资源描述
Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Chris Jarvis,1,OB,Organisation Culture&Interventions,Read,Rollinson-Chapter19,B&H,Chapter18,Interests,Whatis organisationculture?,How do wedescribe the features ofsuchculture?,How can the cultureof anorganisation be changed?,Whatare we seekingto changeand why?,The meritsandlimitations ofdescriptions?,Themes andtensionsin debatesabout organisationculture?,Comparinghard&technical culture components with soft humanisticconcerns,Whatthenis acorporateculture?,The organisation itself has anunderlying quality-style-character-soul,away of doing things-possiblymorepowerfulthanone persons dictates ora formal system.Tocomprehendthissoul requires that wego beyondbelowthetrappingsof charts,policiesand jobsintoa living and breathing worldof cultural interaction.,The corporate culture gives the whole organisationa sense of howto behave,what todo,&where toplacepriorities ingetting the jobdone.Ithelpsmembers fill in theblanks betweenformal directives and how work actuallygetsdone.,Compare these statementsto anengineeringmodelof structures,work-technologies,methods&controls,Whatthenis acorporateculture?,the way wedo thingsaround here,a dominant&coherent setof beliefs,deep-set,prevailing valuesandassumptions manifested inorganisationalactivity,learned and acceptedprescriptionsfor how peopleshould think,feel,work&behave as members.,values&commitments-shared&understood through,ritual/ceremonial&routinisedprocesses,symbolic communication with imperativestatements,slogans,internaland external marketing,anecdotes,myths,legends,rewards and chastisement.,Culture asa paradigm andmetaphor,paradigm,metaphor,positivist and physical,functional,definable,rational,mechanical,engineered,predictable,phenomenological,interpretive,social psychology,mental&socially constructed.Enacted by members through on-going negotiation and sharing of symbols&meanings,unitary or pluralistic cultures,Consensus,co-existence of several,parallel sub-cultures,conflict,adaptive,regulating mechanism to dynamic equilibrium,biological,learning,cultural conflicts may engender change,corporatist,managerial,strategic,shape culture for success,transformational,power discourse of values,Riseof corporate cultureconcepts,Pre-50s classical and rationalperspective,50s humanrelationsschool-influence through human relations and leadership,60s,70s neo-human relations-control through groups and organisational development(Schein etal),80s admirationof Japanese,Quality,KaizenandExcellence,Theory Z,90s,Leanand core,Learning organisation,Network organisation,Softsystems,Values,Interactions,Commitments,Motivations,Loyalties,Perceptions,Leadership&teams,Communications,Hardsystems,Policies,Procedures,Systems,Performances,Technologies,Efficiencies,Hardand Soft in a Wet-Cold Climate,Mintzberg:FiveGlues,Mutual adjustment,Direct supervision,Standardisationof,Systems and procedures,Skills,Results,Exercise,Whatare the manifestations ofcorporateculture at,thisuniversity?,in the Body Shop organisation?,in the MetropolitanPolice?,For each organisation,list examples of,Values,beliefs norms,Representativerituals&ceremonials,Whatexternal intervention hasbeenevident?,Culture Characteristics,Common,uniform,pervasive,homogenous?,Unitary,Integration,Differentiation,pluralist,diversity,groupswithownsubcultures,Fragmentation,so adhocwithanomalies,inconsistencies that noculture,strong culture=performance(Luthans1995),Shared-ness,Intensity,Proposition,strong cultureleadsto success,if,the organisations structure is suited to environmentalconditions.This isa good predictor ofshort term performance.,Howwillyoudemonstratetheveracityofsuchaproposition?,CulturalEvolutionandSocialisation,Organisationalgrowth,foundersasrolemodels,EarlybusinessQuakerphilanthropists,Genericproblems(Schein1983),Adaptationandsurvivalinfaceofexternalities,Ensuringinternalintegration,Replication,applicants,Boundary,filtering,Socialisation,Peers,Rolemodels,Rewards,Training,Rites,rituals,imitation,Fullinsidermembership,Organisation,culture,Therightstuff,Iminwiththein-crowd,Bye,outsider,Packagingandtransmission,Packagingculturalelements,Mission,Corevalues,Managementstyle,Competencies,Ethicalandenvironmentalpolicy,Transmittingcultureelements,Formal,informal,Events&activitiesintheculturetransmissionsystem,HewlettPackardWay,BenandJerry,BodyShop,Disney,Corporateculture&competitivestrategy,society,industry,organisation,Corporateculture,politicalideologies,socialvalues,institutionalrelations:business,labour,govt,concentration,socialfunctionofproduct,stageinlifecycle,competitivestrategy,organisationstructure,HRsystems,competitivenicheinproductmarket,Fombrun,Tichy&Devanne,1984,StrategicHRM,Wiley,Culturaldecline,performancedecline,PetersandWatermansexcellentcompanies-manycasesarenolongerexcellent,Catchphrases:downsizing(Roach),sticktotheknitting(Peters)etc,Inertia-MarksandSpencer,IBM,Immoderation,&,excess-Marconi,Enron,Inattention-institutionalgroupthink-Met
展开阅读全文