国际人力资源管理论文文化控制

Cultural control 1、The concept of cultural control： Cultural control puts individuals and groups in the organization under control by sharing other organizational culture-related factors, such as values, common aspirations, and common standards of conduct. Through the cultural control, the evolution from passive management to self-management can be realized. Strengthening the organizational culture is the key measure of cultural control. Organizational culture is the sum of values, group awareness, codes of conduct and modes of thinking that are shaped by long-term practice and are generally recognized and followed by organizational members. 2、The main measures of cultural control： As a group's common values, organizational culture does not have specific rigid requirements for organizational members, but only a soft rational restraint. It organizes common values to continuously infiltrate and internalize individuals, so that organizations can automatically generate a set of self-control mechanism. Its informal control based on respecting individual thoughts and feelings will automatically turn organizational goals into voluntary actions of individual members and achieve a high level of personal and organizational goals. Such soft constraints of cultural control tend to have more control and endurance than administrative control. It is still important that in some knowledge-based societies, there are ambiguities and uncertainties in some of the issues that are organized and there can be no standardized or procedural working methods. Formal control is hardly helpful. Cultural control requires managers with a high level of management and leadership skills. In the implementation of cultural control in the organization, managers can not be supervised by the administrative control of staff behavior, and therefore need to trust subordinates, a reasonable mandate; cultural control in the implementation of decentralization, team organization, network organizations, staff participation and management of categories of organizations In more applications. 3、The level of cultural control： Cultural control includes three levels: values, beliefs and behavior. ①Values are the essence of corporate culture, and are the relatively stable factors in corporate culture. Generally, they are established by the founders of enterprises at the beginning of their establishment and are the relatively stable elements in corporate culture. For example, many enterprises advocate "honesty and innovation" and become the highest guiding principle of the enterprise. Belief is to support the development of business creed and ideas, such as talent, development concept, the concept of competition. ②The belief to the combination of the characteristics of the industry, market conditions, competitors, etc. to dynamically adjust the situation, is the guiding ideology of business development and competitive strategy. ③The behavior is the most direct corporate culture, the most dominant part of the direct staff and guidance staff behavior. At IBM, for example, corporate culture is the cornerstone of internal control. 4、The way of cultural control： ①Control through the role of guidance As a common sense and value concept, corporate culture has a guiding role for employees; it leads employees' personal goals to the goals set by the enterprise, so that employees can subtly accept the common values of the enterprise to form a force The direction of the established efforts. For example, whistleblowing is the basic tool for preventive control and monitoring control. Because of the sensitivity of whistle-blowing behavior, if the department that receives the whistleblower does not have the authoritative or organizational culture to suppress whistleblower reporting, the insider will hesitate to report it. Anti-fraud expert Albrecht (1995) points out that it is important to prevent and detect accounting fraud by creating an honest and open culture. ②Control through agglomeration Corporate culture, as a common value, has a cohesive effect on employees. It can gather a group of employees with common ideals, and work for common goals in the mutually agreeable working methods and working atmosphere so as to make the enterprise cohesive and competitive. The ethic of "Confucianism, righteousness, righteousness, wisdom and faith", which has a far-reaching influence on the Chinese nation, is regarded as the basic code of conduct and moral standard of many enterprises. ③Control through constraints Corporate culture as a norms and guidelines, there are constraints for employees. It is a soft constraint mechanism that allows employees to recognize what is right and what is wrong. ④Control by motivation Corporate culture control is a kind of "people-oriented" control. It respects employees 'position and role in the enterprise, stimulates employees' intrinsic enthusiasm and creativity, and makes employees work toward the established goal of the organization. For example, Japanese enterprises attach importance to the core of organizational culture - common values. They stick together strategies, skills, structures and systems so that employees have a sense of belonging to the enterprise. The company has achieved its profit target and held major ceremonies to complete its annual production tasks , So that employees have a sense of honor and pride.