资源描述
Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,38,/38,2005 Prentice Hall,Chapter 4,Managing Within Cultural Contexts,Learning Objectives,Explain why a thorough understanding of culture is important for all mangers.,解釋出為何了解一個文化對所有管理者的重要性,Define culture.,文化的定義,Explain how culture affects managerial behavior and practices.,解釋出文化如何影響管理行為及實務,After studying this chapter, you should be able to:,2005 Prentice Hall,Learning Objectives,Describe the role of fundamental assumptions in corporate, regional, or national cultures.,敘述出公司、區域及國家文化的基本角色,Map aspects of culture in terms of the extent to which they are deeply held and widely shared.,以文化地圖方面來敘述他們所了解的深度及寬度,After studying this chapter, you should be able to:,2005 Prentice Hall,Learning Objectives,Describe the key strategies managers can use to create and change culture.,敘述管理者用來創造及改變文化的關鍵策略,Explain the differences between and describe the implications of high and lowcontext cultures.,解釋高處境與低處境文化涵義的相異性,After studying this chapter, you should be able to:,2005 Prentice Hall,Definition of Culture,Culture,Learned set of assumptions, values, and behaviors,學習提出假設,價值觀,以及行為,Accepted as successful,接受成功論,Passed on to new comers,傳承給新來的人,Culture begins when a group of people faces a set of challenges,文化起源於一個團體所面臨的挑戰,Culture evolves and changes with time,文化的逐漸形成及時代的挑戰,2005 Prentice Hall,Managerial Relevance of Culture,Impact of Culture on Behavior,行為上的文化衝擊,How people observe and interpret the business world around them,人們如何觀察及解釋身旁的商業世界,Can lead to different beliefs about “right” behaviors,如何將不同事物轉變為對的行為,Subordinates who identify with the culture of a unit or company are likely to try harder to make it successful,分公司必須要努力適應以符合與母公司相同的企業文化,2005 Prentice Hall,0%,10%,20%,30%,40%,50%,60%,80%,70%,Sweden,Holland,USA,Denmark,UK,Switzerland,Belgium,Germany,France,Italy,Indonesia,Japan,Cultural Differences Among Managers,“,重要的是，一個管理者對於其部屬在工作中所提出的問題須有明確的答案,”,78,73,66,53,46,44,38,27,23,18,17,10,Adapted from Exhibit 4.1: Cultural Differences Among Managers,2005 Prentice Hall,Managerial Relevance of Culture,Cultural diversity in the workplace,職場裡的文化多樣性,Globalization,全球化,Increasingly culturally diverse U.S. workforce,美國職場日增的文化地多樣,Culture as a management tool,文化猶如一項管理工具,Once established, culture guides employee behaviors without overt or constant supervision,文化指引著員工行為，而不必過度監督,Managers must be careful what they instill as the cultural values of the unit (organization),管理著必須謹慎於組織文化的價值觀,2005 Prentice Hall,人工製品,Artifacts:,visible manifestations of a culture such as its art, clothing, food, architecture, and customs,實際物品,價值觀,Values:,enduring beliefs that specific conduct or end states which are personally or socially preferred to others,為個人或社會所推崇,假說,Assumptions:,the beliefs about fundamental aspects of life lying below the surface, but supporting the culture,不在於表面的基本理念，但呼應著文化,Levels of Culture,Adapted from Exhibit 4.2: Managing Within Cultural Contexts,2005 Prentice Hall,Levels of Culture,Cultural assumptions,文化的假說,Certain cultural values and,behaviors are only possible with,certain underlying cultural assumptions,某種文化只應對於某種假說,An understanding of assumptions is,necessary to understand, change, or,even create a new culture,假說的理解是必須要經由理解、改變，甚至創造一個新的文化,Assumptions,(Hidden),2005 Prentice Hall,Basic Assumptions and Their Managerial Assumptions,Specific Assumptions,Specific Assumptions,Managerial Implications,Managerial Implications,People are meant to dominate the environment,People must coexist harmon-iously with the environment,Humans,and the Environment,Firms should seek positions that allow them to coexist with others,Strategic plans should be developed to enable the firm to dominate its industry,Adapted from Exhibit 4.3: Basic Assumptions and Their Management Implications,2005 Prentice Hall,Basic Assumptions and Their Managerial Assumptions,Specific Assumptions,Specific Assumptions,Managerial Implications,Managerial Implications,People are generally lazy,Work is as natural as play for people,Human,Nature,Provide people with opportunities and responsibilities and encourage their development,Implement systems for monitoring be-havior and establish clear punishment for undesired behavior,Adapted from Exhibit 4.3: Basic Assumptions and Their Management Implications,2005 Prentice Hall,Basic Assumptions and Their Managerial Assumptions,Specific Assumptions,Specific Assumptions,Managerial Implications,Managerial Implications,Individuals have certain rights and freedoms,People exist because of others and owe an obligation to them,Human,Relationships,Cooperation with and contributions to the group should be evaluated and rewarded,Individual performance should be measured and rewarded,Adapted from Exhibit 4.3: Basic Assumptions and Their Management Implications,2005 Prentice Hall,Basic Assumptions and Their Managerial Assumptions,Specific Assumptions,Specific Assumptions,Managerial Implications,Managerial Implications,People create their own destinies and must plan for the future,People should react to and enjoy whatever the present provides,Human,Activity,Planning the future only gets in the way of enjoying the present,People who fail to plan should plan to fail,Adapted from Exhibit 4.3: Basic Assumptions and Their Management Implications,2005 Prentice Hall,Basic Assumptions and Their Managerial Assumptions,Specific Assumptions,Specific Assumptions,Managerial Implications,Managerial Implications,Truth objectively exists,Truth is what is socially accepted,Truth and Reality,Opinion leaders are how you influence people and decisions,Facts and statistics are how you convince and influence people,Adapted from Exhibit 4.3: Basic Assumptions and Their Management Implications,2005 Prentice Hall,Basic Assumptions and Their Managerial Assumptions,Specific Assumptions,Specific Assumptions,Managerial Implications,Managerial Implications,Time is like a river, what you dont use wisely today is gone forever,Time is like a lake, what you dont use today will be there tomorrow,Time,Taking advantage of the moment is valued. Arriving late for appointments is not a character flaw,Time management is a critical skill. Appointments are made well in advance and punctuality is valued,Adapted from Exhibit 4.3: Basic Assumptions and Their Management Implications,2005 Prentice Hall,Levels of Culture,Cultural Values,文化的價值,Enduring beliefs that specific conduct,or end states of existence are personally,and socially preferred to others,為個人或社會所推崇,Managerial values are enduring beliefs about specific ways of managing and conducting business that are deemed successful enough to be passed on,管理價值觀靠著特定管理來維持其耐久性，以便能成功傳承下去,Values,2005 Prentice Hall,Questions to Get at Cultural Assumptions,Humanitys Relationship to the Environment,Should we dominate the environment?,How right is logging, mining or building dams?,Nature of Human Nature,Are people basically good or evil?,Are workers basically self-motivated or lazy?,Humanitys Relationship to the Environment,Should people be treated as equals?,Are hierarchical and status difference right and natural?,Are individuals more important than groups?,Should individual interests be subjected to those of the group?,Adapted from Exhibit 4.4: Questions to Get at Cultural Assumptions,2005 Prentice Hall,Questions to Get at Cultural Assumptions,Nature of Human Activity,Is worth assessed through activity and accomplishment?,Are inner states of mind and well-being more important than outward deeds?,Nature of Truth,Is truth objective or does it depend on the eye of the beholder?,Are facts the way to persuade people?,Nature of Time,Is time like a river and what you dont use today will be gone tomorrow?,Is time like a lake and what you dont use today will be there tomorrow?,Adapted from Exhibit 4.4: Questions to Get at Cultural Assumptions,2005 Prentice Hall,Theoretical people,Classification of Values,Adapted from Exhibit 8.1: Types of Plans: Key Differences,Value the discovery of truth. They are empirical, critical, and rational, aiming to order and systematize their knowledge.,發現事實的價值觀。以經驗、關鍵性、及理性來組織他們的學問,。,Economic people,Value what is useful. They are interested in practical affairs, especially those of business, judging things by their usefulness,價值觀的實用性。對實務感興趣，特別是商業方面，都由事情的效益來做判斷。,Aesthetic people,Value beauty and harmony. They are concerned with grade and symmetry, finding fulfillment in artistic experiences.,優美及合諧的價值觀。關注層級及對稱性，以藝術的經驗來履行。,理論派,經濟派,審美派,2005 Prentice Hall,Social people,Classification of Values,Value altruistic and philanthropic love. They are kind, sympathetic, and unselfish, valuing other people as ends in themselves.,以他人為主軸的價值觀。仁慈、有同情心且無私的，以他人來評估自己。,Religious people,Value unity. They seek communication with the cosmos, mystically relating to its wholeness.,單一價值觀。有秩序的溝通，整體來說都較有神秘感。,Adapted from Exhibit 4.5: Classification of Values,Source: G. W. Allport, P. E. Vernon, and Q. Lindzey, A study of Values (Boston: Houghton Mifflin, 1966.,社會人士,宗教人士,2005 Prentice Hall,Levels of Culture,Cultural Artifacts and Behavior,In modern organizations, important,artifacts include,現代化組織裡的人工製品包括,Office arrangements (individual offices for all,versus open offices with no walls),辦公室裡非正式協議,(,個人及開放辦公室無隔閡,),Parking arrangements (reserved spaces for,some versus open spaces for all),停車場裡非正式協議,(,保留與開放停車位,),Clothing (individual suits versus uniforms),衣著,(,個人穿著與制服,),Artifacts,(visible),2005 Prentice Hall,Culture and Managerial Behaviors,Plan for every possible contingency.,Develop a plan jointly with boss.,Planning,Accept unexpected surprises.,Develop a plan and then seek bosss approval,Managerial,Activity,Culture B,Culture A,Structure department strictly by hierarchy. Communicate frequently face to face and rarely use e-mail.,Organizing,Organize department into free-flowing teams. Communicate infrequently face to face and frequently by e-mail.,Adapted from Exhibit 4.6: Culture and Managerial Behaviors,2005 Prentice Hall,Culture and Managerial Behaviors,Inform subordinates of decisions. Intervene when there are disputes.,Leading,Involve subordinates in decision process. Allow subordinates to solve their own problems.,Managerial,Activity,Culture B,Culture A,Closely monitor activities and directly guide behavior. Emphasize financial results in evaluating performance.,Controlling,Evaluate and then reward based on results. Focus on customer satisfaction in evaluations.,Adapted from Exhibit 4.6: Culture and Managerial Behaviors,2005 Prentice Hall,Cultural Diversity,Diversity comes from two primary sources,兩種形成多樣性的主因,Increased international activity of organizations,不斷增多的組織國際性活動,Greater diversity in the cultures of employees,大量來自不同文化的員工,Diversity includes differences in,多樣性所包含的差異在於,Age, race, ethnicity, gender, physical abilities, and sexual orientation,年齡、民族、種族地位、性別、能力以及性別導向,Work background, income, marital status, military experience, religious beliefs, geographic location, parental status, and education,工作背景、收入、婚姻地位、從軍經驗、宗教信仰、居住地、親代的地位及教育,2005 Prentice Hall,Cultural Diversity,Number of Groups,Low Performance,High Performance,Many,Few,Adapted from Exhibit 4.7: Effects of Cultural Diversity on Productivity,2005 Prentice Hall,Strong and Weak Cultures,The strength of cultures varies along two dimensions,文化強度不同分為兩種範圍,The extent to which they are are widely shared among group members,所有成員都可分享到,The extent to which they are deeply held,他們的認知多寡,Subculture,次文化,Cultural values are deeply held but not widely shared,深入的文化價值觀但未廣泛分享,2005 Prentice Hall,Classification of Values,Adapted from Exhibit 8.1: Types of Plans: Key Differences,Cost,As organizations become more diverse, the cost of a poor job in integrating workers will increase.,當組織變得不同時，在整合表現差的工作上成本將會提高,Companies with the best reputations for managing diversity will win the competition for the best personnel. As the labor pool shrinks and becomes more diverse, this edge will become increasingly important.,有較好商譽的公司對於管理差異性來說，對於好的員工將贏得競爭。當勞工團體縮減及變得不同時，這優勢會越來越重要。,For multinational organizations, the insight and cultural sensitivity that members with roots in other cultures bring should improve marketing efforts.,對跨國組織來說，洞察力與文化敏感度對於其他已根深蒂固的文化來說是改善行銷的努力方向,Resource Acquisition,Marketing,成本,資源的取得,行銷,2005 Prentice Hall,Classification of Values,Adapted from Exhibit 4.5: Classification of Values,Source:,T. H. Cox and S. Blake, “Managing Cultural Diversity: Implications for Organizational Competitiveness,”,Academy of Management Executive,5, no. 3 (1991), p. 23.,Creativity,Diversity of perspectives and less emphasis on conformity to norms of the past should improve creativity.,不同的觀點及少數著墨於過去文化之規範是應改進其創造力,Cultural diversity in decision and problem solving groups potentially produces better decisions through consideration of a wider range of and more thorough critical analysis of issues.,文化的差異對判斷及解決團體問題中，有可能經由多方面的考慮及文化議題的剖析來得到最好的決定,Cultural diversity enables the system to be less determinant, less standardized, and therefore more fluid, which will create more flexibility to react to environmental changes.,文化的差異可使制度不在太果斷、嚴謹，因此能變得更流暢，使文化能更具有創造力來反映環境的變遷,Problem Solving,System Flexibility,創造力,問題的解決,制度的靈活度,2005 Prentice Hall,Strong and Weak Cultures,Values held,Deep,Shallow,Values Shared,Wide,Narrow,Adapted from Exhibit 4.9: Matrix of Cultural Strength,Narrowly Shared,Deeply Held,Violation of these values usually results in informal but significant sanctions,Widely Shared,Deeply Held,Violation of these values usually results in formal but significant sanctions,Narrowly Shared,Shallowly Held,Violation of these values usually results in sanctions that are inconsistent,Widely Shared,Shallowly Held,Violation of these values usually results in minor sanctions or second chances,2005 Prentice Hall,Strong and Weak Cultures,Core value,核心價值觀,A specific behavior that is,一個特別的行為,Widely shared,廣泛的分享,Deeply held,影響的層面,Directly related to one or more of the six fundamental assumptions,直接影響到一個人甚至多人以上的六大基本假設,Difficult to change,改變的難度,2005 Prentice Hall,Creating and Changing Organization Culture,To create and reinforce a particular set of values or corporate culture,創造及加強一個特定的價值觀及企業文化,Alignment between desired values and other systems in the organization needs to exist,要求的價值觀及其他在組織裡的制度是一定存在的,Five critical strategies to effectively manage organizational culture,五大有效影響組織文化管理的策略,Selection,選擇,Socialization,社會化,Performance appraisal,表現評價,Rewards and Compensation,獎賞及津貼,Stories and Symbols,由來及象徵,2005 Prentice Hall,Creating and Changing Organization Culture,Selection,選擇,Select individuals whose assumptions, values, and behaviors already match those you desire,自我的決定的假設、價值觀及行為是否已符合自己的期望,Selection,Adapted from Exhibit 4.10: Strategies to Manage Organizational Culture,2005 Prentice Hall,Creating and Changing Organization Culture,Socialization,社會化,Orientation,定位,Training,鍛鍊,Arranged interactions with experienced organizational members,安排組織裡有經驗的成員來做互動,Selection,Socialization,Adapted from Exhibit 4.10: Strategies to Manage Organizational Culture,2005 Prentice Hall,Creating and Changing Organization Culture,Performance Appraisal,表現評價,Clarify for new employees what the organization measures and evaluates,明確說出公司對新員工,的評估,Selection,Socialization,Performance Appraisal,Adapted from Exhibit 4.10: Strategies to Manage Organizational Culture,2005 Prentice Hall,Creating and Changing Organization Culture,Rewards and Compensation,獎賞及津貼,Signal what the organization values by reinforcing desired behaviors in newcomers,以加強要求行為組織價值觀作為新進人員的指標,Selection,Socialization,Performance Appraisal,Rewards & Compensation,Adapted from Exhibit 4.10: Strategies to Manage Organizational Culture,2005 Prentice Hall,Creating and Changing Organization Culture,Stories and Symbols,由來及象徵,Stories communicate company values,由來傳達了公司的價值觀,Rituals play a key role in the symbolic communication of an organizations culture,於組織文化中象徵性代表一個溝通的要角,Selection,Socialization,Performance Appraisal,Rewards & Compensation,Stories & Symbols,Adapted from Exhibit 4.10: Strategies to Manage Organizational Culture,2005 Prentice Hall,International Contexts and Cultures,Cultural context: degree to which a situation influences behavior or perception of “appropriateness”,文化背景：地位的影響行為的程度及感知的適當性,In high-context cultures, people pay close attention to the situation and its various elements in assessing appropriate behavior,高度文化：人們專注於地位以及評定適當行為中的不同因素,In low-context cultures, the situation may or may not make a difference in what is considered appropriate behavior,低階文化：地位不一定會對於行為的適當有所差別,Neither high nor low-context cultures are right or wrong, just different,不論兩種文化的對或錯，這只是個別的不同。,2005 Prentice Hall,
展开阅读全文