企业文化创建（英语版）

ChrisJarvis1OBOrganisationCulture&InterventionsReadRollinson-Chapter19B&H,Chapter18ChrisJarvis2OBInterestsWhatisorganisationculture?Howdowedescribethefeaturesofsuchculture?Howcanthecultureofanorganisationbechanged?Whatareweseekingtochangeandwhy?Themeritsandlimitationsofdescriptions?Themesandtensionsindebatesaboutorganisationculture?Comparinghard&technical'culture'componentswithsofthumanisticconcernsChrisJarvis3OBWhatthenisacorporateculture?Theorganisationitselfhasanunderlyingquality-style-character-soul,awayofdoingthings-possiblymorepowerfulthanoneperson'sdictatesoraformalsystem.Tocomprehendthissoulrequiresthatwegobeyondbelowthetrappingsofcharts,policiesandjobsintoalivingandbreathingworldofculturalinteraction.Thecorporateculturegivesthewholeorganisationasenseofhowtobehave,whattodo,&wheretoplaceprioritiesingettingthejobdone.Ithelpsmembersfillintheblanksbetweenformaldirectivesandhowworkactuallygetsdone.Comparethesestatementstoanengineeringmodelofstructures,work-technologies,methods&controlsChrisJarvis4OBWhatthenisacorporateculture?thewaywedothingsaroundhereadominant&coherentsetofbeliefs,deep-set,prevailingvaluesandassumptionsmanifestedinorganisationalactivitylearnedandacceptedprescriptionsforhowpeopleshouldthink,feel,work&behaveasmembers.values&commitments-shared&understoodthroughritual/ceremonial&routinisedprocessessymboliccommunicationwithimperativestatements,slogans,internalandexternalmarketinganecdotes,myths,legendsrewardsandchastisement.ChrisJarvis5OBCultureasaparadigmandmetaphorparadigmmetaphorpositivistandphysicalfunctional,definable,rational,mechanical,engineered,predictablephenomenological,interpretive,socialpsychologymental&sociallyconstructed.Enactedbymembersthroughon-goingnegotiationandsharingofsymbols&meaningsunitaryorpluralisticculturesConsensus,co-existenceofseveral,parallelsub-cultures,conflictadaptive,regulatingmechanismtodynamicequilibriumbiological,learning,culturalconflictsmayengenderchangecorporatistmanagerial,strategic,shapecultureforsuccess,transformational,powerdiscourseofvaluesChrisJarvis6OBRiseofcorporatecultureconceptsPre-50sclassicalandrationalperspective50shumanrelationsschool-influencethroughhumanrelationsandleadership60s,70sneo-humanrelations-controlthroughgroupsandorganisationaldevelopment(Scheinetal)80sadmirationofJapaneseQuality,KaizenandExcellenceTheoryZ90sLeanandcoreLearningorganisationNetworkorganisationChrisJarvis7OBSoftsystemsValuesInteractionsCommitmentsMotivationsLoyaltiesPerceptionsLeadership&teamsCommunicationsHardsystemsPoliciesProceduresSystemsPerformancesTechnologiesEfficienciesHardandSoftinaWet-ColdClimateChrisJarvis8OBMintzberg:FiveGluesMutualadjustmentDirectsupervisionStandardisationofSystemsandproceduresSkillsResultsChrisJarvis9OBExerciseWhatarethemanifestationsofcorporatecultureatthisuniversity?intheBodyShoporganisation?intheMetropolitanPolice?Foreachorganisation,listexamplesofValues,beliefsnormsRepresentativerituals&ceremonialsWhatexternalinterventionhasbeenevident?ChrisJarvis10OBCultureCharacteristicsCommon,uniform,pervasive,homogenous?Unitary,IntegrationDifferentiation,pluralist,diversity,groupswithownsubculturesFragmentation,soadhocwithanomalies,inconsistenciesthatno'culture'strongculture==performance(Luthans1995)Shared-nessIntensityPropositionstrongcultureleadstosuccessiftheorganisation'sstructureissuitedtoenvironmentalconditions.Thisisagoodpredictorofshorttermperformance.Howwillyoudemonstratetheveracityofsuchaproposition?ChrisJarvis11OBCulturalEvolutionandSocialisationOrganisationalgrowth,foundersasrolemodelsEarlybusinessQuakerphilanthropistsGenericproblems(Schein1983)AdaptationandsurvivalinfaceofexternalitiesEnsuringinternalintegrationReplicationapplicantsBoundaryfilteringSocialisationPeersRolemodelsRewardsTrainingRites,ritualsimitationFullinsidermembershipOrganisationcultureThe'rightstuff'I'minwiththein-crowdByeoutsiderChrisJarvis12OBPackagingandtransmissionPackagingculturalelementsMissionCorevaluesManagementstyleCompetenciesEthicalandenvironmentalpolicyTransmittingcultureelementsFormal,informalEvents&activitiesintheculturetransmissionsystemHewlettPackardWay,BenandJerry,BodyShopDisneyChrisJarvis13OBCorporateculture&competitivestrategysocietyindustryorganisationCorporateculturepoliticalideologiessocialvaluesinstitutionalrelations:business,labour,govtconcentrationsocialfunctionofproductstageinlifecyclecompetitivestrategyorganisationstructureHRsystemscompetitivenicheinproductmarketFombrun,Tichy&Devanne,1984,StrategicHRM,WileyChrisJarvis14OBCulturaldecline,performancedeclinePetersandWaterman's'excellent'companies-manycasesarenolongerexcellentCatchphrases:'downsizing'(Roach),sticktotheknitting(Peters)etcInertia-MarksandSpencer,IBMImmoderation&excess-Marconi,EnronInattention-institutional'groupthink'-MetropolitanPolice,ConservativePartyNo'one-best-culture'Staffturnover,businessdownturn&redundanciesdilutesculturalstrengthChrisJarvis15OBSmircich1983Keyvariable(application)Or