管 理 學 第三章 組織文化與環境：限制因素 Organizational Culture and Environment: The Constraints

1. 交通大學 任維廉 教授 One does not plan and then try to make the circumstances fit those plans. One tries to make plans fill the circumstances. — General George Patton 管 理 學第三章 組織文化與環境：限制因素Organizational Culture and Environment: The Constraints

2. 1. The Manager: Omnipotent or Symbolic? • 2. How Culture Affects Managers? How Employees Learn Culture? • 3. How the Environment Affects Managers?

3. 綱要 1. 管理者：全能 (omnipotent) 或象徵 (symbolic) 2. 組織文化 (culture) 3. 組織環境 (environment)

4. 1. The Manager: Omnipotent or Symbolic? • 全能觀點 • 象徵觀點 • 綜合觀點

5. Omnipotent View of Management • Managers are directly responsible for an organization’s success or failure. • The quality of the organization is determined by the quality of its managers. • 討論：切腹下台，提頭來見！

6. Symbolic View of Management • Much of an organization’s success or failure is due to external forces outside of managers’ control. • The economy, customers, governmental policies, competitors, industry conditions, technology, and the actions of previous managers 討論：成功模式？

7. Parameters of Managerial Discretion • 例：面對交警 Managerial Discretion Organizational Culture Organization’s Environment

8. 2. 組織文化 1. 定義 (definition)，向度 (dimensions)，衡量 (measurement) 2. 起源，學習，影響 討論： • 人格特質 (personality) 之構面：big 5 (p.428) • OCA: organizational culture assessment, (Reigle, 2003)

9. The Organization’s Culture • A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other. • “The way we do things around here.” • Values, symbols, rituals, myths, and practices • Implications: • Culture is a perception, shared, descriptive. 討論：人人都是無價之寶！

10. Exhibit 3–2 Dimensions of Organizational Culture

11. Exhibit 3–3 Contrasting Organizational Cultures

12. Strong versus Weak Cultures • Are cultures in which key values are deeply held and widely held. • Have a strong influence on organizational members. • Factors Influencing the Strength of Culture • Size, Age, Strength • Rate of employee turnover, • Clarity of cultural values and beliefs

13. Exhibit 3–4 Strong versus Weak Organizational Cultures

14. Sources, Continuation • Sources • The organization’s founder: Vision and mission • Past practices of the organization • The behavior of top management • Continuation • Recruitment of like-minded employees who “fit” • Socialization of new employees to help them adapt to the culture

15. How Employees Learn Culture • Stories • Narratives of significant events or actions of people • Rituals • Repetitive sequences of activities that express • Material Symbols • Physical assets distinguishing the organization • Language • Acronyms and jargon of terms, phrases, and word

16. Stories • 飲水思源 • Stay hungry, stay foolish. • Be nice. Do your best, Keep it in perspectives.

17. Material Symbols：奧美廣告 • 皮質萬用盒 • 紅鉛筆（榮譽榜，講座） • 紀念金幣 • 受邀參觀創辦人城堡 Bonus: 上網找經理人月刊, 2007.7, p.104

18. How an Organization’s Culture Is Established and Maintained

19. Suggestions for Managers: Creating a More Ethical Culture • Be a visible rolemodel. • Communicate ethical expectations. • Provide ethics training. • Visibly reward ethical acts and punish unethical ones. • Provide protective mechanismsso employees can discuss ethical dilemmas and report unethical behavior without fear.

20. Suggestions: Creating a More Customer-Responsive Culture • Hireservice-contact people with friendliness, enthusiasm, attentiveness, patience, concern about others, and listening skills. • Train them continuously by focusing on improving product knowledge, active listening, showing patience. • Socialize new service-contact people to the organization’s goals and values. • Design customer-service jobs so that employees have as much control as necessary to satisfy customers. • Empower service-contact employees. • Convey a customer-focused vision and demonstrate.

21. Spirituality and OC • Workplace Spirituality • The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community. • Characteristics of a Spiritual Organization • Strong sense of purpose • Trust and openness 討論：威盛，長榮，杜俊元，游芳來。

22. 台積經營理念 • 堅持高度職業道德 • 專注於專業積體電路製造服務本業 • 放眼世界市場，國際化經營 • 注意長期策略，追求永續經營 • 客戶是我們的夥伴 • 品質，7.創新，8.工作環境，9.管理模式 10. 兼顧員工股東，回饋社會

23. Core Values of tsmc: ICIC • Integrity（誠信正值） • Customers are partners（客戶是夥伴） • Innovation（製程創新） • Commitment（對客戶承諾）

24. 公司治理指標（里昂證券） • Discipline • Transparence • Independence • Accountability • Responsibility • Fairness • Social awareness • RD IS FAT

25. A公司 Innovation 4 3 Stability Attention to detail 2 1 0 Aggressiveness Outcome People Team

26. 補習班 Innovation and risk taking B 補習班 4 C 補習班 3 Stability Attention to detail 2 1 0 Aggressiveness Outcome orientation Team orientation People orientation

27. 貿易公司 Innovation and risk taking 4 3 Stability Attention to detail 2 1 0 Aggressiveness Outcome orientation Team orientation People orientation

28. D 公司 Innovation and risk taking 4 3 Stability Attention to detail 2 1 0 Aggressiveness Outcome Orientation Team Orientation People Orientation

29. E公司 Innovation and risk taking Stability Attention to detail Aggressiveness Outcome Orientation Team Orientation People Orientation

30. F公司 vs. G公司 Innovation G 公司 F 公司 4 Stability 3 Attention to detail 2 1 0 Aggressiveness Outcome orientation Team orientation People orientation

31. 3.3 組織環境 1. 定義 2. 特定 (specific) 環境: SCCP 供應商，顧客，競爭者，壓力團體 3. 一般 (general) 環境: STEPGD 社會文化，科技，經濟，政治法律，全球，人口統計。 討論：HMO, PEST, 寵物商機，老婆，一把槍一個子彈。

32. External Environment • Those factors and forces outside the organization that affect the organization’s performance. • Components • Specific: external forces that have a direct and immediate impact on the organization. • General: broad economic, socio-cultural, political/legal, demographic, technological, and global conditions that may affect the org.

33. The External Environment Global General Environment Suppliers Customers Economic Political The Organization Public Pressure Groups Competitors Demographic Sociocultural Specific Environment Technological

34. Exhibit 3–11 Environmental Uncertainty Matrix

35. Stakeholders Relationships • Any constituencies in the organization’s environment that are affected by the organization’s decisions and actions • Why Manage Stakeholder Relationships? • It can lead to improved organizational performance. • It’s the “right” thing to do given the interdependence of the organization and its external stakeholders.

36. Managing Stakeholder Relationships • Identify the organization’s external stakeholders. • Determine the particular interests and concerns of the external stakeholders. • Decide how critical each external stakeholder is to the organization. • Determine how to manage each individual external stakeholder relationship.

37. 討論：誰的觀點最重要？股東，管理者，員工，董事會？討論：誰的觀點最重要？股東，管理者，員工，董事會？ 1. 利潤最大化 2. 股東財富最大化 3. 市場佔有率 4. 顧客忠誠度 5. 員工滿意度 6. 其他 Stakeholders

38. Exhibit 3.8: Organizational Stakeholders

39. 補充:Team work 1. Case study: a manager’s dilemma (p.87) 2. Thinking critically about ethics (p.100) 3. Internet-based exercise (p.112) 4.Team-based exercise (P.115)

40. 回顧 比較：1. 管理者之全能，象徵，綜合觀點 2. 個人人格 VS. 組織文化 3. 一般環境VS. 特定環境

41. 討論：未來學者如 J. Naisbitt， 可以預測環境？ 1.全球經濟持續成長 6. 太平洋經濟重心 2. 藝術取代運動 7. 女性出頭 3. 走向資本主義 8. 生物科技及爭議 4. 流行文化 9. 宗教復甦 5. 解除管制 10. 重視個人貢獻 常用詞:change, greenwashing, Chinglish… 新創詞: leisure sickness, cyberchondriac, youthanasia…

42. 實做調查 1： 1. 繪製貴公司組織文化雷達圖。 • 實例：新竹縣文化中心 • 比較：政大，交大。華航，長榮。IBM, Apple. • 討論：裕隆汽車。 2. 分析貴公司之組織環境， • 討論：走向有利或不利之方向？

43. Terms to Know • workplace spirituality • external environment • specific environment • general environment • environmental uncertainty • environmental complexity • stakeholders • omnipotent view • symbolic view • organizational culture • strong cultures • socialization