《管理學專業(yè)英語教程（精編版）（第二版）》課件Unit 6 The Leader's Guide to Corporate Culture-v2

TheLeader’sGuidetoCorporateCulture“Culturecanfluidlyblendtheintentionsoftopleaderswiththeknowledgeandexperiencesoffrontlineemployees.”----byauthors

Strategyvs.CultureStrategyoffersaformallogicforthecompany’videsclarityandfocusforcollectiveactionanddecisionmaking.reliesonplansandsetsgoalsandconsequencesforfilingtodoso.incorporatesadaptiveelementsthatcanscanandanalyzetheexternalenvironment.Cultureexpressesgoalsthroughvaluesandbeliefsandguidesactivitythroughsharedassumptionsandgroupnorms.ismoreelusivelever,becausemuchofitisanchoredinunspokenbehaviors,mindsets,andsocialpatterns.shapesattitudesandbehaviorsinwide-ranginganddurableways.Shared-Cultureisagroupphenomenon.Pervasive-Culturepermeatesmultiplelevelsandappliesverybroadlyinanorganization.Enduring-Culturecandirectthethoughtsandactionsofgroupmembersoverthelongterm.Implicit-Cultureactsasasilentlanguage.DefiningCulture

TwoPrimaryDimensionsforculturecommonalitiesandcentralconcepts:Peopleinteractions-Anorganization’sorientationtowardpeopleinteractionsandcoordinationwillfallonaspectrumfromhighlyindependenttohighlyinterdependent.Responsetochange–someculturesemphasizestability–prioritizingconsistency,predictability,andmaintenanceofthestatusquo–othersemphasizeflexibility,adaptability,andreceptivenesstochange.EightDistinctCultureStylesEightDistinctCultureStylesCaringPurposeLearningEnjoymentResultsAuthoritySafetyOrderIntegratedCultureTheFrameworkEightDistinctCultureStylesCaringPurposeLearningEnjoymentFocusesonrelationshipsandmutualtrust.Workenvironmentarewarm,collaborative,andwelcomingplaces…Itisexemplifiedbyidealismandaltruism.Workenvironmentaretolerant,compassionateplaces…Itischaracterizedbyexploration,expansiveness,andcreativity.Workenvironmentsareinventiveandopen-mindedplaces...Itisexpressedthroughfunandexcitement.Workenvironmentsarelight-heartedplaces…Applyingtobothorganizationalculturesandindividualleaders.EightDistinctCultureStylesResultsAuthoritySafetyOrderItischaracterizedbyachievementandwinning.Workenvironmentsareoutcome-orientedandmerit-based…Itisdefinedbystrength,decisiveness,andboldness.Workenvironmentsarecompetitiveplaces…Itisdefinedbyplanning,caution,andpreparedness.Workenvironmentarepredictableplaces…Focusesonrespect,structure,andsharednorms.WorkenvironmentsareCEOmethodicalplaces…Applyingtobothorganizationalculturesandindividualleaders.SomeTipsabouttheframeworkStylesthatareadjacentintheframework,suchassafetyandorder,frequentlycoexistwithinorganizationsandtheirpeople.Incontrast,stylesthatarelocatedacrossfromeachother,suchassafetyandlearning,arelesslikelytobefoundtogetherandrequiremoreorganizationalenergytomaintainsimultaneously.Eachstylehasadvantagesanddisadvantages,andnostyleisinherentlybetterthananother.Anorganizationalculturecanbedefinedbytheabsoluteandrelativestrengthsofeachoftheeightandbythedegreeofemployeeagreementaboutwhichstylescharacterizetheorganization.Apowerfulfeatureofthisframework,whichdifferentiatesitfromothermodels,isthatitcanalsobeusedtodefineindividualsstylesandthevaluesofleadersandemployees.Inherentintheframeworkarefundamentaltrade-offs.Althougheachstylecanbebeneficial,naturalconstraintsandcompetingdemandsforcedifficultchoicesaboutwhichvaluestoemphasizeandhowpeopleareexpectedtobehave.IntegratedCultureLeaderStatementsTopleadersandfoundersoftenexpressculturalsentimentswithinthepublicdomain,eitherintentionallyorunintentionally.Suchstatementscanprovideimportantcluestohowtheseleadersarethinkingaboutandleadingtheirorganizations’cultures.TheConceptofOrganizationalCultureOrganizationorcorporatecultureisthesystemofsharedactions,values,andbeliefsthatdevelopswithinanorganizationandguidesthebehaviorofitsmembers.Inthebusinesssetting,thissystemisoftenreferredtoasthecorporateculture,Justasnotwoindividualpersonalitiesarethesame,notwoorganizationalculturesareidentical.Mostsignificantly,managementscholarsandconsultantsincreasinglybelievethatculturaldifferencescanhaveamajorimpactontheperformanceoforganizationsandthequalityofworklifeexperiencedbytheirmembers.TheLeader’sGuidetoCorporateCulture(2)ExternalAdaptationinvolvesreachinggoalsanddealingwithoutsiders.Theissuesconcernedaretaskstobeaccomplished,methodsusedtoachievethegoals,andmethodsofcopingwithsuccessandfailure.Internalintegrationdealswiththecreationofacollectiveidentityandwithwaysofworkingandlivingtogether.FunctionsandComponentsofOrganizationalCulture

Factorsaffectingcorporatecultureperformance:GeographicregionIndustryStrategy,LeadershipCompanystructureCulture…TheLeader’sGuidetoCorporateCulture(2)TheFeaturesofDifferentCulturalStylesCaring-warm,sincere,relationalPurpose–purposedriven,idealistic,tolerantLearning–open,inventive,exploringEnjoyment–playful,instinctive,funloving,TheFeaturesofDifferentCulturalStylesResults–achievementdriven,goalfocusedAuthority–bold,decisive,dominantSafety–realistic,careful,preparedOrder–ruleabiding,respectful,cooperativeInamerger,designinganewcultureonthebasisofcomplementarystrengthscanspeedupintegrationandcreatemorevalueovertime.Selectingordevelopingleadersforthefuturerequiresaforward-lookingstrategyandculture.Whenalignedwithstrategyandleadership,astrongculturedrivespositiveorganizationaloutcomes.TheLeader’sGuidetoCorporateCulture(2)InsightsInadynamic,uncertainenvironment,inwhichorganizationsmustbemoreagile,learninggainsimportance.Astrongculturecanbeasignificantliabilitywhenitismisalignedwithstrategy.Articulate

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