组织行为学论文 OB 组织文化 企业文化.doc

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1、AO AO AO UNIVERSITY OF AO AO嗷嗷大学Bachelor of ManagementAssignment Cover工商管理学士学位课程作业封面MODULE CODE AND NAME科目代码及名称 Module Code 科目代码： B 4 Module Name科目名称： Organizational Behavior Lecturer 讲师： 大 美 女 Section Code专业班级： XXXXX Student ID 学生证号码： XXXXX Student Name学生姓名： 阿 七 Announcement: I declare that this as

2、signment is ENTIRELY my independent work except where referenced. I have marked any Reference sources and am aware of programme regulations concerning plagiarism and referencing.声明：除了标明出处的引用资料之外，此作业是我独立调查完成的。文内所有引用的资料已经详细标明出处，并且我了解课程中有关抄袭及引用方面的规定。Signature 签名： Lecturer Comments 讲师评语Score 分数：Receive

3、Date Year/Month/Day 收到日期： Table of ContentsIntroduction2Organizational Culture2Culture and Behavior3Sustaining Culture4Transmitting of Culture5Importance of Organizational Culture6Conclusion7References9A Case Study of WEGMANSIntroductionOrganizational culture produce with a enterprise set up. Organi

4、zational culture is a unique management mode which form from a enterprise set up to end. It has the individual character combined with the companys core values, spirit of enterprise, management concept, and employees behavior into a whole enterprise, it is a spirit support for a long-term developmen

5、t of a enterprise. An enterprise want to has a long-term invincible in the fierce competition market, the technology innovation is the most direct competitiveness, but the main source to support technology innovation in a enterprise is the organizational culture. When enterprise into the global mark

6、et competition, the enterprise culture will became a communication media, and the important means for enterprise resource integration. Today, the concept of the enterprise culture, have concern by entrepreneurs increasingly in various occasions, but few people know what is the really enterprise cult

7、ure, and very few people know that the enterprise culture really works. Culture has far-reaching significance and the long-term effects on the sustainable and development for enterprises, the organizational culture maybe not the most direct factor, but it is the most lasting deciding factor. With th

8、e economy competition, many enterprises face to enterprise restructuring, strategic transformation, organizational culture has gradually become the biggest restricting factor of management changes. How to improve enterprise business performance and realization enterprises sustainable development thr

9、ough the organizational cultural, has become the real issues which need to be solve urgently.Organizational CultureOrganizational Culture as a system of shared meaning held by members that distinguishes the organization from other organizations.(Stephen P. Robbins, Timothy A. Judge, 2008) Organizati

10、onal culture has become a favored focus of all enterprise, it is the key rule for a enterprises development. Only has a strong and scientific organizational culture, can an enterprise sustained competitive advantage effectively in a long-term.Culture and Behavior A strong organizational culture can

11、provides direction to employees, it helps them to understand the way things are done around here. A strong culture additionally provides stability to an organization, it is an important factor in determining the organizational performance. This can be extremely valuable for building a team where all

12、 the participants have the same goals. Nowadays what people really want is getting engaged in their work and do it with responsibility. Hence so, a strong culture do paves the way for people to take the responsibility and work rather than trying to control them with rules and regulation, supervision

13、. However, if the people in the organization are completely following the values and beliefs of the existing culture when it come to achieving the goals, then they obviously lack the opportunities to think in a much creative or innovative way in order to come up with unique solutions or ideas to fac

14、e the ever changing turbulent environment, this will be the worst condition.A weak organizational culture is when the people in the organization do not agree on the same basic beliefs and values as applies to the organization, and in stead they tend to have their own ideas, belief and behaviours. Al

15、though a weak culture may be the result of many subcultures, in other means, a weak culture would rather encourage individual thought and contributions.It should be said that organizational culture may be different from one organization to another. Meaning to say that, some organization will have st

16、rong culture while the other may have weak cultures. As far as i am concerned, Wegmans culture is a strong culture and it is a good, healthy and scientific organizational culture. From the showing of the average tenure of a full-time Wegmans employee is over ten years. Wegmans career part-time emplo

17、yees average tenure is more than five years. We can know that Wegmans is a successful enterprise. It through a process of selection and socialization, employees core values are kept in line with the companys. Employees are attracted to Wegmans because they know in advance they will be treated like g

18、old. Retention rates are sky high because at the core is an intense job satisfaction achieved by meaningful interaction with both customers and management. However, the most important reason is Wegmans has a excellent organizational culture.The Wegmans manager said that Employee engagement is critic

19、al, Wegmans prides itself on a strong value set as its corporate foundation. Showing Care, respect, high standards to every stall, let employees feel work in a family. This is meaning that If you take good care of employees, then they will take good care of your customers. said Bob Wegmans. Wegmans

20、is known for its strong employee benefits program, especially their employee scholarship program. The difference between Wegmans and other supermarkets is that when people come to work at Wegmans, they are not looking for a job; they are looking for a career. And because Wegmans has high volume loca

21、tions, there is an extensive menu of opportunities for employees to advance their careers through a clear and defined career path. This is the culture at Wegmans likely to affect its employees most.Sustaining CulturePeople-oriented is the primary source of Wegmans culture. The leadership they implem

22、ent in their company is effective. Wegmans culture is a business practice that is self-perpetuating as long as the basic premises are adhered to. The reason why Wegmans can form so perfect enterprise culture, the mainly idea is that the standard in hiring employees of Wegmans. Employees at Wegmans a

23、re not selected based on intellectual ability or experience alone They acquire all employees in the store has some genuine interest in food. Only interesting in food can they work well in theie post and realize their value. This is the reason that why Wegmans can Sustain it Culture in such strong ti

24、me.In a sense, the culture that has developed at Wegmans is an important part of the companys success. Employees are proud to say they work at Wegmans. In Wegmans staff first, customer second is the subject of the organizational culture. Maintaining a culture of driven, happy, and loyal employees wh

25、o are eager to help one another is the goal of Wegmans. Many of whom are hired based on their interest in food made all employees work in the same gaols and value and many employees at Wegmans view working for the grocer as their career, these are good platform for organizational culture form and su

26、stained. An example of how Wegmans lives their values is their scholarship program for employees. Each year, Wegmans gives nearly $4.5 million towards tuition for employees to continue their education. Wegmans operates 76 stores in five states. However, their culture and their commitment to their em

27、ployees seem to transcend individual stores or regional boundaries. And, in turn, they have earned remarkable loyalty among employees.Sustaining a healthy culture also requires on going monitoring. To maintain a healthy weight, most people weigh themselves regularly and take action when results are

28、off course. Similarly, maintaining a healthy organizationalal culture requires a measurement strategy as well as an ability to respond to fluctuations and trends that do not align with cultural values and beliefs. A dashboard, a balance scorecard, a log frame system or other forms of planning and mo

29、nitoring tools can be used to measure culture based indicators. The recording and reporting of well selected indicators pertaining to the organizations values and ethical practices can reveal telling stories about the organizations culture. Such information helps Organizationals set targets for cult

30、ural change. Similarly, analyzing results can lead to better practices or new or modified competencies and culture friendly interventions. Practices promoted by the concept of a learning organization which encourage creativity, innovation and empowerment can also open doors to a cycle of cultural se

31、lf assessment and self improvement that will contribute to enhanced performance. Therefore, recognizing the link between organizational culture and performance isnt all about human resources and organizational development.Transmitting of Culture New people joining the company are consciously of unco

32、nscious with a strong organizational culture. In Wegmans this is an advantage point, because of the strong organizational culture, employees join into the organization and accept the organizational culture is easier. Wegmans carefully selects each employee, and growth is often slow and meticulous, w

33、ith only two new stores opened each year. When a new stores is opened, employees from existing stores are brought in to the new store to maintain the culture. The existing employees are then able to transmit their knowledge and the stores values to new employees. This is an efficiently method to hel

34、p employees learn organizational culture. Actually, Wegmans also succeed by this way. Culture is transmitted to employees in a number of forms, the most potent being stories, rituals, material symbols, and language. (Stephen P. Robbins, Timothy A. Judge, 2008) Stories, it such as these circulate thr

35、ough many organizations. They typically contain a narrative of events about the organizations founders, rule breaking, rage-to-riches successes, reductions in the workforce, relocation of employees, reactions to past mistakes, and organization coping. These stories anchor the present in the past and

36、 provide explanations and legitimacy for current practices. Rituals are repetitive sequences of activities that express and reinforce the key values of the organizationwhat goals are most important, which people are important, and which people are expendable. Material symbols convey to employees who

37、 is important, the degree of egalitarianism desired by top management. And the kinds of behavior that are appropriate. Many organization and units within organizations use language as a way to identify members of a culture or subculture. By learning this language, members attest to their acceptance

38、of the culture and, in so doing, help to preserve it.As fa as i am concerned, rituals is the most effective way for employees to learn their companys culture. But if we want employees know the organizational culture more deeply and accept it absolutely, we not only just use one method, but also we n

39、eed play it combined with others. Such as at the same time we hold a ritual for employees, we must show them how to do at usual, so that employees accept it more quickly and effectively.Importance of Organizational Culture One of the most important building blocks for a highly successful organizatio

40、n and an extraordinary workplace is Organizational Culture. organizational culture as the set of shared beliefs, truths, assumptions, and values that operate in organizations. It can be extremely valuable for building a team where all the participants have the same goals. Working together to improve

41、 efficiency or, possibly, communication with management could be some of the goals. Organizational culture has been described as how people behave when no one is looking. In other words, those who succeed are able to adapt to the companys ways. They learn and understand how to swim with the corporat

42、e tide while working toward achieving the companys goals. As a new employee, its best to stand back for a period of time and observe the companys tide carefully before he or she jumps in, figuratively speaking, and cause possible waves. Employees need to know exactly which way the companys tide is g

43、oing before they dive into deep water.In a short, organizational culture is an operational principles that provide a context for the way people behaveincluding their values, beliefs and assumptions in a company. organizational culture promotes a sense of shared purpose that starts during the recruit

44、ment phase and carries on with retention practices. If the individual cant work within the organizational culture, conflicts will arise. Organizational culture is a core component, so it is important that everyone from the CEO to the security guards understand the concept. Explaining it to a wide ra

45、nge of people may seem difficult, but if you break it into steps, it is manageable.Organizational culture is even more important today than it was in the past. It plays a n important role on coordination and integration across organizational units in order to improve efficiency, quality, and speed o

46、f designing, manufacturing, and delivering products and services. A strong organizational culture is benefit to effective management of dispersed work units and increasing workforce diversity; Cross-cultural management of global enterprises; Management of workforce diversity; Facilitation and suppor

47、t of teamwork, and so on.A successful organizational culture not just Wegmans have, other companies with famous cultures are IBM, Hewlett-Packard, Goldman Sachs, and Starbucks. Consider the case of Wal-Mart, one of the most famous organizational cultures of all time. At Wal-Mart, culture is transmit

48、ted to employees though the daily ritual of the manager of the Wal-Mart cheer. Shown here is the manager of a Wal-Mart store leading employee in the motivational chant that helps preserve a small-family spirit and work environment within the words largest retailer. Walton was one of the earlier employers to call his employees “associates”, give them stock, and share store data with them. He was “enthusias