企业文化与企业绩效

,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,战略型领导，企业文化与企业绩效,王 辉,香港科技大学组织管理系 博士生,中国科学院心理研究所 副研究员,电话号码：,13028857520,电子邮件：,wanghuiust.hk,Background,What aspectsofstrategic leadershipare importanttoorganizationaleffectiveness?,CEO,sattributes(behavioral complexity,charisma,andpaternalism),When doesstrategic leadershiptakeeffects on organizational performance?,Situationaluncertainty(percevied environment uncertainty,organizationaltype,firm lifestage),Howdoesstrategicleadershipinfluencefirmperformance?,Mechanisms(organizationalculture),Background(continue1),StrategicLeadership,Strategicleadershipisdefined as apersonsabilitytoanticipate,envision,maintainflexibility,think strategically,andwork withothers to initiate changesthatwill createa viablefuturefor theorganizations(Ireland&Hitt,1999),Upperechelon theory(Hambrick&Mason,1984),strategies and effectiveness are thereflectionof thevalues,and cognitive bases of powerful actors inthe organization,Observable aspects,age,education,functional track,financial position,groupcharacteristics,Psychological aspects,cognitive base,values,and personality,Background(continue 2),Situationaluncertainty,Transition from aplanned to amarket economic system,Restructuring of state-owned enterprise,Substantialgrowthof townshipand village,private firms and joint ventures,Perceived environment uncertainty,Individualsperceived inability tounderstand the directionin which anenvironmentmightbe changing,thepotential impact of those changes onthatindividualsorganization,andwhether ornot particular responseto theenvironmentmightbe successful(Milliken,1987),Different organizationaltypes,Firm life stage,Strategic leadership,Demographicvariables,Smithet al,1994;Hambrick etal,1996,Priemet al,1999;Pitcher etal,2000;Waldmanet al,2001,Behavioral complexity,the abilityto actout acognitivelycomplex strategyby playing multiple,even competing roles,ina highly integrated andcomplementary way,Hooijberg Denison et al,1995,Charisma,the abilityf a leader to exercise diffuseand intenseinfluence over the beliefs,values,behaviour,and performance of others through his orher own,behaviours,beliefs,andpersonal example,Conger,Waldman et al,2001,Strategic Leadership,Paternalism,a kindof leadership style which combine strongdiscipline and,authority with fatherlybenevolenceand moral integrity couched,in a“personalistic”atmosphere,Redding,1990;Westwood,1997;Cheng,1995;,Farh&Cheng,2000,authority,benevolence,moralleadership,Organizational culture,Organizational culture,A pattern ofbasicassumptionsthatthe group learnedas itsolvedits problems of external adaptationand internal integration,that hasworkedwellenoughto beconsideredsolidand,therefore,tobe taught to newmembers as the correct way toperceive,think,and feel in relation to those problems”(Schein,1992,p.12),Outcomes oforganizatonal culture,Leaderss influence on organizational culture,Mediating role oforganizatonal culture,企业文化不是,什,什么？,丰富员工的业,余,余生活,聘请文化界人,士,士加盟企业,加强政治思想,工,工作,垃圾桶,员工统一着装,开发企业口号,每天唱厂歌,在媒体上宣传,本,本企业,企业文化概述,企业腾飞的两,翼,翼,-,先进的科学技,术,术和卓越的企,业,业文化现象,形成最佳的经,营,营管理机制,为,为目的,以人为管理的,主,主体,以企业的共识,为,为核心,以群体行为为,基,基础,企业文化是什,么,么？,一个团体在适,应,应外部环境与,内,内部整合的过,程,程中，习得的,一,一套价值观，,行,行为模式和基,本,本假设，团体,的,的新成员以此,作,作为了解，感,知,知，思考相关,问,问题的基础。,（,（,Schein,1992),可观察到的行,为,为规范（习俗,，,，传统，固定,的,的仪式等）,团体规范（内,在,在的价值观，,标,标准等）,共享的价值观,念,念,正规的企业哲,学,学（广义的政,策,策及意识形态,方,方面的原则）,游戏规则（新,成,成员必须学习,的,的做事方法）,组织气氛,具体化的技能,思维习惯，心,理,理模式，语言,范,范式,企业文化的组,成,成,企业的价值观,-,价廉物美,典范人物,-,体育界的“女,排,排精神”,仪式典仪,-“,谁是全国第一,”,”，“华尔连,锁,锁商店”,文化网络,-,正规的标语、,口,口号，非正规,的,的言语,行为,企业文化与企,业,业的绩效,任何一个卓越,的,的企业都有一,种,种强势文化,“追求卓越”,-,八大特征,IBM-,尊重人才，努,力,力创新，服务,顾,顾客,McDonalds-,质量，服务，,整,整洁，物有所,值,值,Haier(,海尔集团）,什么是强势文,化,化？,高水平的赞同,，,，完全的一致,企业文化与企,业,业的绩效,企业文化与企,业,业的效益成正,相,相关,企业文化可以,增,增加员工的凝,聚,聚力，减少员,工,工的离职倾向,增加员工对组织,的,的承诺和满意感,激励员工,约束与控制员工,行,行为,变革的桥梁,企业文化有利于,企,企业的未来发展,（,1984,年,11,月,24,日）,案例：,重庆钟表工业公,司,司的企业文化建,设,设,企业领导与企业,文,文化,企业的创始人，,老,老总是企业文化,建,建设的关键,观念的体现,行为的模板,实施的保障,实现的动力,领导行为的特性,与,与企业文化的关,系,系,行为复杂性,远景设计师,鼓动家,分析师,目标实施大师,魅力领导,信任,尊重,服从,企业文化建立的,机,机制,企业领导关心所,在,在,领导对关键及危,机,机事件的反应,领导的言传身教,资源分配的标准,招募，选拔，晋,级,级的标准,组织设计和结构,组织系统和程序,物理环境的设计,重要人物或事件,的,的故事，传说和,神,神话,企业哲学，价值,观,观念的正规表述,企业文化建设的,具,具体措施,合适员工的甄选,领导班子成员的,一,一致,培训,社会化,员工的认同,正规仪式与非正,式,式活动,评估与奖励,