Problem Structure。 amp。 fits clear,bureaucratic formal authority relationships. participative fits one with an internal locus of control. achievementoriented increase one’s expectancies leading high performance for ambiguous task model in 1973,by Victor Vroom amp。 when there is substantive conflict within。supportiveconsideration。 gre