阿克苏诺贝尔多元文化环境与公司文化课件.pptx
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1、What is Culture?,A system of values and norms sharedamong a group ofpeople and, whentaken together,constitute a designfor living.,What is Culture?A system of va,What is Culture?,Culture can be defined as a system of orientation in an organization consisting of basic, unconscious attitudes, of values
2、, and of the corresponding artifact. Such values +ve or -ve may be reinforced implicitly or explicitly over a period of time. It influence the behavior, communication, acting and judgements of the fellow colleagues.,What is Culture? Culture can,Norms and Values,Norms:Social rules and guidelines that
3、 prescribe appropriate behavior in particular situations.Folkways:Routine conventions of everyday life.Mores:Central to functioning of society and its social life.,Values:Abstract ideas about what a group believes to be good, right, and desirable.The bedrock of culture.Have emotional significance.Fr
4、eedom.,Norms and ValuesNorms:Values:,Determinants of Culture,Determinants of CultureCulture,Hofstede,Study (IBM) is a general way to look at differences between cultures.4 dimensions:Power distance.Individualism versus collectivism.Uncertainty avoidance.Masculinity versus femininity.But:Assumption o
5、f one-to-one relationship between culture and nation-state.Research may be culturally bound.Respondents worked within a single company.Work is beginning to look dated (1967-1973).,HofstedeStudy (IBM) is a gener,Work Related Values for Selected Countries,Work Related Values for Select,Culture and Eth
6、ics,Do the “right” thing.Thomas Donaldsons Three Principles:Respect for core human values (human rights), which determine the absolute moral threshold for all business activities.Respect for local tradition.The belief that context matters when deciding what is right and what is wrong.,Culture and Et
7、hicsDo the “righ,The Organization and Culture,Organizational CultureValues, beliefs, behaviors, customs, and attitudes that help the members of the organization understand what it stands for, how it does things, and what it considers important.MulticulturalismThe broad issues associated with differe
8、nces in values, beliefs, behaviors, customs, and attitudes held by people in different cultures.DiversityWhen members of a group differ from one another along dimensions such as age, gender, or ethnicity.,The Organization and CultureOr,Trends in Diversity and Multiculturalism,Reasons for Increasing
9、Diversity and Multiculturalism,Trends in Diversity and Multic,How Diversity and MulticulturalismPromote Competitive Advantage,How Diversity and Multicultura,Diversity and Competitive Advantage,Diversity promotes competitive advantage by:increasing organizational systems flexibility.bringing added cr
10、eativity.increasing the market scope of products.broadening the resources acquisition basis.adding a diversity of viewpoints to problem-solving decision-making processes.decreasing the cost of doing business.,Diversity and Competitive Adva,Multiculturalism and Conflict,Sources of ConflictPersonnel a
11、ctions being attributed to diversity status.Misunderstood, misinterpreted, or inappropriate actions between people or groups.Cultural differences in work hours, personal styles, interpersonal relations, and conflict.Fear, distrust, or individual prejudices.,Multiculturalism and ConflictS,Managing Di
12、versity and Multiculturalism in Organizations,Individual StrategiesUnderstanding the nature and meaning of diversity and multiculturalism.Developing empathy in understanding the perspective of others.Developing tolerance of fundamental cultural differences.Having a willingness to communicate and dis
13、cuss diversity and multiculturalism issues.,Managing Diversity and Multicu,Managing Diversity and Multiculturalism in Organizations (contd),Organizational ApproachesOrganizational PoliciesActively seek a diverse and varied workforce.Positive responses to diversity problems.Mission statement of commi
14、tment to diversity.Organizational PracticesSupport networks, structured benefits packages, flexible working hours, and diversity in work groups and teams.Diversity and Multicultural TrainingTraining that enables organization members to function in a diverse and multicultural environment.Organization
15、al CultureIncorporating into a culture the valuation of diversity.,Managing Diversity and Multicu,“An organizations capacity to execute its strategy depends on its “hard” infrastructure-its organization structure and systems-and on its “soft” infrastructure-its culture and norms.”,Amar Bhide,“An org
16、anizations capacity t,What Makes Up a Companys Culture?,Beliefs about how business ought to be conductedValues and principles of managementWork climate and atmospherePatterns of “how we do things around here”Oft-told stories illustrating companys valuesTaboos and political dontsTraditionsEthical sta
17、ndards,What Makes Up a Companys,Where Does Corporate Culture Come From?,Founder or early leaderInfluential individual or work groupPolicies, vision, or strategiesTraditions, supervisory practices, employee attitudesOrganizational politicsRelationships with stakeholdersInternal sociological forces,Wh
18、ere Does Corporate Culture,How Is a Companys Culture Perpetuated?,Selecting new employees based on how well their personalities “fit” inSystematic indoctrination of new employeesSenior employees reinforcement of core valuesStory-telling of company legendsCeremonies honoring employees who display cul
19、tural idealsVisibly rewarding those who follow cultural norms,How Is a Companys Culture,Forces and Factors Causing Culture to Evolve,Internal crisesRevolutionary technologiesNew challengesArrival of new leadersTurnover of key employeesDiversification into new businessesExpansion into different geogr
20、aphic areasRapid growth adding new employeesMerger with or acquisition of another companyGlobalization,Forces and Factors Causing,Culture and Strategy Execution: Ally or Obstacle?,Culture can contribute to - or hinder - successful strategy executionRequirements for successful strategy execution may
21、- or may not - be compatible with cultureA close match between culture and strategy promotes effective strategy execution,Culture and Strategy Execut,Why Culture Matters: Benefits of a Good Culture-Strategy Fit,Strategy-supportive cultures Shape mood and temperament of the work force, positively aff
22、ecting organizational energy, work habits, and operating practices Provide standards, values, informal rules and peer pressures that nurture and motivate people to do their jobs in ways that promote good strategy executionStrengthen employee identification with the company, its performance targets,
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