首页
登录
职称英语
Many articles and books have been written in recent years about culture in org
Many articles and books have been written in recent years about culture in org
游客
2023-12-12
53
管理
问题
Many articles and books have been written in recent years about culture in organizations, usually referred to as "Corporate Culture".
Ⅰ. Maintaining corporate culture
1)Hewlett-Packard
— corporate culture: 【1】______ for others, a sense of community, and plain hard work
— maintenance of corporate culture: through extensive training of managers and employees
2)Southwest Airlines
— zealous about hiring: looking for a particular type of person, regardless of 【2】______
— to spend a lot of time and communicate with employees in a variety of ways and a large part of it is 【3】______
Ⅱ. Diversity of corporate culture
Five continuums of cultures according to the Hofstede Cultural Orientation Model
1)Individual vs. (4)Orientation
2)Power-distance Orientation
3)【5】______ Orientation
4)Dominant-Values Orientation
5)【6】______ Orientation
Ⅲ. Change of corporate culture
1)To reengineer themselves: change to 【7】______ orientation
— common and 【8】______ goals
— organizational commitment
— role clarity among team members
— team leadership
— mutual accountability with the team
— complementary knowledge and skills
— reinforcement of required behavioral competencies
— power ( veal and perceived)
— shared rewards
2)Increasing importance of corporate culture: result of several recent developments
— employees: to be more responsible and think like 【9】______ ; expected to always be
"on-call"
— companies: giving employees more flexible work schedules; filling employees’ need to belong to【10】______ [br] 【3】
Many articles and books have been written in recent years about culture in organizations, usually referred to as "Corporate Culture". The dictionary defines culture as "the act of developing intellectual and moral faculties, especially through education". While I will use a slightly different definition of culture: "the moral, social, and behavioral norms of an organization based on the beliefs, attitudes, and priorities of its members". How do companies maintain their cultures? Do all the organizations operate with one single culture? Should they design personnel policies and reward systems around cultural values? I’ll try to answer these questions in today’s lecture.
Every organization has its own unique culture or value set. Most organizations don’t consciously try to create a certain culture. The culture of the organization is typically created unconsciously, based on the values of the top management or the founders of an organization.
Hewlett-Packard (HP) is a company that has, for a long time, been conscious of its culture and has worked hard to maintain it over the years. Hewlett-Packard’s corporate culture is based on No. 1, respect for others, No. 2, a sense of community, and No. 3 plain hard work. It has been developed and maintained through extensive training of managers and employees. HP’s growth and success over the years has been due in large part to its culture.
Another successful company that expends a lot of energy in maintaining its workplace culture is Southwest Airlines. Southwest is the only major airline in the U. S. that has been profitable in each of the last five years. It also has a good reputation as an employer. Herb Kelleher, Southwest’s CEO, once indicated how Southwest maintained its culture:
" Well, first of all, it starts with hiring. We are zealous about hiring. We are looking for a particular type of person, regardless of which job category it is. We are looking for attitudes that are positive and for people who can lend themselves to causes. We want folks who have a good sense of humor and people who are interested in performing as a team and take joy in team results instead of individual accomplishments. If you start with the type of person you want to hire, presumably you can build a work force that is prepared for the culture you desire..."
" Another important thing is to spend a lot of time with your people and to communicate with them in a variety of ways. And a large part of it is demeanor. Sometimes we tend to lose sight of the fact that demeanor — the way you appear and the way you act — is a form of communication. We want our people to feel fulfilled and to be happy, and we want our management to radiate the demeanor that we are proud of our people, we are interested in them as individuals and we are interested in them outside the work force, including the good and bad things that happen to them as individuals."
In both of these examples, the top management of the companies were vigilant about maintaining their cultures. The behavior rules and boundaries are relatively clear and communicated often. However, this is not typical. I believe most organizations operate with a diversity of cultures. This is especially true considering the increasing worldwide mobility of people and cultures and values.
There have been some recent models created to attempt to study and classify, cultural diversity, and today we’ll take a brief look at one of them — the Hofstede Cultural Orientation Model, which classifies cultures based on where they fall on five continuums:
No. 1. Individual vs. Collective Orientation: the level at which behavior is appropriately regulated.
No. 2. Power-Distance Orientation: the extent to which less powerful parties accept the existing distribution of power and the degree to which adherence to formal channels is maintained.
No. 3. Uncertainty-Avoidance Orientation: the degree to which employees are threatened by ambiguity, and the relative importance to employees of rules, long-term employment and steady progression through well defined career ladders.
No. 4. Dominant-Values Orientation: the nature of the dominant values — e.g., assertiveness, monetary focus, well-defined gender roles, formal structure — vs. concern for others, focus on quality of relationships and job satisfaction, and flexibility. No. 5. Short-term vs. Long-term Orientation: the time frame used: short-term (involving more inclination toward consumption, saving face by keeping up) vs. long-term (involving preserving status- based relationships, thrift, deferred gratifications).
At last, let’s go to the problem whether companies should design their personnel policies and reward systems around cultural values. There’s some debate over the issue but currently companies tend not to, because of the concern about stereotyping certain cultures.
A popular trend is for companies to "reengineer" themselves, which involves an attempt to change their culture, usually to a team orientation. As reported in the ACA News (September 1995), studies indicate that the following are necessary for a company to change to a "team culture", that is:
Common and consistent goals.
Organizational commitment.
Role clarity among team members.
Team leadership.
Mutual accountability with the team.
Complementary knowledge and skills.
Reinforcement of required behavioral competencies.
Power (real and perceived).
Shared rewards.
The importance of corporate culture is growing as the result of several recent developments. Companies are encouraging employees to be more responsible and act and think like owners. In exchange for more flexible work schedules, employees are expected to always be "on-call ". With the demise of more traditional, communities (e. g. neighborhoods, etc.), companies are filling employees’ need to belong to a community. At the same time companies are encouraging teamwork and the formation of teams. Therefore, organizational leaders shouldn’t ignore corporate culture. Rather, it should be addressed in the organization’s mission, vision, and goal statements, and emphasized in company sponsored training and company communication.
选项
答案
demeanor
解析
转载请注明原文地址:https://tihaiku.com/zcyy/3265468.html
相关试题推荐
Accordingtoarecentsurvey,morethan50%ofAmericansisconcerned(1)___
Accordingtoarecentsurvey,morethan50%ofAmericansisconcerned(1)___
Accordingtoarecentsurvey,morethan50%ofAmericansisconcerned(1)___
Accordingtoarecentsurvey,morethan50%ofAmericansisconcerned(1)___
Accordingtoarecentsurvey,morethan50%ofAmericansisconcerned(1)___
Accordingtoarecentsurvey,morethan50%ofAmericansisconcerned(1)___
Time,asweknowit,isaveryrecentinvention.Themoderntime-senseish
Time,asweknowit,isaveryrecentinvention.Themoderntime-senseish
Time,asweknowit,isaveryrecentinvention.Themoderntime-senseish
Time,asweknowit,isaveryrecentinvention.Themoderntime-senseish
随机试题
Forthepasttwoyears,Ihavebeenworkingonstudents’evaluationofcla
假定你是李明,在网上看到人民医院的招聘启事,对此工作很感兴趣,现在给人力资源部的张先生写一封自荐信。日期:6月12日内容主要包括:1.毕业于临床医学专业,
Choosingfoodsthat_______yourbodyandbraincanhelppreventordelaydiseas
下列不属于DSM-IV中多动症亚型的是()A.注意缺陷/多动障碍,混合型
正相关指的就是两个变量之间的变动方向都是上升的。()
参与Ⅰ型超敏反应的细胞包括A.肥大细胞、中性粒细胞、巨噬细胞B.肥大细胞、嗜酸性
SMZ+TMP联合用药的比例正确的是A:1:1 B:1:5 C:2:1 D
组织结构包含的要素中,针对任务分工的层次和细致程度的要素是( )。A.集权度
对于在某一时点履行的履约义务,企业应当在客户取得相关商品控制权时确认收入。在判断
A单位承建一项在江中取水泵站工程,主体结构采用沉井结构,埋深12m,井内有2道隔
最新回复
(
0
)