组织行为学ppt3.ppt

组织行为学ppt3.ppt

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2008TheMcGraw-HillCompanies,Inc.Allrightsreserved.Chapter3OrganizationalCulture,Socialization,andMentoringCopyright2010bytheMcGraw-HillCompanies,Inc.Allrightsreserved.McGraw-Hill/IrwinCh.3LearningObjectives1.Defineorganizationalcultureanddiscussitsthreelayers.2.Discussthedifferencebetweenespousedandenactedvalues.3.Describethefourfunctionsoforganizationalculture.4.Discussthefourtypesoforganizationalcultureassociatedwiththecompetingvaluesframework.5.Summarizethesevenconclusionsderivedfromresearchabouttheoutcomesassociatedwithorganizationalculture.3-2Ch.3LearningObjectives6.Reviewthethreecaveatsaboutculturechange.7.Summarizethemethodsusedbyorganizationstochangeorganizationalculture.8.DescribethethreephasesinFeldmansmodeloforganizationalsocialization.9.Discussthevarioussocializationtacticsusedtosocializeemployees.10.Explainthefourdevelopmentalnetworksassociatedwithmentoring.3-3OrganizationalCultureSharedvaluesandbeliefsthatunderlieacompanysidentityWhattypesoforganizationalcultureshaveyouworkedin?

Howdoestheorganizationsculturemanifestitself?

3-4UnderstandingOrganizationalCultureAntecedentsFoundersvaluesIndustry&businessenvironmentNationalcultureSeniorleadersvisionandbehaviorOrganizationalStructure&PracticesRewardsystemsOrganizationaldesignOrganizationalCultureObservableartifactsEspousedvaluesBasicassumptionsGroup&SocialProcessesSocializationMentoringDecisionmakingGroupdynamicsCommunicationInfluence&empowermentLeadershipOrganizationalOutcomesEffectivenessInnovation&stressCollectiveAttitudes&BehaviorWorkattitudesJobsatisfactionMotivation3-5LayersofOrganizationalCultureObservableartifactsExamples?

Valuesenduringbeliefinamodeorconductorend-stateWhatisthedifferencebetweenespousedandenactedvalues?

3-6LayersofOrganizationalCultureValues（cont）Sustainabilityabilitytomakeaprofitwithoutsacrificingtheresourcesofitspeople,thecommunityandtheplanetSafeco,Microsoft,andUnileverBasicAssumptionsCertainactionswouldbeinconceivableinthisculture3-7Whichofthefollowingismostresistanttochange?

a.Observableartifactsb.Espousedvaluesc.Enactedvaluesd.BasicassumptionsTestYourKnowledge3-8FourFunctionsofOrganizationalCulture3-9YourOpinionDoorganizationshavepredominantlyoneculture?

A=Yes,B=No3-10CompetingValuesFramework3-11CompetingValuesFrameworkClanCulture:

internalfocus,valuesflexibilityValeroEnergy;SouthwestAirlines;Nucor“employeefocused”AdhocracyCulture:

externalfocus,valuesflexibilityGE,W.L.Gore,&IntelAdaptabletochangesinmarketplace3-12CompetingValuesFrameworkMarketCulture:

externalfocus,valuesstabilityandcontrolHomeDepot-Rewardsresults,productivity,customersatisfactionHierarchyCulture:

internalfocus,valuesstabilityandcontrolExelon;DellEfficiency,timeliness,andreliabilityaremeasured3-13YourOpinionIsthereonebesttypeoforganizationalculture?

A=Yes,B=NoWhyorwhynot?

3-14OutcomesAssociatedwithCulture3-15ProcessofCultureChangeEnsurealignmentofvision,strategicplans,andcultureVision:

long-termgoaldescribing“what”anorganizationwantstobecomeStrategicplan:

Along-termplanoutliningactionsneededtoachievedesiredresults3-16EmbeddingCultureinOrganizationsFormalstatementsoforganizationalphilosophyMission,vision,valuesDesignofphysicalspaceOpenfloorplanIntelSlogans&sayingsProgressisourmostimportantproduct.GeneralElectric3-17EmbeddingCultureinOrganizationsDeliberaterolemodeling,trainingExplicitrewards,statussymbolsMeasuring“How”notjust“What”LanguageJargonthatdefinesourculture,createssharedunderstandingStories,legends,mythsTheNikeStory:

JustTellIt（FastCompany,2000）3-18EmbeddingCultureinOrganizationsOrganizationalactivities,processes,oroutcomesleadersattendtoLeaderreactionstocriticalincidentsWorkflowandorganizationalstructureOrganizationalsystemsandproceduresOrganizationalgoalsandcriteriaformanaginghumanresources3-19OrganizationalSocializationPhasesPerceptualandSocialProcesses1）AnticipatorysocializationlearningthatoccurspriortojoiningtheorganizationAnticipatingrealitiesabouttheorganizationandthenewjobAnticipatingorganizationsneedsforonesskillsandabilitiesAnticipatingorganizationssensitivitytoonesneedsandvalues3-20OrganizationalSocializationPhasesPerceptualandSocialProcesses2）Encountervalues,skills,andattitudesstarttoshiftasnewrecruitdiscoverswhattheorganizationistrulylikeManaginglifestyle-versus-workconflictsManagingintergrouproleconflictsSeekingroledefinitionandclarityBecomingfamiliarwithtaskandgroupdynamics3-21OrganizationalSocializationPhasesPerceptualandSocialProcesses3）ChangeandacquisitionrecruitmastersskillsandrolesandadjuststoworkgroupsvaluesandnormsCompetingroledemandsareresolvedCriticaltasksaremasteredG