压力管理心理学第八讲 组织文化

©2007PrenticeHallInc.Allrightsreserved.OrganizationalCultureChapterEIGHT©2007PrenticeHallInc.Allrightsreserved.Institutionalization:AForerunnerofCulture[InstitutionalizationWhenanorganizationtakesonalifeofitsown,apartfromanyofitsmembers,becomesvaluedforitself,andacquiresimmortality.©2007PrenticeHallInc.Allrightsreserved.WhatIsOrganizationalCulture?Characteristics:1.Innovationandrisktaking2.Attentiontodetail3.Outcomeorientation4.Peopleorientation5.Teamorientation6.Aggressiveness7.StabilityOrganizationalCultureAcommonperceptionheldbytheorganization’smembers;asystemofsharedmeaning.组织文化不是口号、目标、希望（余世维碟一第五讲）©2007PrenticeHallInc.Allrightsreserved.ContrastingOrganizationalCulturesEXHIBIT17–1OrganizationAThisorganizationisamanufacturingfirm.Managersareexpectedtofullydocumentalldecisions;and“goodmanagers”arethosewhocanprovidedetaileddatatosupporttheirrecommendations.Creativedecisionsthatincursignificantchangeorriskarenotencouraged.Becausemanagersoffailedprojectsareopenlycriticizedandpenalized,managerstrynottoimplementideasthatdeviatemuchfromthestatusquo.Onelower-levelmanagerquotedanoftenusedphraseinthecompany:“Ifitain’tbroke,don’tfixit.”Thereareextensiverulesandregulationsinthisfirmthatemployeesarerequiredtofollow.Managerssuperviseemployeescloselytoensuretherearenodeviations.Managementisconcernedwithhighproductivity,regardlessoftheimpactonemployeemoraleorturnover.Workactivitiesaredesignedaroundindividuals.Therearedistinctdepartmentsandlinesofauthority,andemployeesareexpectedtominimizeformalcontactwithotheremployeesoutsidetheirfunctionalareaorlineofcommand.Performanceevaluationsandrewardsemphasizeindividualeffort,althoughsenioritytendstobetheprimaryfactorinthedeterminationofpayraisesandpromotions.©2007PrenticeHallInc.Allrightsreserved.ContrastingOrganizationalCultures(cont’d)EXHIBIT17–1(cont’d)OrganizationBThisorganizationisalsoamanufacturingfirm.Here,however,managementencouragesandrewardsrisktakingandchange.Decisionsbasedonintuitionarevaluedasmuchasthosethatarewellrationalized.Managementpridesitselfonitshistoryofexperimentingwithnewtechnologiesanditssuccessinregularlyintroducinginnovationproducts.Managersoremployeeswhohaveagoodideaareencouragedto“runwithit.”Andfailuresaretreatedas“learningexperiences.”Thecompanypridesitselfonbeingmarket-drivenandrapidlyresponsivetothechangingneedsofitscustomers.Therearefewrulesandregulationsforemployeestofollow,andsupervisionisloosebecausemanagementbelievesthatitsemployeesarehardworkingandtrustworthy.Managementisconcernedwithhighproductivity,butbelievesthatthiscomesthroughtreatingitspeopleright.Thecompanyisproudofitsreputationasbeingagoodplacetowork.Jobactivitiesaredesignedaroundworkteams,andteammembersareencouragedtointeractwithpeopleacrossfunctionsandauthoritylevels.Employeestalkpositivelyaboutthecompetitionbetweenteams.Individualsandteamshavegoals,andbonusesarebasedonachievementoftheseoutcomes.Employeesaregivenconsiderableautonomyinchoosingthemeansbywhichthegoalsareattained.©2007PrenticeHallInc.Allrightsreserved.DoOrganizationsHaveUniformCultures?DominantCultureExpressesthecorevaluesthataresharedbyamajorityoftheorganization’smembers.SubculturesMinicultureswithinanorganization,typicallydefinedbydepartmentdesignationsandgeographicalseparation.©2007PrenticeHallInc.Allrightsreserved.DoOrganizationsHaveUniformCultures?(cont’d)CoreValuesTheprimaryordominantvaluesthatareacceptedthroughouttheorganization.StrongCultureAcultureinwhichthecorevaluesareintenselyheldandwidelyshared.©2007PrenticeHallInc.Allrightsreserved.WhatIsOrganizationalCulture?(cont’d)CultureVersusFormalization–Astrongcultureincreasesbehavioralconsistencyandcanactasasubstituteforformalization.OrganizationalCultureVersusNationalCulture–Nationalculturehasagreaterimpactonemployeesthandoestheirorganization’sculture.–Nationalsselectedtoworkforforeigncompaniesmaybeatypicalofthelocal/nativepopulation.©2007PrenticeHallInc.Allrightsreserved.HowOrganizationCulturesFormEXHIBIT17–4组织文化的形成（余世维碟一第五讲）©2007PrenticeHallInc.Allrightsreserved.HowCultureBeginsFoundershireandkeeponlyemployeeswhothinkandfeelthesamewaytheydo.Foundersindoctrinateandsocializetheseemployeestotheirwayofthinkingandfeeling.Thefounders’ownbehavioractsasarolemodelthatencouragesemployeestoidentifywiththemandtherebyinternalizetheirbeliefs,values,andassumptions.©2007PrenticeHallInc.Allrightsreserved.KeepingCultureAliveSelection–Concernwithhowwellthecandidateswillfitintotheorganization.–Providesinformationtocandidatesabouttheorganization.TopManagement–Seniorexecutiveshelpestablishbehavioralnormsthatareadoptedbytheorganization.Socialization–Theprocessthathelpsnewemployeesadapttotheorganization’sculture.©2007PrenticeHallInc.Allrightsreserved.StagesintheSocializationProcessPrearrivalStageTheperiodoflearninginthesocializationprocessthatoccursbeforeanewemployeejoinstheorganization.MetamorphosisStageThestageinthesocializationprocessinwhichanewemployeechangesandadjuststothework,workgroup,andorganization.EncounterStageThestageinthesocializationprocessinwhichanewemployeeseesw