管理學(xué)第十一版Chapter3(1)

1、chapter 3orga nizati on culture and the environ merit: the con strai nts the manager: omnipotent or symbolic? 經(jīng)理：萬能的或象征性的？omnipotent view of management 管理萬能觀managers are directly responsible for an organizatiorfs success or failure管理者直接負(fù)責(zé)組織的成功或失敗。the quality of the organization is determined by the

2、quality of its managers組織的質(zhì)量取決于其管理者的質(zhì)量。managers are held most accountable for an organization's performanee.管理者對組織的績效最負(fù)責(zé)任。symbolic view of management 管理象征觀much of an organization's success or failure is due to external forces outside of managers' control. 一個組織的成功或失敗大部分是由于處于管理者控制之外的外部力量造成

3、的。 the ability of man agers to affect outcomes is in flue need an d con strai ned by exter nal factors. 管理者影響結(jié)果的能力受到外部因素的影響和制約。(the economy, customers, governmentai policies, competitors, industry conditions, technology, and the actions of previous managers)(經(jīng)濟(jì)，客戶，政府政策，競爭對手，行業(yè)狀況，技術(shù)，和以前的管理者的行為)parame

4、ters of man agerial discretion對管理權(quán)限的約束組織的外冊環(huán)境組織的文化落低理權(quán)限圖表2-1對管理權(quán)限的約東r境：約束和挑戰(zhàn)広預(yù)計家川電器的竹件額俗會實現(xiàn)彳年內(nèi)的«次瞄長但址巳經(jīng)將10%的 勺予以削械的ab ku沖公同，將繼續(xù)削減成本和更大力度地降低1產(chǎn)規(guī)模' 習(xí)卄廠口 4 .電hw只m開ummq劇出怖的廂農(nóng)從2000年劍2009organizational culture 組織文化a system of shared meanings and common beliefs held by organizational members thatde

5、termines, in a large degree, how they act towards each other.組織成員共有的能夠影響其行為方式的價值觀，原則，傳統(tǒng)和做事方式"the way we do things around here/ “我們在這里做事情的方式?！眝alues, symbols, rituals, myths, and practices 價值觀、符號、習(xí)慣、傳聞和實踐implications 含義：culture is a perception.是一種觀念。culture is shared文化被共享。culture is descriptive.

6、可以描述的。dimensions of organizational culturestrong versus weak cultures強勢文化與弱勢文化strong cultures 強勢文化are cultures in which key values are deeply held and widely held.核心價值觀被強烈堅持和廣泛共享的文化。have a strong in flue nee on orga nizati onal members.對組織成員有很強的影響力。organizational culture 組織文化sources of organizationa

7、l culture 組織文化的來源the organization's founder 該組織的創(chuàng)始人vision and mission 愿景與使命past practices of the organization 組織過去的實踐the way things have been done 做事的方式the behavior of top management 高層管理者的行為continuation of the organizational culture 組織文化的延續(xù)rcruitment of like-minded employees who "fit"

8、“適合”的、志同道合的員工的招募socialization of new employees to help them adapt to the culture新員工的社會化，以幫助他們適應(yīng)文化how an organization's culture is established andmaintain ed?如何建立和維持一個組織的文化?organization'sculturehow employees learn culture?員工如何學(xué)習(xí)文化？stories 故事narratives of sigrdficant events or actions of peopl

9、e that convey the spirit of the orga nizati on傳達(dá)組織精神的人的重大事件或行為的敘述rituals 儀式repetitive sequences of activities that express and reinforce the values of the organization 重復(fù)序列的活動，表達(dá)和加強組織的價值material symbols物質(zhì)符號和人工景觀physical assets distinguishing the organization 區(qū)分組織白勺有形資產(chǎn)language 語言acronyms and jargon

10、of terms, phrases, and word meanings spec訐ic to an organization 具體到一個組織的縮略語和術(shù)語詞匯，短語和詞的意義。how culture affects managers?文化如何影響管理者？planning 計劃the degree of risk that plans should con tain計劃應(yīng)包含的風(fēng)險程度whether plans should be developed by individuals or teams計劃是否應(yīng)該由個人或團(tuán)隊制定the degree of environmental seannin

11、g in which management will engage管理層對環(huán)境的考察程度organizing 組織how much autonomy should be designed into employees' jobs在員工工作中應(yīng)包含多少自主權(quán)whether tasks should be done by individuals or in teams任務(wù)應(yīng)該rh個人還是團(tuán)隊完成the degree to which departme nt man agers in teract with each other各部門管理者之間相互作用的程度leading 領(lǐng)導(dǎo)the deg

12、ree to which managers are concerned with increasing employee job satisfaction管理者對提高員工工作滿意度的關(guān)注程度what leadership styles are appropriate什么領(lǐng)導(dǎo)風(fēng)格是適當(dāng)?shù)膚hether all disagreementseven constructive onesshould be eliminated是否所有的意見分歧一即使是建設(shè)性的一都應(yīng)該被清楚controlling 控制whether to impose external controls or to allow empl

13、oyees to control their own actions是否實施外部控制或允許員工控制自己的行為what criteria should be emphasized in employee performance evaluations在員工績效評估中應(yīng)強調(diào)哪些標(biāo)準(zhǔn)what repercussions （反響） will occur from exceeding one's budget什么 反響將 會發(fā)生organization culture issuescreating an ethical culture 創(chuàng)造一種道德文化high in risk tolerance

14、高風(fēng)險承受能力low to moderate aggressiveness 低至適中的激進(jìn)性focus on means as well as outcomes 專注于手段和結(jié)果creating an innovative culture 創(chuàng)造一種創(chuàng)新文化這種文化包括：challenge and involvement 挑戰(zhàn)與參與freedom 自由trust and openness 信任與開放idea time詳盡表述個人想法的時間playfulness/humor包含趣味/幽默conflict resolution沖突解決方案（決策與選擇基于個人利益還是集體利益）debates辯論（是否

15、被允許表述個人觀點）risk-taking冒險（是否被提倡或被獎勵）creating a customer-responsive culture 創(chuàng)建一個客戶響應(yīng)的文化hiring the right type of employees （ones with a strong interest in serving customers）雇傭合適的員工（對服務(wù)客戶有很強的興趣）having few rigid rules, procedures, and regulations 有幾個嚴(yán)格的規(guī)定，程序和規(guī)定using widespread empowerment of employees 對員工

16、進(jìn)行廣泛授權(quán)having good listening skills in relating to customers' messages遇到客戶的信息時有著良好的傾聽技巧，providi ng role clarity to employees to reduce ambiguity and conf lict and in crease jobsatisfaction向員工提供明確的角色，減少歧義和沖突，提高工作滿意度having conscientious, caring employees willing to take initiative擁有認(rèn)真負(fù)責(zé)的、愿意主動關(guān)心他人的員

17、工spirituality and organizational culture 職場精神與組織文化workplace spirituality 職場精神the recog nition that people have an inner life that no urishes and is no urished by meanin gful work that takes place in the con text of commu nity.提倡員工通過在集體環(huán)境中從事有意義的工作來獲得對目的的感知characteristics of a spiritual organization 職

18、場精神的特征strong sense of purpose 強烈的冃的感focus on individual development 注重個體發(fā)展trust and openness 信任與開放employee empowerment 對員工授權(quán)toleration of employees' expression 對員工意見的包容ben efits of spirituality 職場精神的益處improved employee productivity 提高員工生產(chǎn)率reducti on of employee tur no ver 減少員工流失stron ger orga ni

19、zati onal performs nee 更強的組織績效increased creativity 增加創(chuàng)造力in creased employee satisfactio n 提高員工前意度increased team performance 提高團(tuán)隊績效in creased orga nizati onal performa nee 提高組織績效external environment 夕卜部環(huán)境defining the external environment 定義外部環(huán)境the forces and institutions outside the organization that

20、 potentially can affect the organization's performance.可能會影響組織績效的組織外部的力量和因素。components of the external environment 外部環(huán)境的組成部分specific environment 具體環(huán)境：external forces that have a direct and immediate impact on the organization.對組織有直接和直接的影響的外部力量。general environment 般環(huán)境： economic, socio-cultural, p

21、olitical/legal, demographic,tech no logical, and global conditions that may affect the orga nizati on.可能會影響組織的經(jīng)濟(jì)，社會文化，政治/法律，人口，技術(shù)，全球等方面的情況,the external environmentpublic pressure groupssupplierss亠上岳qtheorganizationpo5.ca-、lega"how the environment affectsmanagers?外部環(huán)境如何影響管理者?environmental uncert

22、ainty 環(huán)境不確定性外部環(huán)境的變化程度和復(fù)雜程度the extent to which managers have knowledge of and are able to predict change theirorganization's external environment is affected by:complexity of the environment 環(huán)境的復(fù)雜性:the number of components in an organizations external environment.組織外部環(huán)境中的組成成分的數(shù)量degree of change i

23、n environmental components 環(huán)境成分變化的程度:how dynamic or stable the external environment is.外部環(huán)境的活躍程度和穩(wěn)定程度environmental uncertainty matrix 環(huán)境不確定性矩陣加卅的數(shù)氐玉影響組織的績效。環(huán)境的不確定電叫 "爲(wèi)小的是-個組織的外部環(huán)境的變化程度和藥雜程度。圖表2 '喻 陣展示了這兩個方面。單元1穩(wěn)定的、可預(yù)測的環(huán)境！環(huán)境的構(gòu)成要素較少i各要素在某種程度上相似，且基本保 持不變"很少要求對這些要素的深刻了解。單元2動態(tài)的、不可預(yù)測的環(huán)境$ 環(huán)境的

24、構(gòu)成要素較少： 各要素在某種程度上相似，但會 不斷改變）很少要求對這些要素的深刻了解。單元4動態(tài)的、不可預(yù)測的環(huán)境）環(huán)境的構(gòu)成要素較多； 各要素彼此不同，且不斷改變：要求對這些要素的深刻了解?？藙趫D表23環(huán)境的不確定性矩陣單元3穩(wěn)定的、可預(yù)測的環(huán)境$環(huán)境的構(gòu)成要素較多i各要素彼此不同，且基本保持不變; 要求對這些要素的深刻了解。不確定性的第一個維度是變化程度。對于一個組織來謊，測車stakeholder relationships利益相關(guān)者的關(guān)系stakeholders利益相關(guān)者any constituencies in the organization's external envir