1、Chapter 4Managing Within Cultural ContextsnExplain why a thorough understanding of culture is important for all mangers.解釋出為何了解一個文化對所有管理者的重要性nDefine culture.文化的定義nExplain how culture affects managerial behavior and practices.解釋出文化如何影響管理行為及實務After studying this chapter, you should be able to:2005 Pre
2、ntice HallnDescribe the role of fundamental assumptions in corporate, regional, or national cultures.敘述出公司、區域及國家文化的基本角色nMap aspects of culture in terms of the extent to which they are deeply held and widely shared. 以文化地圖方面來敘述他們所了解的深度及寬度After studying this chapter, you should be able to:2005 Prentice
3、 HallnDescribe the key strategies managers can use to create and change culture.敘述管理者用來創造及改變文化的關鍵策略nExplain the differences between and describe the implications of high and low context cultures.解釋高處境與低處境文化涵義的相異性After studying this chapter, you should be able to:2005 Prentice HallnCulturenLearned se
4、t of assumptions, values, and behaviors 學習提出假設, 價值觀, 以及行為nAccepted as successful 接受成功論nPassed on to new comers 傳承給新來的人nCulture begins when a group of people faces a set of challenges 文化起源於一個團體所面臨的挑戰nCulture evolves and changes with time文化的逐漸形成及時代的挑戰2005 Prentice HallnImpact of Culture on Behavior 行為
5、上的文化衝擊nHow people observe and interpret the business world around them人們如何觀察及解釋身旁的商業世界nCan lead to different beliefs about “right” behaviors如何將不同事物轉變為對的行為nSubordinates who identify with the culture of a unit or company are likely to try harder to make it successful分公司必須要努力適應以符合與母公司相同的企業文化2005 Prenti
6、ce Hall0%10%20%30%40%50%60%80%70%SwedenHollandUSADenmarkUKSwitzerlandBelgiumGermanyFranceItalyIndonesiaJapan“重要的是，一個管理者對於其部屬在工作中所提出的問題須有明確的答案 ”787366534644382723181710Adapted from Exhibit 4.1: Cultural Differences Among Managers2005 Prentice HallnCultural diversity in the workplace 職場裡的文化多樣性nGlobali
7、zation 全球化nIncreasingly culturally diverse U.S. workforce美國職場日增的文化地多樣 nCulture as a management tool 文化猶如一項管理工具nOnce established, culture guides employee behaviors without overt or constant supervision 文化指引著員工行為，而不必過度監督nManagers must be careful what they instill as the cultural values of the unit (or
8、ganization) 管理著必須謹慎於組織文化的價值觀2005 Prentice Halln人工製品 Artifacts: visible manifestations of a culture such as its art, clothing, food, architecture, and customs 實際物品n價值觀 Values: enduring beliefs that specific conduct or end states which are personally or socially preferred to others 為個人或社會所推崇n假說 Assump
9、tions: the beliefs about fundamental aspects of life lying below the surface, but supporting the culture 不在於表面的基本理念，但呼應著文化Adapted from Exhibit 4.2: Managing Within Cultural Contexts2005 Prentice HallnCultural assumptions 文化的假說 nCertain cultural values and behaviors are only possible with certain und
10、erlying cultural assumptions 某種文化只應對於某種假說nAn understanding of assumptions is necessary to understand, change, or even create a new culture 假說的理解是必須要經由理解、改變，甚至創造一個新的文化Assumptions(Hidden)2005 Prentice HallSpecific AssumptionsSpecific AssumptionsManagerial ImplicationsManagerial ImplicationsPeople are
11、meant to dominate the environmentPeople must coexist harmon-iously with the environmentHumansand the EnvironmentFirms should seek positions that allow them to coexist with othersStrategic plans should be developed to enable the firm to dominate its industryAdapted from Exhibit 4.3: Basic Assumptions
12、 and Their Management Implications2005 Prentice HallSpecific AssumptionsSpecific AssumptionsManagerial ImplicationsManagerial ImplicationsPeople are generally lazyWork is as natural as play for peopleHumanNatureProvide people with opportunities and responsibilities and encourage their developmentImp
13、lement systems for monitoring be-havior and establish clear punishment for undesired behaviorAdapted from Exhibit 4.3: Basic Assumptions and Their Management Implications2005 Prentice HallSpecific AssumptionsSpecific AssumptionsManagerial ImplicationsManagerial ImplicationsIndividuals have certain r
14、ights and freedomsPeople exist because of others and owe an obligation to themHumanRelationshipsCooperation with and contributions to the group should be evaluated and rewardedIndividual performance should be measured and rewardedAdapted from Exhibit 4.3: Basic Assumptions and Their Management Impli
15、cations2005 Prentice HallSpecific AssumptionsSpecific AssumptionsManagerial ImplicationsManagerial ImplicationsPeople create their own destinies and must plan for the futurePeople should react to and enjoy whatever the present providesHumanActivityPlanning the future only gets in the way of enjoying
16、 the presentPeople who fail to plan should plan to failAdapted from Exhibit 4.3: Basic Assumptions and Their Management Implications2005 Prentice HallSpecific AssumptionsSpecific AssumptionsManagerial ImplicationsManagerial ImplicationsTruth objectively existsTruth is what is socially acceptedTruth
17、and RealityOpinion leaders are how you influence people and decisionsFacts and statistics are how you convince and influence peopleAdapted from Exhibit 4.3: Basic Assumptions and Their Management Implications2005 Prentice HallSpecific AssumptionsSpecific AssumptionsManagerial ImplicationsManagerial
18、ImplicationsTime is like a river, what you dont use wisely today is gone foreverTime is like a lake, what you dont use today will be there tomorrowTimeTaking advantage of the moment is valued. Arriving late for appointments is not a character flawTime management is a critical skill. Appointments are
19、 made well in advance and punctuality is valuedAdapted from Exhibit 4.3: Basic Assumptions and Their Management Implications2005 Prentice HallnCultural Values 文化的價值nEnduring beliefs that specific conduct or end states of existence are personally and socially preferred to others為個人或社會所推崇nManagerial v
20、alues are enduring beliefs about specific ways of managing and conducting business that are deemed successful enough to be passed on管理價值觀靠著特定管理來維持其耐久性，以便能成功傳承下去Values2005 Prentice HallHumanitys Relationship to the EnvironmentShould we dominate the environment? How right is logging, mining or buildin
21、g dams?Nature of Human NatureAre people basically good or evil?Are workers basically self-motivated or lazy?Humanitys Relationship to the EnvironmentShould people be treated as equals?Are hierarchical and status difference right and natural?Are individuals more important than groups?Should individua
22、l interests be subjected to those of the group?Adapted from Exhibit 4.4: Questions to Get at Cultural Assumptions2005 Prentice HallNature of Human ActivityIs worth assessed through activity and accomplishment?Are inner states of mind and well-being more important than outward deeds?Nature of TruthIs
23、 truth objective or does it depend on the eye of the beholder?Are facts the way to persuade people?Nature of TimeIs time like a river and what you dont use today will be gone tomorrow?Is time like a lake and what you dont use today will be there tomorrow?Adapted from Exhibit 4.4: Questions to Get at
24、 Cultural Assumptions2005 Prentice HallTheoretical peopleAdapted from Exhibit 8.1: Types of Plans: Key DifferencesValue the discovery of truth. They are empirical, critical, and rational, aiming to order and systematize their knowledge.發現事實的價值觀。以經驗、關鍵性、及理性來組織他們的學問。Economic peopleValue what is useful
25、. They are interested in practical affairs, especially those of business, judging things by their usefulness 價值觀的實用性。對實務感興趣，特別是商業方面，都由事情的效益來做判斷。Aesthetic peopleValue beauty and harmony. They are concerned with grade and symmetry, finding fulfillment in artistic experiences.優美及合諧的價值觀。關注層級及對稱性，以藝術的經驗來
26、履行。理論派經濟派審美派2005 Prentice HallSocial peopleValue altruistic and philanthropic love. They are kind, sympathetic, and unselfish, valuing other people as ends in themselves. 以他人為主軸的價值觀。仁慈、有同情心且無私的，以他人來評估自己。Religious peopleValue unity. They seek communication with the cosmos, mystically relating to its
27、wholeness.單一價值觀。有秩序的溝通，整體來說都較有神秘感。Adapted from Exhibit 4.5: Classification of ValuesSource: G. W. Allport, P. E. Vernon, and Q. Lindzey, A study of Values (Boston: Houghton Mifflin, 1966.社會人士宗教人士2005 Prentice HallnCultural Artifacts and Behavior nIn modern organizations, important artifacts include
28、現代化組織裡的人工製品包括nOffice arrangements (individual offices for all versus open offices with no walls)辦公室裡非正式協議 (個人及開放辦公室無隔閡)nParking arrangements (reserved spaces for some versus open spaces for all)停車場裡非正式協議 (保留與開放停車位)nClothing (individual suits versus uniforms)衣著(個人穿著與制服)Artifacts(visible)2005 Prentice
29、 HallPlan for every possible contingency.Develop a plan jointly with boss.PlanningAccept unexpected surprises.Develop a plan and then seek bosss approvalManagerialActivityCulture BCulture AStructure department strictly by hierarchy. Communicate frequently face to face and rarely use e-mail.Organizin
30、gOrganize department into free-flowing teams. Communicate infrequently face to face and frequently by e-mail.Adapted from Exhibit 4.6: Culture and Managerial Behaviors2005 Prentice HallInform subordinates of decisions. Intervene when there are disputes.LeadingInvolve subordinates in decision process
31、. Allow subordinates to solve their own problems.ManagerialActivityCulture BCulture AClosely monitor activities and directly guide behavior. Emphasize financial results in evaluating performance.ControllingEvaluate and then reward based on results. Focus on customer satisfaction in evaluations.Adapt
32、ed from Exhibit 4.6: Culture and Managerial Behaviors2005 Prentice HallnDiversity comes from two primary sources 兩種形成多樣性的主因nIncreased international activity of organizations不斷增多的組織國際性活動nGreater diversity in the cultures of employees大量來自不同文化的員工nDiversity includes differences in 多樣性所包含的差異在於nAge, race,
33、 ethnicity, gender, physical abilities, and sexual orientation年齡、民族、種族地位、性別、能力以及性別導向nWork background, income, marital status, military experience, religious beliefs, geographic location, parental status, and education工作背景、收入、婚姻地位、從軍經驗、宗教信仰、居住地、親代的地位及教育2005 Prentice HallnNumber of GroupsLow Performan
34、ceHigh PerformanceManyFewAdapted from Exhibit 4.7: Effects of Cultural Diversity on Productivity2005 Prentice HallnThe strength of cultures varies along two dimensions文化強度不同分為兩種範圍nThe extent to which they are are widely shared among group members所有成員都可分享到nThe extent to which they are deeply held他們的認
35、知多寡nSubculture 次文化nCultural values are deeply held but not widely shared深入的文化價值觀但未廣泛分享2005 Prentice HallAdapted from Exhibit 8.1: Types of Plans: Key Differences1.CostAs organizations become more diverse, the cost of a poor job in integrating workers will increase.當組織變得不同時，在整合表現差的工作上成本將會提高Companies
36、with the best reputations for managing diversity will win the competition for the best personnel. As the labor pool shrinks and becomes more diverse, this edge will become increasingly important. 有較好商譽的公司對於管理差異性來說，對於好的員工將贏得競爭。當勞工團體縮減及變得不同時，這優勢會越來越重要。For multinational organizations, the insight and c
37、ultural sensitivity that members with roots in other cultures bring should improve marketing efforts.對跨國組織來說，洞察力與文化敏感度對於其他已根深蒂固的文化來說是改善行銷的努力方向2.Resource Acquisition3.Marketing成本資源的取得行銷2005 Prentice HallAdapted from Exhibit 4.5: Classification of ValuesSource: T. H. Cox and S. Blake, “Managing Cultur
38、al Diversity: Implications for Organizational Competitiveness,” Academy of Management Executive 5, no. 3 (1991), p. 23.4.CreativityDiversity of perspectives and less emphasis on conformity to norms of the past should improve creativity.不同的觀點及少數著墨於過去文化之規範是應改進其創造力Cultural diversity in decision and pro
39、blem solving groups potentially produces better decisions through consideration of a wider range of and more thorough critical analysis of issues.文化的差異對判斷及解決團體問題中，有可能經由多方面的考慮及文化議題的剖析來得到最好的決定Cultural diversity enables the system to be less determinant, less standardized, and therefore more fluid, whi
40、ch will create more flexibility to react to environmental changes.文化的差異可使制度不在太果斷、嚴謹，因此能變得更流暢，使文化能更具有創造力來反映環境的變遷5.Problem Solving6.System Flexibility創造力問題的解決制度的靈活度2005 Prentice HallValues heldDeepShallowValues SharedWideNarrowAdapted from Exhibit 4.9: Matrix of Cultural StrengthNarrowly SharedDeeply
41、HeldViolation of these values usually results in informal but significant sanctionsWidely SharedDeeply HeldViolation of these values usually results in formal but significant sanctionsNarrowly SharedShallowly HeldViolation of these values usually results in sanctions that are inconsistentWidely Shar
42、edShallowly HeldViolation of these values usually results in minor sanctions or second chances2005 Prentice HallnCore value 核心價值觀nA specific behavior that is 一個特別的行為nWidely shared 廣泛的分享nDeeply held 影響的層面nDirectly related to one or more of the six fundamental assumptions 直接影響到一個人甚至多人以上的六大基本假設nDifficu
43、lt to change改變的難度2005 Prentice HallnTo create and reinforce a particular set of values or corporate culture 創造及加強一個特定的價值觀及企業文化nAlignment between desired values and other systems in the organization needs to exist要求的價值觀及其他在組織裡的制度是一定存在的nFive critical strategies to effectively manage organizational cul
44、ture五大有效影響組織文化管理的策略nSelection 選擇nSocialization 社會化nPerformance appraisal 表現評價nRewards and Compensation 獎賞及津貼nStories and Symbols由來及象徵2005 Prentice HallnSelection 選擇nSelect individuals whose assumptions, values, and behaviors already match those you desire自我的決定的假設、價值觀及行為是否已符合自己的期望SelectionAdapted fro
45、m Exhibit 4.10: Strategies to Manage Organizational Culture2005 Prentice HallnSocialization社會化nOrientation 定位nTraining 鍛鍊nArranged interactions with experienced organizational members安排組織裡有經驗的成員來做互動SelectionSocializationAdapted from Exhibit 4.10: Strategies to Manage Organizational Culture2005 Prent
46、ice HallnPerformance Appraisal表現評價nClarify for new employees what the organization measures and evaluates明確說出公司對新員工的評估SelectionSocializationPerformance AppraisalAdapted from Exhibit 4.10: Strategies to Manage Organizational Culture2005 Prentice HallnRewards and Compensation獎賞及津貼nSignal what the orga
47、nization values by reinforcing desired behaviors in newcomers以加強要求行為組織價值觀作為新進人員的指標SelectionSocializationPerformance AppraisalRewards & CompensationAdapted from Exhibit 4.10: Strategies to Manage Organizational Culture2005 Prentice HallnStories and Symbols由來及象徵nStories communicate company values由來傳達了
48、公司的價值觀nRituals play a key role in the symbolic communication of an organizations culture於組織文化中象徵性代表一個溝通的要角SelectionSocializationPerformance AppraisalRewards & CompensationStories & SymbolsAdapted from Exhibit 4.10: Strategies to Manage Organizational Culture2005 Prentice HallnCultural context: degre
49、e to which a situation influences behavior or perception of “appropriateness”文化背景：地位的影響行為的程度及感知的適當性nIn high-context cultures, people pay close attention to the situation and its various elements in assessing appropriate behavior高度文化：人們專注於地位以及評定適當行為中的不同因素nIn low-context cultures, the situation may or may not make a difference in what is considered appropriate behavior低階文化：地位不一定會對於行為的適當有所差別nNeither high nor low-context cultures are right or wrong, just different不論兩種文化的對或錯，這只是個別的不同。2005 Prentice Hall
