《管理学专业英语教程（第四版上）》课件lesson9 The Leader's Guide to Corporate Culture-v2.ppt

1、LOGOThe Leaders Guide to Corporate Culture管理学专业英语教程（第四版管理学专业英语教程（第四版上）上）Fudan UniversityLOGOFudan University 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 LOGOStrategy vs.CultureFu

2、dan UniversityStrategyp offers a formal logic for the companys goals and orients people around them.p provides clarity and focus 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

3、the external environment.Culturep expresses goals through values and beliefs and guides activity through shared assumptions and 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 d

4、urable ways.LOGOvShared-Culture is a group phenomenon.vPervasive-Culture permeates multiple levels and applies very broadly in an organization.vEnduring-Culture can direct the thoughts and actions of group members over the long term.vImplicit-Culture acts as a silent language.Fudan University Defini

5、ng CultureLOGO Two Primary Dimensions for culture commonalities and central concepts:vPeople interactions-An organizations orientation toward people interactions and coordination will fall on a spectrum from highly independent to highly interdependent.vResponse to change some cultures emphasize stab

6、ility prioritizing consistency,predictability,and maintenance of the status quo others emphasize flexibility,adaptability,and receptiveness to change.Fudan UniversityEight Distinct Culture StylesLOGOEight Distinct Culture StylesFudan UniversityCaringPurposeLearningEnjoymentResultsAuthoritySafety Ord

7、erIntegrated Culture The FrameworkLOGOFudan UniversityEight Distinct Culture StylesFocuses on relationships and mutual trust.Work environment are warm,collaborative,and welcoming placesIt is exemplified by idealism and altruism.Work environment are tolerant,compassionate placesIt is characterized by

8、 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 organizational cultures and individual leaders.LOGOFudan UniversityEight Distinct Culture StylesIt i

9、s 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 preparedness.Work environment are predictable placesFocuses on respect,st

10、ructure,and shared norms.Work environments are CEO methodical places Applying to both organizational cultures and individual leaders.LOGOFudan UniversitySome Tips about the frameworkpStyles that are adjacent in the framework,such as safety and order,frequently coexist within organizations and their

11、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 style is inherently better than another.An organiza

12、tional 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 other models,is that it can also be used to define ind

13、ividuals 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 how people are expected to behave.LOGOFudan Univer

14、sityIntegrated 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 organizations cultures.LOGOThe Conc

15、ept 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,Just as no two individual pe

16、rsonalities 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 by their members.Fudan Univ

17、ersityThe Leaders Guide to Corporate Culture(2)LOGOv 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 creatio

18、n of a collective identity and with ways of working and living together.Fudan UniversityFunctions and Components of Organizational CultureLOGO Factors affecting corporate culture performance:vGeographic regionvIndustryvStrategy,vLeadershipvCompany structurevCultureFudan UniversityThe Leaders Guide t

19、o Corporate Culture(2)LOGOFudan UniversityThe Features of Different Cultural StylesvCaring-warm,sincere,relationalvPurpose purpose driven,idealistic,tolerantvLearning open,inventive,exploringvEnjoyment playful,instinctive,fun loving,LOGOFudan UniversityThe Features of Different Cultural StylesvResul

20、ts achievement driven,goal focusedvAuthority bold,decisive,dominantvSafety realistic,careful,preparedvOrder rule abiding,respectful,cooperativeLOGOIn a merger,designing a new culture on the basis of complementary strengths can speed up integration and create more value over time.Selecting or develop

21、ing leaders for the future requires a forward-looking strategy and culture.When aligned with strategy and leadership,a strong culture drives positive organizational outcomes.Fudan UniversityThe Leaders Guide to Corporate Culture(2)InsightsIn a dynamic,uncertain environment,in which organizations mus

22、t be more agile,learning gains importance.A strong culture can be a significant liability when it is misaligned with strategy.LOGO Articulate the aspiration.Use organizational conversations about culture to underscore the importance of change.Reinforce the desired change through organizational desig

23、n.Fudan UniversityvFOUR LEVERS FOR EVOLVING A CULTUREUnlike developing and executing a business plan,changing 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.LOGOFudan UniversityReferences 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