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Chapter 10 Organizational Culture and Ethical Value

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Chapter 10 Organizational Culture and Ethical Value Powered By Docstoc
					 姓名:朱怡樺

 台南人

 成大交管→姚LAB

 目前運動:瑜伽

 論文方向:
  系統模擬
  運用OCBA改善求解隨機性專案網路最佳化資源分配問
  題之研究
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指導老師:任維廉 教授
  報告人:朱怡樺




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 Organizational Culture
 Organizational Design and Culture
 Organizational Culture, Learning and Performance
 Ethical Values and Social Responsibility
 Sources of Ethical Values in Organizations
 How Leaders Shape Culture and Ethics
 Corporate Culture in a Global Environment




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 What is Culture?
   Culture is the set of values, beliefs, and understandings,
    and ways of thinking that are shared by members of an
    organization.
   Culture is taught to new member as correct way to think,
    feel, and behave.

 Culture exits 2 levels:
   Surface level

   Underlying level

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 Emergence and Purpose of culture
   It is from a founder or early leader that articulates and
    implements certain values as a vision or business
    philosophy

 2 critical function:
   Internal integration

   External integration




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 Interpreting Culture
   Rites and Ceremonies
   Stories
   Symbols
   Language
   Organization structures
   Power relationships
   Control system




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 Adaptability Culture    Mission Culture
 Clan Culture            Bureaucratic Culture




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 Adaptability culture
   Strategy focuses on the external environment
   Innovation and risk-taking is rewarded
 Mission culture
   places major importance on a clear vision of
    organizational purpose
 Clan Culture
   focuses on the involvement and participation of the
    organization’s member
 Bureaucratic Culture
   has an internal focus and a consistency orientation for a
    stable environment
                                                                9
 Strong culture
   has a powerful impact on company performance
   Characterized by frequent use of ceremonies, symbols, stories,
    and slogans
   encourages adaptation and unifies people around shared goal
    and a higher mission

 Strong adaptive cultures incorporate the following values:
   The whole is more important than the parts
   Equality and trust are primary values
   The culture encourages risk-taking, change, and improvement



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 Culture Strength
   refers to the degree of agreement among employees
    about the importance of specific values

 Subculture
   Develop within the larger organization

 Healthy cultures not only provide for smooth internal
 integration also encourage adaptation to the external
 environment


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 Ethics is the code of moral principles and values that
  govern the behaviors of a person or group with respect
  to what is right or wrong

 Managerial Ethics
   Ethical decisions go far beyond behaviors governed by law
   Managerial ethics guide the decisions and behaviors of
    managers




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 Corporate Social Responsibility(CSR) refers to
 management’s obligation to make choices and take
 action that positively impact stakeholders

 Does it pay to be good?
   Social responsibility can enhance a firm’s reputation

   Studies shown positive relationship between ethical and
    socially responsible behavior and financial results
   Customers and public are paying closer attention to
    what organizations do

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Personal Ethics                         Organizational Culture

Beliefs and Values                      Rituals, Ceremonies
Moral Development                       Stories, Heroes
Ethical Framework                       Language, Slogans
                         Is             Symbols
                         Decision       Founder, History
                         or Behavior
                         Ethical and
                         Socially
                         Responsible?
Organizational Systems                  External Stakeholders

Structure                               Government Regulations
Policies, Rules                         Customers
Code of Ethics                          Special Interest Groups
Reward System                           Global Market Forces
Selection, Training


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 Values-Based Leadership
   Top leaders are responsible for sustaining ethical behavior
    in corporate activity
   Relationship is based on shared internalized values
   Leaders treat others with care, accept mistakes, and
    articulate a vision for high ethical standard

 Formal structure and Systems
   Additional tools for shaping cultural and ethical values
   Ethics committee/ethics officer
   Ethics hotlines/Whistle-blowing
   Training programs

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 Global organizations face ethical challenges for cultural
 and market factors

 Research indicates that national culture has a greater
 impact on employees than corporate culture

 Components that characterize global culture:
   Multicultural rather than national values
   Basing status on merit rather than nationality
   Being open to new idea from other cultures
   Showing excitement when entering new cultural
    environments
   Being sensitive to cultural differences                   16
 Clan Culture


 國家文化較公司文化,對員工更有影響力,對於上層
 管理者而言,要如何管理來自不同國家的員工?

 強勢文化與次文化可能會產生衝突,會互相牴觸?對
 組織內的價值觀是否有任何影響?




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Thanks for your
   listening


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