学生版 Ch02 organizational culture(2)
组织行为学(双语)课程CH15-Organizational-Culture
Rituals – reinforce key values
Material Symbols – convey importance
Language – identify and segregate members
Copyright ©2010 Pearson Education, Inc.
• Subcultures tend to develop in large
organizations to reflect common problems, situations, or experiences of members
• Subcultures mirror the dominant culture but may add to or modify the core values
15-7
Culture Versus Formalization
• Both seek predictability, orderliness, and consistency
• Culture controls by increasing behavioral consistency
• Formalization controls through policies and written documentation
Essentials of Organizational Behavior, 10/e
Stephen P. Robbins & Timothy A. Judge
Chapter 15
Organizational Culture
Copyright ©2010 Pearson Education, Inc.
Unit2 Corporate culture
What kind of company culture would suit you?
Section C
跟上时代
11.A company must keep up with the times. A / D
12.I need to take on challenges to make my job
A/D
b.Nothing ventured, nothing gained. A / D
冒险
收获
新单词
employee [ɪmˈplɔɪiː] n. 雇员 manager [ˈmænɪdʒə] n. 经理 role [rəʊl] n. 角色；任务 flexible [ˈfleksəbl] adj. 灵活的
公司的价值观、信仰和传统会影响其员工的行为。对求职者来说在接受 工作之前先了解组织的文化是很重要的。
2.Work in pairs and discuss the following.
How do you think cultures might be different in different companies? Consider: - the relationship between staff and management - the relationship between colleagues - company traditions - how the staff dress - how the office space is organised.
define [dɪˈfaɪn] vt. 定义 distance [ˈdɪstəns] n. 距离 attitude [ˈætɪtjuːd] n. 态度 security [sɪˈkjʊərəti] n. 安全，安全性；
组织行为学ch05
Your objectives
1) 2) 3) (a) Organisational culture (b)the features of power, role, task and person cultures (c)the development of culture and how it can be managed in the interests of organisational performance
组织文化是由企业领导层提倡、上下共同遵守
的文化传统和不断革新的一套行为方式，体现
为企业价值观、经营理念和行为规范。
基本特点 ：
独特性 稳定性 无形性 综合性
继承性
1 Organisational culture
1.2 development of culture • Economic condition • The nature of the business and its tasks • Leadership style • Policies and practices • Structure • Characteristics of the workforce
大家清醒过来后，就开始说话，气愤的话，悲哀的话， 安慰的话，俏皮话，小声的脏话。一小会儿之后，每个 人又开始埋头工作。 被起诉以后，安达信的前景空前黯淡。但令我意外 的是，公司里每个人仍然努力地在完成任务，毫无松懈 。竭尽全力留住客户，这是公司能得以继续争取前途的 唯一资本，也算是对尊严的最后捍卫。我认为AA文化里 一贯的自豪感和责任心给每个人支撑。 不管其他行业怎么看待五大，也不管五大里其他四 大怎么看待安达信，我仍然觉得，安达信这种激进、极 端、追求完美的工作方式和组织文化是富有感染力的。 甚至在她迟暮的时候，还是令人心动。虽然我一点不喜 欢审计这一行，但是我确实有点喜欢AA。AA严酷、刻薄 、激进、情绪化和理想主义。她的方式从来不是说服由和价值，即回答企业是什么。 – 愿景——企业渴求的未来状态，即回答企业将成为什么样的企业。
Organization Culture(英文版)
separation
core values +
additional values
5.Strong Cultures & Formalization
• Strong Cultures:cultures where the core values are intensely held & widely shared
• the more members accepting,the greater their commitment
to,the strong the value is.
Low turnover
have a great influence on the behavior of its members
because the high degree of sharedness & intensity creates
• Dominant culture:expresses the core values that are shared by a majority of the -- members. Macro
view giving an --’s distinction personality,uniform interpretation of the appropriate behavior
an internal climate of high behavioral control
• substitute for formalization: 2 different roads to a common destination. Formal rules & regulations will be internalized in employees when they accepted the -- culture.
Organization Culture
• substitute for formalization: 2 different roads to a
descriptive term perceived, evaluative
3. Cultural Typologies
identified 4 cultural “types”
• Academy:a place for steady climbers to master each job they hold. recruiting young graduates, special training,steering through a myriad with a particular function
to,the strong the value is.
Low turnover
have a great influence on the behavior of its members
because the high degree of sharedness & intensity creates
an internal climate of high behavioral control
core values + additional values
5.Strong Cultures & Formalization
• Strong Cultures:cultures where the core values
are intensely held & widely shared
• the more members accepting,the greater their commitment
美国大学课件：组织文化和关键原理(企业文化)Organizational Culture Theory and Critical Theory
Organizational Culture Theory
more fluid and irrational Societal consciousness-raising regarding oppressive
atmosphere in organizations for workers, women, and minorities Inequities and Oppressive Circumstances
Multi-level Perspective on Culture
Schein’s Model of Organizational Culture
Three Interrelated Levels of Culture
Values - basic beliefs and concepts (concrete guidelines for success) Heroes - personify cultural values Rites and rituals - public performances that display and enact values Cultural network - primary carrier of cultural information (stories, myths, legends,
Organizational Culture Defined
Organizational culture is a communicatively constructed, historically based system of assumptions, values, and interpretive frameworks that guide and constrain organizational members as they perform their organizational roles and confront the challenges of their environment.
Organization Culture(英文版)(ppt 22页)
• Founders--the ultimate source • a major impact on it’s early culture; a vision
of what the -- should be; unconstrained by previous customs or ideologies • the small size further facilitates the founders’ imposition of their vision on all employees
Chap. 17 Organization Culture
§14.2 What does Culture do
1.Culture’s Functions
• A boundary-defining role--create distinction • Conveys a sense of identity for --al member • facilitate the generation of commitment to
1)innovation & risk taking 2)attention to detail
3)outcome orientation 4)people orientation
5)team orientation
organisational culture
Organizational CultureOrganizational culture refers to the staff in an organization has a system of sharing meaning that makes the organization unique and different from other organizations (Schein, 1985).Actually, the sharing of meaning system is an aggregation of characteristics valued by organization. These characteristics constitute the essence of organizational culture. Organizational culture focus on how employees perceive the characteristics of organizational culture instead of liking or receiving them, which makes it different between employee satisfaction.According to Handy’s theory, there are four main types of organization culture –power culture, role culture, task culture and person culture. The power culture may be more appropriate to small enterprises or important industries and priority fields controlled by the government in China. The role culture and the task culture are more suitable for competitive firms as a result of seeking high efficiency. The person culture should exist in particular departments as a subculture. Organization culture represents a common perception the organization’s members hold. Based on this, individuals with different backgrounds or at different levels in the organization should describe its culture in similar terms (Ashkanasy, 2000). Large organizations usually have a dominant culture and numerous subcultures. The dominant culture expresses the core values a majority of members share and that give the organization its distinct personality. Subcultures tend to develop in large organizations to reflect common problems or experiences members face in the same department or location. For example, the IT department can have a subculture that includes the core values of the dominant culture plus additional values unique to members of that department.Besides dominant culture and subcultures, there still is another method to divide cultures, which are strong and weak cultures. If most employees (responding to management surveys) have the same opinions about the organiz ation’s mission and values, the culture is strong; otherwise, if opinions vary widely, the culture is weak(Hamm 1998).In a strong culture, the organization’s core values are both intensely held and widely shared. The more members who accept the core values and the greater their commitment, the stronger the culture and the greater its influence on members’ behavior. It is obviously that all Disney’s employees have affinity faces and childlike hearts to play with children no matter where they come from or what personality are they. On the job, a strong culture supported by formal rules and regulations ensures they will act in a relatively uniform and predictable way.Based on this, a strong culture can reduce employee turnover because it demonstrates high agreement about what the organization represents. Such unanimity of purpose builds cohesiveness, loyalty, and organizational commitment. These qualities, in turn, lessen employees’ propensity to leave(Wiener 1988). One study found that the more employees agreed on customer orientation in a service organization, the higher the profitability of the business unit (Mowday 1982). Another study found that when team managers and team members disagree about perceptions of organizational support, there were more negative moods among team members, and the performance of teams was lower (Dolan 1992). These negative effects are especially strong when managers believe the organization provides more support than employees think it does.Organizational cultures often reflect national culture. According to Adler’s research, national culture has much more impact on employees than even strong culture. So, the Germany employees in IBM branch office in Munich are more influenced by German culture rather than IBM corporate culture. The organizational culture has great impact on individuals; however, national culture has greater impact. For a multi-national corporation, when the HR consider who are more appropriate, they prefer to choose those whose thinking style comfort to the organization instead of some typical national people.Schein provided three steps to explain how culture works: assumptions, values andartefacts. Employees form an overall subjective perception of the organization based on factors such as rights system, characteristics, ethics and structure. This overall perception becomes, in effect, the organization’s culture or personality and affects employee performance and satisfaction, with stronger cultures having greater impact.ReferencesSchein E H. How can organizations learn faster? The challenge of entering the green room [J].Sloan Management Review, 1993, 34(2): 85-92.Jordan P J, Ashkanasy N M, Härtel C E J. The case for emotional intelligence in organizational research[J]. The Academy of Management Review, 2003: 195-197.Hamm S, Cortese A, Burrows P. No letup- and no apologies[J]. Business Week, 1998: 50-3.Vardi Y, Wiener Y. Misbehavior in organizations: A motivational framework [J]. Organization Science, 1996, 7(2): 151-165.Mowday R T, Porter L W, Steers R M. Employee-organization linkages: The psychology of commitment, absenteeism, and turnover [M]. New York: Academic Press, 1982.Dolan S L, Garcia S. Managing by values: Cultural redesign for strategic organizational change at the dawn of the twenty-first century [J]. Journal of Management Development, 2002, 21(2): 101-117.Robbins S P, Judge T A. Organizational Behavior 15th Edition [M]. prentice Hall, 2012.。
Unit1CollegeCulture-新标准大学英语2教案
Unit1CollegeCulture-新标准⼤学英语2教案New Standard College English Integrated CourseBook IIUnit 1College Culture(Teaching Plan)(6 periods)ObjectivesStudents will be able to:1. To grasp the main idea2. To master the key language points and grammatical structures in the text;3. To conduct a serious of reading, listening, speaking and writing activities related to the theme of the unit.4. To write a paragraph in the form of an argumentativeActive Reading (1)College Just Isn’t Special Any MoreI. Warm-up Exercises:Work in pairs. Discuss the photoWhat happened then in both China and Western country?What differences do the Chinese and Western universities have?What differences do the Chinese universities have between now and the past?II. Detailed Reading:A.Structure AnalysisPart 1 (paras 1-4) Students in the 1960sPart 2 (paras 5-7) Students nowPart 3 (paras 8-10) College isn’t special any moreB.Vocabulary1.give rise to:to make sth. happen or begin, esp. sth. unpleasant or unexpectedwords & expressions with similar meanings: cause, lead to, result in, contribute to Figure out the meaning of underlined words.1) Instead of resolving contradictions, the series of measures taken by the government gave rise to more violent clashes. 引发（更多暴⼒冲突）2) Honesty and hard work contribute to success and happiness. 构成2.clashComplete the sentences with appropriate prepositions.1)Yesterday saw violent clashes _between_ police and protesters.2)The prime minister faces a clash _with__ business leaders tomorrow.3)His T-shirt clashes __with__ his shorts.4) A lot of problems have been caused by a clash __of___ cultures.3.establishment n.1) the most important and powerful people in a country or in a section of society2) the process of starting or creating something such as an organizationFigure out the meaning of underlined words.a.The literary establishment generally looks down on artists. ⽂学界权威b.John was eager to establish good relations with the business community. 与。
学生版 Ch04 individual behavior(下)
2–19
Theories of Learning
Shaping Behavior
Systematically reinforcing each successive step that moves an individual closer to the desired response. 塑造行为 行为塑造通过每一连续的步骤而使个体越来越趋近理想的反应。
2–2
Introduction
Managers how to train? Employee how to learn?
2–3
Learning
Learning Any relatively permanent change in behavior that occurs as a result of experience. 学习 由于经验而发生的相对持久的 行为改变。
Extinction 消 除 – Withholding reinforcement of a behavior to cause its cessation. – 消除任何能够维持行为的强化
2–25
Types of Reinforcement
Key Concepts
Both positive and negative reinforcement strengthen a response. (result in learning)
1) Recruiting
Ability, “唯才是举”
2) Staffing
Ability-Job Fit, “知人善任”
3) Training
Employee-training
Employee-learning
2–1
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Strong cultures
– Cultures in which the core values are both intensely shared. held and widely shared. –强文化: 组织的核心价值观得到强烈的认可和广泛的认 强文化: 强文化 同。
weak cultures
亚文化: 通常在大组织中滋生， 亚文化: 通常在大组织中滋生，反映的是组织成员所面临的 共同问题，或经历。 共同问题，或经历。
18–5
主文化与次文化： 主文化与次文化： 国家文化与族群文化 组织文化与部门文化
Core Culture
Subcultures
Subcultures will include the core values of the dominant culture plus additional values unique to members of the department. 次文化通常包括主文化的核心价值观， 次文化通常包括主文化的核心价值观，同时也加 上其部门所特有的价值观。 上其部门所特有的价值观。
18–21
German plant: assemble lines
US plant: self-managed teams
Mercedes-Benz (national culture) – German plant: (conservative)
• Strict hierarchy of typical production line • 严格的层级标准生产线
– Cultures are characterized by vagueness, ambiguity, vagueness, ambiguity, inconsistencies. and/or inconsistencies. –弱文化: 这种文化的特点为模糊，模棱两可，或者矛盾。 弱文化: 弱文化 这种文化的特点为模糊，模棱两可，或者矛盾。
18–2
主文化与次文化
Core Culture
Subcultures
18–3
Dominant culture VS Subcultures
Macro view of culture gives personality. organization its personality. 主文化给于组织于个性
18–6
主文化与次文化： 主文化与次文化： 国家文化与族群文化 组织文化与部门文化
18–7
组织文化与部门文化
中国移动文化
中国移动 新疆文化
中国移动 湖北文化
中国移动 广东文化
18–8
组织文化与部门文化
企业文化
Marketing
Human Resources
Finance
18–9
营销部文化 (积极与主动) 积极与主动)
– US plant: (challenging)
• Employee teams to stop assembly line to discuss problems • 团队成员可以停止生产线而讨论问题
18–18
IndividualIndividual-organization fit
Self-selection at hiring stage: （招聘阶段） 招聘阶段） British multinational corporation Hiring “typical Italian” (national culture) 招聘标准的意大利人 Hiring culture-fitted “atypical Italian” (corporate culture) 招聘适合公司文化的非标准意大利人
Dominant culture: – core values that are shared by a majority of the organization’s members.
主文化: 一种核心价值观，它为组织大多数成员所认可。 主文化: 一种核心价值观，它为组织大多数成员所认可。
18–4
Dominant culture VS Subcultures
18–13
Culture VS Formalization
Culture and formalization are two different roads to a common destination. – predictability, orderliness, consistency
文化和正规化是殊途同归。 文化和正规化是殊途同归。
Part three organizational culture Chapter 02
Organizational Culture (2)
组织文化（ 组织文化（2） 组织文化概念的拓展) (组织文化概念的拓展)
Do Organizations Have Uniform Cultures?
Dominant culture VS Subcultures Strong cultures VS Weak cultures Culture VS Formalization Organizational Culture VS National Culture
18–14
Organizational Culture VS National Culture
Does national culture override an organization’s culture? 国家文化是否会破环组织文化？ 国家文化是否会破环组织文化？
18–15
Is an IBM facility in Germany more likely to reflect German ethnic culture or IBM’s corporate culture? 在德国的IBM的员工是更可能表现出德国民族文化还是IBM的企业 文化？
人力资源部文化 (含蓄与低调) 含蓄与低调)
财务部文化 (谨慎与理性) 谨慎与理性)
18–10
文化的同一性 （整体意识） 整体意识） 主文化与次文化： 主文化与次文化： 国家文化与族群文化 组织文化与–11
Strong cultures VS Weak cultures
18–12
Culture VS Formalization
A strong culture can act as s substitute for formalization. 强文化能作为正规化的替代品。 强文化能作为正规化的替代品。 – Formalization’s rules and regulations regulate employee behavior. behavior. – 正规化的规章制度约束员工的行为 – Internalized strong culture guide employee behavior. behavior. – 组织内部的强文化引导员工行为
18–19
Individual-organization fit
Disney theme parks
18–20
Employees appear to be universally attractive, clean, and wholesome looking, with bright smiles. That is the image Disney seeks. 迪斯尼的员工应该是非常有吸引力，干净整洁，活泼健康， 迪斯尼的员工应该是非常有吸引力，干净整洁，活泼健康， 还有微笑，这就是迪斯尼寻找的对象。 还有微笑，这就是迪斯尼寻找的对象。
Subcultures defined by department designations and separation. geographical separation. 次文化由组织中的部门和地区分隔 而产生。 而产生。
Subcultures – tend to develop in large organizations to reflect common problems, situations, or experiences that members face.
18–16
National culture has a greater impact on employees than does their organizational cultures. 国家文化对雇员的影响要高于组织文化对雇员的影响。 国家文化对雇员的影响要高于组织文化对雇员的影响。
18–17