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Nenry ntzberg: "culture is the soul that holds the thing together and gives it life force." "each individual is distinct W ach individual is part of an evolving culture that is constantly changing." "w eople have certain commonalities. NdividuaIs have different dominant value orientations."
Nenry ntzberg: "culture is the soul that holds the thing together and gives it life force." "each individual is distinct W ach individual is part of an evolving culture that is constantly changing." "w eople have certain commonalities. NdividuaIs have different dominant value orientations."
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Nenry ntzberg: "culture is the soul that holds the thing together and gives it life force." "each individual is distinct W ach individual is part of an evolving culture that is constantly changing." "w eople have certain commonalities. NdividuaIs have different dominant value orientations."
Drepturi de autor:
Attribution Non-Commercial (BY-NC)
Formate disponibile
Descărcați ca PPTX, PDF, TXT sau citiți online pe Scribd
the beliefs and values, and how they are manifested. think of the structure as the skeleton, and as the flesh and blood. And culture is the soul that holds the thing together and gives it life force. ent|a| of Cu|ture W ach ndividual is distinct W ach individual is part of an evolving culture that is constantly changing. W ach individual is proud of his/her own culture. W ultural differences significantly affect work performance and relationships. W !eople have certain commonalities. ent|a| of CroCu|ture W ndividuals have different dominant value orientations. W ertain individuals tend to stereotype people. ndividuaIs have different dominant vaIue orientations nd|v|dua||t|c A person places lmporLance on lmporLance on personal accompllshmenLs Co||ect|v|t A person Lends Lo be communal open and coheslve Un|vera||t More rlgld and rule orlenLed 9art|cu|ar|t Lmphaslze relaLlonshlps ,. !erspective of Cross-CuItures W rganlzaLlons have Lo vlew crossculLural dlverslLy as Lwopronged lrom a personal polnL of vlew lrom an organlzaLlonal perspective !erspective of Cross-CuItures W Lmployees are Lhe llfeblood of organlzaLlons W 1here ls a need Lo respecL Lhe professlonal compeLence of oLher people wlLh dlfferenL culLural backgrounds W Lmployees needs Lo adapL Lhe prevalllng company sLrucLure and sysLems W 1reaL employees wlLh falrness and respecL W MulLlculLural dlverslLy lmplles belng acculLuraLed Lo Lhe hosL counLry rganizationaI CuIture W 1he paLLern of shared values bellefs and assumpLlons consldered Lo be Lhe approprlaLe way Lo Lhlnk and acL wlLhln an organlzaLlon CulLure ls shared CulLure helps members solve problems CulLure ls LaughL Lo newcomers CulLure sLrongly lnfluences behavlor |b|t 101 Layer of Cu|ture Leve| of Cu|ture W Art|fact AspecLs of an organlzaLlon's culLure LhaL you see hear and feel W e||ef 1he undersLandlngs of how ob[ecLs and ldeas relaLe Lo each oLher W Ia|ue 1he sLable longlasLlng bellefs abouL whaL ls lmporLanL W Aumpt|on 1he LakenforgranLed noLlons of how someLhlng should be ln an organlzaLlon Caracter|t|c of Crgan|zat|ona| Cu|ture W nnovaLlon and rlskLaklng 1he degree Lo whlch employees are encouraged Lo be lnnovaLlve and Lake rlsks W ALLenLlon Lo deLall 1he degree Lo whlch employees are expecLed Lo exhlblL preclslon analysls and aLLenLlon Lo deLall W uLcome orlenLaLlon 1he degree Lo whlch managemenL focuses on resulLs or ouLcomes raLher Lhan on Lechnlque and process W eople orlenLaLlon 1he degree Lo whlch managemenL declslons Lake lnLo conslderaLlon Lhe effecL of ouLcomes on people wlLhln Lhe organlzaLlon Caracter|t|c of Crgan|zat|ona| Cu|ture W 1eam orlenLaLlon 1he degree Lo whlch work acLlvlLles are organlzed around Leams raLher Lhan lndlvlduals W Aggresslveness 1he degree Lo whlch people are aggresslve and compeLlLlve raLher Lhan easygolng W SLablllLy 1he degree Lo whlch organlzaLlonal acLlvlLles emphaslze malnLalnlng Lhe sLaLus quo ln conLrasL Lo growLh |b|t 10 Contrat|ng Crgan|zat|ona| Cu|ture rganization A rganization B Managers must fuIIy document aII decisions. Creative decisions, change, and risks are not encouraged. Extensive ruIes and reguIations exist for aII empIoyees. !roductivity is vaIued over empIoyee moraIe. EmpIoyees are encouraged to stay within their own department. ndividuaI effort is encouraged. Management encourages and rewards risk-taking and change. EmpIoyees are encouraged to "run with " ideas, and faiIures are treated as " Iearning experiences. " EmpIoyees have few ruIes and reguIations to foIIow. !roductivity is baIanced with treating its peopIe right. Team members are encouraged to interact with peopIe at aII IeveIs and functions. Many rewards are team based. Cu|ture' Iunct|on W oundarydeflnlng W Conveys a sense of ldenLlLy for organlzaLlon members W laclllLaLes commlLmenL Lo someLhlng larger Lhan one's lndlvldual selflnLeresL W Soclal glue LhaL helps hold an organlzaLlon LogeLher rovldes approprlaLe sLandards for whaL employees should say or do Cu|ture' Iunct|on W Serves as a sensemaklng" and conLrol mechanlsm Culdes and shapes Lhe aLLlLudes and behavlor of employees o Crgan|zat|on nave Un|form Cu|ture" W rganlzaLlonal culLure represenLs a common percepLlon held by Lhe organlzaLlon members W Core values or domlnanL (prlmary) values are accepLed LhroughouL Lhe organlzaLlon uomlnanL culLure W Lxpresses Lhe core values LhaL are shared by a ma[orlLy of Lhe organlzaLlon's members SubculLures W 1end Lo develop ln large organlzaLlons Lo reflecL common problems slLuaLlons or experlences |b|t 10 now Crgan|zat|ona| Cu|ture Iorm $eIection criteria $ociaIization rganization's cuIture !hiIosophy of organization's founders Top management $eIection criteria $ociaIization rganization's cuIture !hiIosophy of organization's founders Top management Creat|ng and Suta|n|ng Crgan|zat|ona| Cu|ture 6u|tura| 8ymbo|s 6u|tura| 8ymbo|s 6ompany R|tua|s 6ompany R|tua|s and 6eremon|es and 6eremon|es 6ompany heroes 6ompany heroes 8tor|es 8tor|es Language Language Leadersh|p Leadersh|p 0rgan|zat|ona| 0rgan|zat|ona| Po||c|es and Po||c|es and 0ec|s|on Hak|ng 0ec|s|on Hak|ng Creat|ng and Suta|n|ng Cu|ture keep|ng a Cu|ture A||ve W $eIection dentify and hire individuals who will fit in with the culture. W Top Management $enior executives establish and communicate the norms of the organization. W $ociaIization rganizations need to teach the culture to new employees. A Soc|a||zat|on Mode| !rearrivaI Encounter Metamorphosis $ociaIization !rocess utcomes Commitment !roductivity Turnover SLeps ln rganlzaLlonal CulLure ulagnosls W denLlfy crlLlcal sLraLeglc challenges W Llnk sLraLeglc challenges Lo approprlaLe Lasks W denLlfy Lhe norms and values LhaL help accompllsh Lhese crlLlcal Lasks SLeps ln rganlzaLlonal CulLure ulagnosls W Assess Lhe norms and values LhaL characLerlze Lhe presenL culLure W denLlfy Lhe gaps ln norms and values W ueclde on Lhe acLlons needed Lo reduce Lhese gaps LxhlblL 103 lourCulLure 1ypology ragmented Networked Low High $olidarity Mercenary Low High ommunal $ o c i a b i l i t y Source. Adapted Irom R. GoIIee and G. Jones, The Character of a Corporation. How Your Companys Culture Can Make or Break Your Business (New York: HarperBusiness, 1998), p. 21. llndlng ?our CulLure W Networked cu/ture you possess good soclal skllls and empaLhy you llke Lo forge close workrelaLed frlendshlps you Lhrlve ln a relaxed and convlvlal aLmosphere W ,ercenory cu/ture you are goalorlenLed Lhrlve on compeLlLlon llke clearly sLrucLured work Lasks W roqmented cu/ture you are lndependenL have a low need Lo be parL of a group aLmosphere are analyLlcal raLher Lhan lnLulLlve W ommuno/ cu/ture you have a sLrong need Lo ldenLlfy wlLh someLhlng blgger Lhan yourself and en[oy worklng ln Leams 1he LlablllLles of CulLure W CulLure can have dysfuncLlonal aspecLs ln some lnsLances CulLure as a arrler Lo Change W When organlzaLlon ls undergolng change culLure may lmpede change CulLure as a arrler Lo ulverslLy W SLrong culLures puL conslderable pressure on employees Lo conform CulLure as a arrler Lo Mergers and AcqulslLlons W Merglng Lhe culLures of Lwo organlzaLlons can be dlfflculL lf noL lmposslble Shaplng Lhe rganlzaLlonal CulLure Manage Around te Cu|ture Manage te Cange Cange Strategy to I|t te Cu|ture ke|nforce te Cange Low Low High Need for Ch,3ge 1hree Ways of Shaplng rganlzaLlonal CulLure W arLlclpaLlon and CommlLmenL W Symbollc AcLlons W 8ewards and recognlLlon olnLCounLerpolnL W Why CulLure uoesn'L Change CulLure develops over many years and becomes parL of how Lhe organlzaLlon Lhlnks and feels SelecLlon and promoLlon pollcles guaranLee survlval of culLure 1op managemenL chooses managers who are llkely Lo malnLaln culLure W When CulLure Can Change 1here ls a dramaLlc crlsls 1here ls a Lurnover ln leadershlp 1he organlzaLlon ls young and small 1here ls a weak culLure