《管理学专业英语教程（精编版）（第二版）》课件Unit 6 The Leader's Guide to Corporate Culture-v2.ppt

1、 The Leaders Guide to Corporate Culture“Culture can fluidly blend the intentions of top leaders with the knowledge and experiences of frontline employees.”-by authors Strategy vs.CultureStrategyp offers a formal logic for the companys goals and orients people around them.p provides clarity and focus

2、 for collective action and decision making.p relies on plans and sets goals and consequences for filing to do so.p incorporates adaptive elements that can scan and analyze the external environment.Culturep expresses goals through values and beliefs and guides activity through shared assumptions and

3、group norms.p is more elusive lever,because much of it is anchored in unspoken behaviors,mindsets,and social patterns.p shapes attitudes and behaviors in wide-ranging and durable ways.vShared-Culture is a group phenomenon.vPervasive-Culture permeates multiple levels and applies very broadly in an or

4、ganization.vEnduring-Culture can direct the thoughts and actions of group members over the long term.vImplicit-Culture acts as a silent language.Defining Culture Two Primary Dimensions for culture commonalities and central concepts:vPeople interactions-An organizations orientation toward people inte

5、ractions and coordination will fall on a spectrum from highly independent to highly interdependent.vResponse to change some cultures emphasize stability prioritizing consistency,predictability,and maintenance of the status quo others emphasize flexibility,adaptability,and receptiveness to change.Eig

6、ht Distinct Culture StylesEight Distinct Culture StylesCaringPurposeLearningEnjoymentResultsAuthoritySafety OrderIntegrated Culture The FrameworkEight Distinct Culture StylesFocuses on relationships and mutual trust.Work environment are warm,collaborative,and welcoming placesIt is exemplified by ide

7、alism and altruism.Work environment are tolerant,compassionate placesIt is characterized by exploration,expansiveness,and creativity.Work environments are inventive and open-minded places.It is expressed through fun and excitement.Work environments are light-hearted places Applying to both organizat

8、ional cultures and individual leaders.Eight Distinct Culture StylesIt is characterized by achievement and winning.Work environments are outcome-oriented and merit-basedIt is defined by strength,decisiveness,and boldness.Work environments are competitive placesIt is defined by planning,caution,and pr

9、eparedness.Work environment are predictable placesFocuses on respect,structure,and shared norms.Work environments are CEO methodical places Applying to both organizational cultures and individual leaders.Some Tips about the frameworkpStyles that are adjacent in the framework,such as safety and order

10、,frequently coexist within organizations and their people.In contrast,styles that are located across from each other,such as safety and learning,are less likely to be found together and require more organizational energy to maintain simultaneously.pEach style has advantages and disadvantages,and no

11、style is inherently better than another.An organizational culture can be defined by the absolute and relative strengths of each of the eight and by the degree of employee agreement about which styles characterize the organization.pA powerful feature of this framework,which differentiates it from oth

12、er models,is that it can also be used to define individuals styles and the values of leaders and employees.pInherent in the framework are fundamental trade-offs.Although each style can be beneficial,natural constraints and competing demands force difficult choices about which values to emphasize and

13、 how people are expected to behave.Integrated CultureLeader StatementsTop leaders and founders often express cultural sentiments within the public domain,either intentionally or unintentionally.Such statements can provide important clues to how these leaders are thinking about and leading their orga

14、nizations cultures.The Concept of Organizational CultureOrganization or corporate culture is the system of shared actions,values,and beliefs that develops within an organization and guides the behavior of its members.In the business setting,this system is often referred to as the corporate culture,J

15、ust as no two individual personalities are the same,no two organizational cultures are identical.Most significantly,management scholars and consultants increasingly believe that cultural differences can have a major impact on the performance of organizations and the quality of work life experienced

16、by their members.The Leaders Guide to Corporate Culture(2)v External Adaptation involves reaching goals and dealing with outsiders.The issues concerned are tasks to be accomplished,methods used to achieve the goals,and methods of coping with success and failure.v Internal integration deals with the

17、creation of a collective identity and with ways of working and living together.Functions and Components of Organizational Culture Factors affecting corporate culture performance:vGeographic regionvIndustryvStrategy,vLeadershipvCompany structurevCultureThe Leaders Guide to Corporate Culture(2)The Fea

18、tures of Different Cultural StylesvCaring-warm,sincere,relationalvPurpose purpose driven,idealistic,tolerantvLearning open,inventive,exploringvEnjoyment playful,instinctive,fun loving,The Features of Different Cultural StylesvResults achievement driven,goal focusedvAuthority bold,decisive,dominantvS

19、afety realistic,careful,preparedvOrder rule abiding,respectful,cooperativeIn a merger,designing a new culture on the basis of complementary strengths can speed up integration and create more value over time.Selecting or developing leaders for the future requires a forward-looking strategy and cultur

20、e.When aligned with strategy and leadership,a strong culture drives positive organizational outcomes.The Leaders Guide to Corporate Culture(2)InsightsIn a dynamic,uncertain environment,in which organizations must be more agile,learning gains importance.A strong culture can be a significant liability

21、 when it is misaligned with strategy.Articulate the aspiration.Use organizational conversations about culture to underscore the importance of change.Reinforce the desired change through organizational design.vFOUR LEVERS FOR EVOLVING A CULTUREUnlike developing and executing a business plan,changing

22、a companys culture is inextricable from the emotional and social dynamics of people in the organization.There have been four practices in particular lead to successful culture change:Select and develop leaders who align with the target culture.References v Management（9th edition）,Stephen P.Robbins&Mary Coulterv Practice of Management,Drucker 1954v Organizational Behavior,John R.Schermerhorn,Jr.&James G.Hunt&Richard N.Osborn 2004