国际商务与管理 Organisation Culture.pdf

ORGANISATIONAL CULTURE Organisational Culture • System of beliefs, norms, values and attitudes shared by members of an organisation • Communicates the correct ways to think and act • “the way we do things around here” ROLE OF CULTURE • Culture and Performance • Dysfunctional Aspects of Culture Culture Performance • It creates a sense of identity. • It generates commitment to the organisation’s mission. • It clarifies and reinforces standards of behaviour. Dysfunctional Aspects of Culture • Neither inherently “good’ nor “bad” • Becomes a liability when Employees’ shared values do not align with corporate effectiveness ideals Organisational environment is turbulent Managerial actions harm the organisation and discourage performance improvement NATURE OF CULTURE • Levels of Culture • Uniformity v Diversity of Culture • Strong v Weak Cultures Levels of Culture • First level - Observable Culture “the way we do things around here” • Second level - Shared Values Links people together; powerful motivational mechanism • Third level - Common Assumptions taken-for-granted truths; emerges from joint experience • Iceberg metaphor Visible vs invisible components Uniformity v Diversity of Culture • Dominant culture Macro culture; gives the organisation its distinctive persona Shared by majority of members • Subcultures Micro cultures; defined by departmental structures and geographical realities Shared by minority of members Uniformity v Diversity • Countercultures Originate from mergers and acquisitions “clash of corporate cultures” Strong v Weak Cultures • Sharedness • Degree to which members share the same core values • Intensity • Degree of commitment of members to the same core values • Strong culture • Intensely held and widely share