企业文化[文献翻译].docx

1、本科毕业论文（设计）外文翻译外文题目CORPORATECULTURE外文出处MANAGEMENTDECISIONVOLUME27ISSUE11989P1516外文作者LIAMGORMAN原文CORPORATECULTURELIAMGORMANWHATISCORPORATECULTURELETUSNOWLOOKMORESPECIFICALLYATTHEQUESTIONOFWHATCORPORATECULTUREIS,THETYPESOFCORPORATECULTURETHATMAYEXIST,ANDATTHEQUESTIONOFBESTFITBETWEENCULTURE,COMPANYANDEN

2、VIRONMENTSALLDEFINITIONSOFCULTUREREFERTOTHEUNDERGROUNDNATUREOFCULTUREANDTOTHEHIDDENHANDWITHWHICHCULTUREGUIDESBEHAVIOUR,THOUGHTANDFEELINGSLOOKINGATHOWCULTUREISFORMEDHELPSUSTOUNDERSTANDITSCHARACTERANDIMPACTSCHEINL,FORINSTANCE,POINTSOUTTHATCULTUREISTHETOTALOFTHECOLLECTIVEORSHAREDLEARNINGOFTHEGROUPASITD

3、EVELOPSITSCAPACITYTOSURVIVEINITSEXTERNALENVIRONMENTANDTOMANAGEITSOWNINTERNALAFFAIRSITCOMPRISESTHESOLUTIONSTOEXTERNALANDINTERNALPROBLEMSTHATHAVEWORKEDINTHEPASTANDTHATARETAUGHTTONEWMEMBERSASTHECORRECTWAYTOPERCEIVE,THINKABOUTANDFEELINRELATIONTOTHOSEPROBLEMSCULTUREISCOMPOSEDOF1VALUESANDASSUMPTIONSWHICHP

4、RESCRIBEWHATISIMPORTANT2BELIEFSONHOWTHINGSWORK3BEHAVIOURALNORMSASETOFATTITUDESTHATAREEASIERTODECIPHERTHANVALUESANDASSUMPTIONSINTHEPAST,CULTUREWASTHOUGHTOFASASETOFATTITUDESATTHEBOTTOMOFORGANIZATIONSWHICHCOULDBEPROBLEMATIC,INTHATITWASFREQUENTLYANANTIMANAGEMENTCULTUREANDTHUS“BAD“ITWASASSUMEDTHATMANAGEM

5、ENTHADTHE“RIGHT“ATTITUDES,ORATTITUDESINSUPPORTOFCOMPANYGOALSCULTURE,HOWEVER,OPERATESATALLLEVELS,ANDWEARENOWMOREAWARETHATTHERECANBEASPECTSOFCULTUREAFFECTINGALLHIERARCHICALLEVELSWHICHCANBESELFDEFEATINGFORTHEORGANISATIONPASTCRISES,ACHIEVEMENTS,SUCCESSESANDFAILURESLEADTOTHECREATIONOFASSUMPTIONSABOUT1REA

6、LITYYOUCANNOTTRUSTBANKS2TRUTHPEOPLEAREACOMPANYSMOSTIMPORTANTASSET3TIMEYOUMUSTALWAYSBESEENTOBEBUSY4HUMANNATUREWOMENARELESSCOMMITTEDTOWORKTHANMEN5HUMANRELATIONSHIPSDONOTLETSUBORDINATESGETCLOSETOYOUTHECONDITIONSUNDERWHICHPASTORGANISATIONALISSUESANDPROBLEMSWERERESOLVEDDONOTREMAININTHECONSCIOUSNESSOFTHEO

7、RGANISATIONRESPONSESTOTHESECONDITIONSBECOMEAUTOMATICANDACCEPTEDASTHEWAYTHINGSAREDONEINTHISWAY,SEVERELIMITATIONSARESETONINDIVIDUALSBEHAVIOURANDTHOUGHT,ANDTHESTRONGBUTHIDDENIMPACTOFCULTUREISESTABLISHEDTHISISNOTTOSAYTHATBECAUSECULTUREEMBODIESPASTSOLUTIONS,ITISINAPPROPRIATEPERSEOBVIOUSLY,SOMESOLUTIONSFO

8、UNDINTHEPASTDONOTHAVEAPPLICATIONSINTHEPRESENT,EGTHEWHEELTHEDANGER,HOWEVERISTHATTHEPROBLEMSFACINGANORGANISATIONMAYUNDERGOCHANGE,ANDTHEPASTSOLUTIONSANDMETHODSMAYBEINAPPROPRIATETOTHENEWPROBLEMSMOREDEVASTATINGLY,DECISIONMAKERSMAYBEUNAWAREOFHOWTHEHIDDENFORMSOFCULTUREAREINFLUENCINGTHEMCULTURECANINFLUENCEW

9、HATMANAGERSSEE,ANDTHUSHOWTHEYRESPONDLORSCH2CONTENDSTHATTHEBELIEFSTHATTOPMANAGEMENTHOLDCANINHIBITSTRATEGICCHANGEINTWOWAYS1BELIEFSCANPRODUCEASTRATEGICMYOPIALEADINGTHEMTOSEEEVENTSWITHTUNNELVISION,ANDTHISLEADSTHEMTOOVERLOOKTHESIGNIFICANCEOFCHANGINGEXTERNALCONDITIONS2WHENTOPMANAGEMENTRECOGNIZESTHENEEDFOR

10、STRATEGICCHANGE,THEYRESPONDWITHINTHEIREXISTINGCULTURE,USINGRESPONSESTHATHAVEWORKEDINTHEPASTINTHISWAY,YESTERDAYSSOLUTIONSMAYBECOMETODAYSPROBLEMSVARIATIONSINCULTURECULTURECANVARYFROMONEORGANISATIONTOANOTHER,OREVENWITHINONEORGANISATIONITVARIESALONGSUCHDIMENSIONSASSTRENGTH,PERVASIVENESS,DIRECTIONANDOBVI

11、OUSLY,CONTENT1STRENGTHOFCULTUREREFERSTOTHEEXTENTTOWHICHMEMBERSOFANORGANISATIONEMBRACETHEVALUESOFTHECULTURECUSTOMERSERVICE,FORINSTANCE,WILLTAKEAHIGHERPRIORITYINSOMEORGANISATIONSTHANINOTHERS2PERVASIVENESSREFERSTOTHEEXTENTTOWHICHBELIEFSANDVALUESARESHAREDAMONGSTDEPARTMENTSINANORGANISATIONCULTUREDEPENDSO

12、NEXPERIENCEANDDEPARTMENTSARELIKELYTOHAVEDIFFERENTPROBLEMSTOSOLVE,DIFFERENTEXPERIENCESAND,HENCE,DIFFERENCESINCULTURE3DIRECTIONREFERSTOTHEEXTENTTOWHICHTHECULTUREEMBODIESBEHAVIOURINLINEWITHTHEEXPRESSEDSTRATEGYOFTHEORGANISATION,ORBEHAVIOURCOUNTERTOTHEEXPRESSEDSTRATEGYFOREXAMPLE,THEEXISTENCEOFALTERNATIVE

13、CULTURESARISINGFROMTRADEUNIONCOMMITMENTSHAVE,ONOCCASION,THREATENEDTHESURVIVALOFSOMEBUSINESSORGANISATIONSOVERALLTHEN,ACULTURECANBESAID,FROMAMANAGERIALVIEWPOINT,TOBEPOSITIVEIFITCREATESBEHAVIOURCONSISTENTWITHTHEEXPRESSEDSTRATEGYIFITCONSTITUTESVALUES“OWNED“BYMEMBERSATALLLEVELSITHASNEGATIVEIMPACTIF,FORIN

14、STANCE,THECULTUREISSUCHTHATITISSTRONGANDPERVASIVEBUTANTAGONISTICTOCOMPANYGOALSTHENTHEORGANISATIONHASBIGPROBLEMSINTHESTRATEGYAREAEQUALLY,IFITISSTRONGANDSUPPORTIVEOFCOMPANYGOALSBUTONLYSUBSCRIBEDTOBYONEGROUPINTHEORGANISATION,THISTOOHASADVERSESTRATEGYIMPLICATIONSTHEAPPROPRIATECULTUREFORANORGANISATIONTHE

15、APPROPRIATECULTUREFORANORGANISATIONDEPENDSONMANYFACTORS,INCLUDINGTHEAGEOFTHEORGANISATION,ITSMARKET,ITSGEOGRAPHICALLOCATION,HISTORYANDEVENTHEPREFERENCESOFTHECHIEFEXECUTIVEANDTOPMANAGEMENTORGANISATIONSWHICHOPERATEINDYNAMICENVIRONMENTSINWHICHCONSUMERPREFERENCESCHANGERAPIDLY,TECHNOLOGYDEVELOPMENTSOCCURF

16、REQUENTLY,ANDCOMPETITIONISINTENSE,PLACEAGREATEMPHASISONCREATIVITY,INNOVATIONANDADAPTABILITYHOWEVER,INGOVERNMENTDEPARTMENTS,HOSPITALS,WELFAREINSTITUTIONSETC,STABILITY,PREDICTABILITYANDGETTINGITRIGHTATALLCOSTSMAYBEMOREAPPROPRIATEVERYSTRONGCULTURES,TOO,CANHAVEDISADVANTAGES,ASWELLASADVANTAGESAMAJORDISAD

17、VANTAGEISTHATTHEYCANPROVEPARTICULARLYRESISTANTTOCHANGEAWARENESSOFONESCULTURE,ITSSTRENGTHSANDWEAKNESSESANDITSAPPROPRIATENESSTOITSENVIRONMENT,MAYBEAMOREBASICELEMENTTHANFACTORSSUCHASSTRENGTHANDPERVASIVENESSITISIMPORTANTTOKNOWONESCULTUREBEFOREONETHINKSABOUTCHANGEITMAYBEMOREAPPROPRIATETOTAILORONESSTRATEG

18、YTOONESCULTURE,RATHERTHANTHEOTHERWAYROUNDTHEFUNCTIONSOFCULTURETHEFUNCTIONSOFCULTUREARE1TRANSMISSIONOFLEARNINGTHROUGHTHEORGANISATIONCULTURE,MEMBERSLEARNTOPERCEIVEREALITYINAPARTICULARWAY,TOMAKECERTAINASSUMPTIONSABOUTWHATISIMPORTANT,HOWTHINGSWORKANDHOWTOBEHAVE,THUSREDUCINGCOMPLEXITY2TOUNITETHEORGANISAT

19、IONCONSISTENCYINOUTLOOKANDVALUEMAKESDECISIONMAKING,CONTROL,COORDINATIONANDCOMMONPURPOSEPOSSIBLEATALLLEVELS3TOGIVEMEANINGTOMEMBERSOFANORGANIZATIONPEOPLENEEDTOFINDMEANINGINTHEIRLIVESITISIMPORTANTTHATTHEYFEELTHATTHEYAREPARTOFATEAMLOSSOFMEANING,THROUGHTHEDESKILLINGOFJOBS,FOREXAMPLE,CANRESULTINTHEDEVELOP

20、MENTOFACULTUREWHICHEXCLUDESMANAGEMENT4TOHANDLESTRONGEMOTIONSEMOTIONSRANGINGFROMANGER,AGGRESSIONANDFEARTOHOPEANDENTHUSIASMAREHANDLEDACCORDINGTOTHECULTUREOFANORGANISATIONHOWTOUNDERSTANDYOURCORPORATECULTURETHEREAREANUMBEROFTYPICALCULTURALINDICATORSTHATHELPAMANAGERTOUNDERSTANDHIS/HERCULTURESTORIESANDMYT

21、HSMANYORGANISATIONSARECONFRONTEDWITHOVERWHELMINGUNCERTAINTY,CONFLICTSOFINTERESTANDOFTENINCOMPREHENSIBLECOMPLEXITYTHROUGHTHECULTURESMYTHS,METAPHORSANDSYMBOLS,ADIFFERENTWORLDISCREATED,AWORLDINWHICHTHEPERCEPTIONOFCOMPLEXITYISREDUCED,ONEINWHICHTHEORGANIZATIONSEEMSTOHAVEMORECONTROLANDTOENGAGEINRATIONALAC

22、TIONEXAMPLESOFMYTHSINCLUDE1“TOOMUCHANALYSISISBAD“2“ITWILLBEOKONTHEDAY“3“WEAREATOURBESTUNDERPRESSURE“ORGANISATIONSMIGHTALSOCONSIDERTRYINGTOINFLUENCETHECULTUREDIRECTLYBYCREATINGMYTHS,PARABLESANDMETAPHORSTHATWILLEXCITEPEOPLEABOUTPROBLEMSFACINGTHEORGANISATIONORTHATWILLENERGISEPEOPLEBYCREATINGHOPEORSUCCE

23、SSFEELINGSBYREMINDINGTHEMOFDIFFICULTIESTHATHAVEBEENOVERCOMEITHASBEENCONFIRMEDTHATTHEPERSUASIVEPOWEROFANECDOTE,STORYANDMETAPHORSHAVEAGREATERINFLUENCETHANTHEPERSUASIVEPOWERSOFSTATISTICALINFORMATIONTHEREFORE,DELVINGINTOTHESTORIESANDMYTHSOFANORGANISATIONCANLEADTOANUNDERSTANDINGOFTHECULTURE,ANDATTHESAMET

24、IMEPROVIDEUSWITHAPOSSIBLEMECHANISMFORPROMOTINGCHANGESYMBOLSANDTHEIRMEANINGSASWELLASSYMBOLSOFPOWERANDSTATUS,PHYSICALSURROUNDINGSAREALSOSYMBOLICALLYIMPORTANTCORPORATELOGOSANDLIVERIESCONVEYSTYLEANDIDENTITYTHELOCATIONOFANORGANISATIONWITHINACITYANDTHETYPEOFBUILDINGUSUALLYSAYSOMETHINGABOUTTHEORGANISATIONS

25、VALUESTHECARETAKENWITHHOUSEKEEPINGCANGIVEEVIDENCEOFATTENTIONTOQUALITY,JUSTASTHEQUALITYOFPHYSICALSURROUNDINGSFORLOWERLEVELEMPLOYEESDEMONSTRATESHOWTHEYAREVALUEDTHESEAREEXAMPLESOFHOWOBSERVERSCANGOBEYONDVERBALMESSAGESTOGETINTOUCHWITHTHEVALUESYSTEMOFTHEORGANISATIONRITUALSANDCEREMONIESAPUBLICCELEBRATIONOF

26、BELIEFSANDVALUESRITUALSANDCEREMONIESSERVETHEPURPOSEOFCELEBRATINGDISTINCTIONATASENIORLEVEL,OROFREWARDINGSPECTACULARCONTRIBUTIONSATALLLEVELSTHEFUNCTIONSOFCEREMONIESINCLUDE1INTEGRATIONANDCOHESION,EGWEAREALLINTHISTOGETHER2REASSURANCEOFTHESTRENGTHOFTHEORGANISATION3RALLYINGSUPPORTINANEFFORTTOSUSTAINORIMPR

27、OVETHEORGANISATION4ENABLINGPEOPLETOCASTOFFTHEIRROLESANDORGANISATIONALMASKSANDPRESENTOTHERASPECTSOFTHEMSELVESHEROMYTHSSOMEORGANISATIONSLIMITTHEIRHEROESTOASMALLPOWERFULGROUP,WHEREASOTHERSCREATEHEROMYTHSATALLLEVELSANDACROSSALLFUNCTIONSTHEVALUESOFHARDWORK,EXCEPTIONALCOMMITMENTTOAPARTICULARGOAL,ACCEPTANC

28、EOFPERSONALRESPONSIBILITYANDSUSTAINEDEFFORTINGAININGCONFIDENCECANBEREINFORCEDTHROUGHHEROMYTHSHEROMYTHSSERVEMANYPURPOSES1THEYSERVETOSETSTANDARDSOFPERFORMANCE2THEYSHOWTHATWITHEFFORT,SUCCESSISATTAINABLE3THEYPROVIDETHEROLEMODELSFORTHEORGANISATION4THEYSYMBOLISETHEORGANISATIONTOTHEOUTSIDEWORLDHOWEVER,HERO

29、MYTHSCANBEDYSFUNCTIONALINACOUNTERCULTURE,FORINSTANCE,HEROMYTHSMAYFOCUSONTHOSEWHOHAVETRIUMPHEDINANINTERDEPARTMENTALCONFLICT,ORBYCONFORMING“TOGETALONG,GOALONG“ORTHEYMAYENSHRINETHESUCCESSOFLOWTRUSTAPPROACHES“DOUNTOOTHERSBEFORETHEYDOUNTOYOU“TABOOSORGANISATIONSGENERALLYRESERVETHEIRSTRONGESTSANCTIONSFORBR

30、EACHESOFTABOOSTABOOSARENOTUSUALLYMADEEXPLICIT,NORARETHECONSEQUENCESOFVIOLATINGTHEMTHEOUTCOMEFROMOFFENDINGAGAINSTATABOOTYPICALLYINVOLVESDISMISSAL,SOCIALISOLATIONORHUMILIATIONFREQUENTLY,TABOOSDONOTBECOMEPUBLICUNTILTHEYAREVIOLATED,ANDPEOPLEDONOTEVENTALKABOUTTHEMINFAMILYFIRMSATABOOCANBECONCERNEDWITHDISA

31、GREEINGSTRONGLYWITHONEOFTHEFOUNDINGFAMILYSOMEORGANISATIONALTABOOSCENTREONNOTCHALLENGINGTHEMORALASSUMPTIONSBEINGMADEBYTHEBUSINESSTHEREALDANGEROFSUCHTABOOSISTHATTOLERANCEWITHINSOCIETYFORTHESEASSUMPTIONSMAYBEGINTOCHANGEUNNOTICEDBYTHEORGANISATIONPRECISELYBECAUSEOFTHETABOOELEMENT,ANDEVENTUALLYLEADTOSUCHS

32、EVEREPROBLEMSFORTHEORGANISATIONSTHATSURVIVALCANBETHREATENEDPOSSIBLEEXAMPLESWOULDBECIGARETTEMANUFACTURERS,ORCOMPANIESWITHAHISTORYOFATMOSPHERICORENVIRONMENTALPOLLUTIONRITESOFPASSAGERITESOFPASSAGEAREAPARTICULARTYPEOFCEREMONYANDINCLUDEINITIATIONRITES,PROMOTION,DISMISSAL,ANDRETIREMENTINITIATIONRITESINVOL

33、VEAFORMALINITIATIONINTOSOMEVERBALLYEMBRACEDCULTUREANDLATERAFURTHERINITIATIONINANINFORMALWAYINTOTHEREALCULTURETHISCONTRASTININITIATIONISHIGHLYSIGNIFICANTINUNDERSTANDINGTHEORGANISATIONRETIREMENTRITES,WHILESEEMINGTOBEABOUTINDIVIDUALS,AREUSUALLYTHEOCCASIONSFORSTORIES,SPEECHESANDANECDOTESWHICHREINFORCEPA

34、RTICULARCULTURALVALUESDISMISSALRITESAREOFTENUSEDTOSUGGESTTHATTHEORGANISATIONISNOWCLEANSEDOFSOMEDEVIANTBEHAVIORORPOORPERFORMANCEBYTHEFIRINGOFASINGLEINDIVIDUAL,EVENTHOUGHMANYOTHERSTYPICALLYCOULDHAVEBEENHELDRESPONSIBLEDISMISSALRITESAREALSOUSEDTOSHOWTHATFIRINGISNOTARBITRARYORUNFAIR,BUTASYSTEMATICANDJUDI

35、CIALPROCESSHASBEENCONDUCTEDSTRUCTURE,CONTROLSYSTEMSANDFORMALITYOFRELATIONSHIPSORGANISATIONSWITHMANYLEVELSANDWELLDOCUMENTEDPROCEDURESFORDECISIONMAKINGAREUNLIKELYTOREFLECTACULTUREWHICHPUTSAPREMIUMONRISKTAKING,ASOPPOSEDTOGETTINGITRIGHTATALLCOSTSTHECOMPENSATIONSYSTEMINORGANISATIONSCANALSOPROVIDEANOBVIOU

36、SCLUEABOUTVALUESSALARYSCALESINWHICHEMPLOYEESPROGRESSINORDERLYINCREMENTSOVERALONGPERIODARELIKELYTOREFLECTVALUESOFLOYALTYRATHERTHANVALUESOFACHIEVEMENTREVIEWOFSTRATEGICDECISIONSOVERAPERIODOFTIMECANALSOPROVIDEPOINTERSTOTHENATUREOFTHECULTURE,SINCEITCANINDICATETRENDSANDDIRECTIONSTHECOMPANYISTAKINGANDTREND

37、SINTHEOPTIONSWHICHAREBEINGDISCARDEDINFACT,ITHASBEENSUGGESTEDTHATAGOODWAYTOUNDERSTANDTHEDEEPESTASSUMPTIONSOFACULTUREISTOREVIEWTHESTRATEGICDECISIONMAKINGPROCESS,PAYINGPARTICULARATTENTIONTOTHECOURSESOFACTIONTHATHADBEENREJECTEDINTHATPROCESSCULTURALCHANGETHERESPONSIBILITYFORSTRATEGYFORMULATION,FORIDENTIF

38、YINGTHENEEDFORCULTURALCHANGEANDFORPURSUINGTHISCHANGELIESWITHTOPMANAGEMENTANDTHECHIEFEXECUTIVETHEREAREANUMBEROFUNDERLYINGISSUESTHATTOPMANAGEMENTMUSTRECOGNISEIFTHEYARETOCOMETOTERMSWITHCULTUREANDCULTURALCHANGE1THEYMUSTRECOGNISETHATINMOSTORGANISATIONSTOPMANAGEMENTHASCOMETOTHEFOREONTHEBASISOFWISDOM,SOLUT

39、IONSANDPERFORMANCETHATMAYNOWBEINNEEDOFCHANGETHEQUESTIONINGOFACULTURE,HOWEVER,MAYWELLTHREATENCAREERS,STATUSES,POWERSTRUCTURESANDSELFIMAGESOFTENCULTURALCHANGEOCCURSWHENACHIEFEXECUTIVEISAPPOINTEDAND/ORSIGNIFICANTCHANGESAREMADEINTHETOPMANAGEMENTTEAMINMANYCASESCULTURALCHANGEHASARISENDUETOFORCESOUTSIDETHE

40、ORGANISATION,EGCUSTOMERS,BANKS,GOVERNMENTORLOSSOFMARKETSHARE2MANAGERSSHOULDBEAWARETHATCULTUREISFORMEDNOTONLYBYTHEORGANISATIONSCONTACTWITHTHEENVIRONMENT,BUTALSOTHROUGHMEMBERSCONTACTWITHEACHOTHERMEMBERSOFORGANISATIONSMUSTLEARNNOTONLYHOWTOBEATTHECOMPETITION,ANDHOWTOHANDLEOUTSIDEFORCESTHEYMUSTALSOLEARNH

41、OWTODEALWITHEACHOTHERANDTHEIRNEEDSFORPOWERTHEYMUSTLEARNTOHANDLEANDCONTROLFEAR,ANXIETYANDAGGRESSIONTOWARDSEACHOTHEREQUALLY,THEYMUSTLEARNHOWTORELEASETHEIRCAPACITIESFORCREATIVITY,COOPERATION,HOPEANDFUNOURFEARSLEADTOCONSTRICTIONOFOURTHOUGHTANDEXCESSCAUTIONINOURACTIONS,LEADINGTOINDERDEPARTMENTALPROTECTIV

42、ENESSANDORGANIZATIONALTENTATIVENESSTHATCANLEADTOTHEDECLINEANDFALLOFMANYORGANISATIONS3CULTUREISPERPETUATEDBYRANDOMREINFORCEMENTTHEASSUMPTIONS,VALUESANDBELIEFSTHATMAKEUPCULTUREAREBASEDONPASTEXPERIENCESUCCESSESANDFAILURESPASTSUCCESSESLEADTOANASSUMPTIONTHATSIMILARMEASURESWILLRESULTINORGANISATIONALSUCCES

43、SINTHEPRESENTANDFUTUREAFTERAFEWSUCCESSESWITHTHEUSEOFSUCHMEASURES,THEIRRELEVANCECEASESTOBECHALLENGEDANDEXAMINEDANDTHEYBECOMEGIVENSORASSUMPTIONSABOUTTHENATUREOFREALITYACTIONSARISINGFROMSUCHASSUMPTIONSARERANDOMLYREWARDEDANDSOBECOMEDIFFICULTTODISLODGEPASTFAILURESINDUCEAVOIDANCELEARNINGWHEREBYTHEINDIVIDU

44、AL,ORBYANALOGY,THEORGANISATION,ISREWARDEDBYAREDUCTIONOFANXIETYWHENEVERTHEPASTTHREATENING,DANGEROUSBEHAVIOURORSITUATIONISAVOIDEDINTHEMEANTIME,HOWEVER,CIRCUMSTANCESINTHEPRESENTORFUTUREMAYHAVECHANGEDRADICALLYSOTHATBEHAVIOURPREVIOUSLYPUNISHEDMAYNOWBEREWARDED4APARTFROMPLANNEDCULTURALCHANGE,SOMEINCIDENTAL

45、OPPORTUNITIESFORCHANGECANARISETHATSHOULDNOTBEOVERLOOKEDTHESEINCLUDETHEAPPOINTMENTOFANEWCHIEFEXECUTIVE,THEINTRODUCTIONOFNEWTECHNOLOGYORTHERESTRUCTURINGOFTHEMANAGEMENTTEAMTHESECHANGESOFTENDONOTWORKASPLANNEDBECAUSETHEEXISTINGCULTUREISCHALLENGEDANDTHECHANGESARECONSEQUENTLYRESISTEDBECAUSETHECULTURALISSUE

46、SHAVEBEENOVERLOOKED译文企业文化利亚姆哥曼什么是企业文化现在，让我们更具体地来看一下什么是企业文化，企业文化可能存在的类型，还有文化、企业和环境之间的最佳配合问题。文化的所有定义都指向文化深层的本质及其引导行为、思想和情感的那股看不见的势力。看看文化是怎样形成的，能帮助我们理解它的特点和影响。SCHEINL，例如，指出文化是集体的或共享的团队知识的总合，正如它开发自己的能力以继续存在于它的外部环境中并管理它的内政。它包括内部和外部问题的解答，这种解答过去是凑效的，现在又被教给新成员作为理解、思考和感觉那些问题的正确方式。文化的构成（1）规定了什么是重要的价值和假设；（2）事物

47、如何运作的信念；（3）行为规范一套比价值和假设更容易辨认的态度；过去，文化被认为是组织底部的一套属性，它可能是有问题的，它常常是一种反管理文化并且因此是坏的。假设是，管理部门有正确的态度，或者是支持公司目标的态度。然而，文化在各个层次都起作用，并且现在我们更清楚在那些文化的某些方面会影响组织的所有层次的地方，可为组织战胜自我。过去的危机、成就、成功和失败导致产生如下假设1真实（你不能相信银行）2真理（人们是公司最重要的资产）3时间（人们必须总是看见你忙碌）4人类的本性（对于工作，女性比男性承诺的更少）5人际关系（不要让属下亲近你）过去解决组织上的事件和问题的条件，并没有遗留在组织成员的意识里。

48、对这些状况的应对变成自动的和公认的了，正像做这些事的方式（是自动的和公认的）。通过这种方式，严格的限制设立在个人行为和思想上，而文化的强大的隐藏的影响便确立了。这并不是说文化包含了过去的解决办法，它本身就是不适合的。明显的，过去发现的解决办法如今并没有得到应用，例如，车轮。危险是，无论如何，面临问题的组织将经历变革，并且过去的解决办法可能不适用于新问题。更具毁灭性的是，决策者可能没意识到文化的隐藏形式如何影响他们。文化可以影响管理者们的所看见的，继而影响他们如何作答。LORSCH2主张，最高管理部门持有的信念可以从两方面抑制战略的变化1信念可以产生一种战略近视，导致他们用隧道视野看待事件，并导

49、致他们忽视具有意义重大的外部条件的改变。2当最高管理部门意识到改变策略的需要时，他们在现存的文化内用过去有用的来应对。如此，昨日的解决方法变成了今日的问题。文化中的变动不同企业的文化不同，甚至同一企业的文化也不同。它在这些方面不同在力度、分布、方向（不同）及明显地，在内容上（不同）。1文化力度指的是企业成员接受文化价值的广度。例如，顾客服务比其它方面，在某些企业享有更高的优先权。2分布指的是一个企业的部门间共享的信念和价值的广度，文化依赖于经验，而不同部门可能有不同的难题要解决，因不同的经验而引致的不同文化。3方向指的是文化包含的与企业表达的政策一致或相反的行为的广度。例如，在工会的约定中产生的非主流文化的存在，偶尔会威胁某些经营企业的生存。总之，从管理的角度来说，如果文化创造的行为与表达的策略一致，如果文化由它不同水平的成员拥有的价值组成，如果那么它就是积极地。文化也有消极的影响，例如，文化是如此强势如此普遍，却与公司目标敌对，于是，该企业在策略领域有了更大的难题。同样地，如果文化是强势的并支持公司目标，但只受企业的一个团体支持，这也有不利的策略牵连。适合企业的文化适合企业的文化依赖于许多因素，包括企业的年龄，企业的市场，企业的地理位置，企业的历史甚至首席执行官和顶级管理层的偏爱。在企业运营的动态环境中，顾客的偏爱迅速改变，技术突破常常发生，竞争相当激烈，