企業(yè)文化與企業(yè)績(jī)效管理

企業(yè)文化與企業(yè)績(jī)效管理BackgroundWhataspectsofstrategicleadershipareimportanttoorganizationaleffectiveness?CEO’sattributes(behavioralcomplexity,charisma,andpaternalism)Whendoesstrategicleadershiptakeeffectsonorganizationalperformance?Situationaluncertainty(perceviedenvironmentuncertainty,organizationaltype,firmlifestage)Howdoesstrategicleadershipinfluencefirmperformance?Mechanisms(organizationalculture)Background(continue1)StrategicLeadershipStrategicleadershipisdefinedasaperson’sabilitytoanticipate,envision,maintainflexibility,thinkstrategically,andworkwithotherstoinitiatechangesthatwillcreateaviablefuturefortheorganizations(Ireland&Hitt,1999)Upperechelontheory(Hambrick&Mason,1984)strategiesandeffectivenessarethereflectionofthevaluesandcognitivebasesofpowerfulactorsintheorganizationObservableaspectsage,education,functionaltrack,financialpositiongroupcharacteristicsPsychologicalaspectscognitivebase,values,andpersonalityBackground(continue2)SituationaluncertaintyTransitionfromaplannedtoamarketeconomicsystemRestructuringofstate-ownedenterpriseSubstantialgrowthoftownshipandvillage,privatefirmsandjointventuresPerceivedenvironmentuncertaintyIndividual’sperceivedinabilitytounderstandthedirectioninwhichanenvironmentmightbechanging,thepotentialimpactofthosechangesonthatindividual’sorganization,andwhetherornotparticularresponsetotheenvironmentmightbesuccessful(Milliken,1987)DifferentorganizationaltypesFirmlifestageStrategicleadershipDemographicvariablesSmithetal,1994;Hambricketal,1996Priemetal,1999;Pitcheretal,2000;Waldmanetal,2001Behavioralcomplexitytheabilitytoactoutacognitivelycomplexstrategybyplayingmultiple,evencompetingroles,inahighlyintegratedandcomplementarywayHooijberg&Quinn,1992;Hart&Quinn,1993;Denisonetal,1995Charismatheabilityfaleadertoexercisediffuseandintenseinfluenceoverthebeliefs,values,behaviour,andperformanceofothersthroughhisorherownbehaviours,beliefs,andpersonalexleConger&Kanungo,1987;Houseetal,1991;Waldmanetal,2001StrategicLeadershipPaternalismakindofleadershipstylewhichcombinestrongdisciplineandauthoritywithfatherlybenevolenceandmoralintegritycouchedina“personalistic”atmosphereRedding,1990;Westwood,1997;Cheng,1995;Farh&Cheng,2000authoritybenevolencemoralleadershipOrganizationalcultureOrganizationalcultureApatternofbasicassumptionsthatthegrouplearnedasitsolveditsproblemsofexternaladaptationandinternalintegration,thathasworkedwellenoughtobeconsideredsolidand,therefore,tobetaughttonewmembersasthecorrectwaytoperceive,think,andfeelinrelationtothoseproblems”(Schein,1992,p.12)OutcomesoforganizatonalcultureLeaders’sinfluenceonorganizationalcultureMediatingroleoforganizatonalculture企業(yè)文化不是什么？豐富員工的業(yè)余生活聘請(qǐng)文化界人士加盟企業(yè)加強(qiáng)政治思想工作垃圾桶員工統(tǒng)一著裝開發(fā)企業(yè)口號(hào)每天唱廠歌在媒體上宣傳本企業(yè)企業(yè)文化概述企業(yè)騰飛的兩翼----先進(jìn)的科學(xué)技術(shù)和卓越的企業(yè)文化現(xiàn)象形成最佳的經(jīng)營(yíng)管理機(jī)制為目的以人為管理的主體以企業(yè)的共識(shí)為核心以群體行為為基礎(chǔ)企業(yè)文化是什么？

一個(gè)團(tuán)體在適應(yīng)外部環(huán)境與內(nèi)部整合的過程中，習(xí)得的一套價(jià)值觀，行為模式和基本假設(shè)，團(tuán)體的新成員以此作為了解，感知，思考相關(guān)問題的基礎(chǔ)。（Schein,1992)可觀察到的行為規(guī)范（習(xí)俗，傳統(tǒng)，固定的儀式等）團(tuán)體規(guī)范（內(nèi)在的價(jià)值觀，標(biāo)準(zhǔn)等）共享的價(jià)值觀念正規(guī)的企業(yè)哲學(xué)（廣義的政策及意識(shí)形態(tài)方面的原則）游戲規(guī)則（新成員必須學(xué)習(xí)的做事方法）組織氣氛具體化的技能思維習(xí)慣，心理模式，語言范式企業(yè)文化與企業(yè)的績(jī)效任何一個(gè)卓越的企業(yè)都有一種強(qiáng)勢(shì)文化“追求卓越”----八大特征IBM----尊重人才，努力創(chuàng)新，服務(wù)顧客McDonald’s----質(zhì)量，服務(wù)，整潔，物有所值Haier(海爾集團(tuán)）什么是強(qiáng)勢(shì)文化？高水平的贊同，完全的一致企業(yè)領(lǐng)導(dǎo)與企業(yè)文化企業(yè)的創(chuàng)始人，老總是企業(yè)文化建設(shè)的關(guān)鍵觀念的體現(xiàn)行為的模板實(shí)施的保障實(shí)現(xiàn)的動(dòng)力領(lǐng)導(dǎo)行為的特性與企業(yè)文化的關(guān)系行為復(fù)雜性遠(yuǎn)景設(shè)計(jì)師鼓動(dòng)家分析師目標(biāo)實(shí)施