组织行为学论文 OB 组织文化 企业文化.docx
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组织行为学论文 OB 组织文化 企业文化.docx
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组织行为学论文OB组织文化企业文化
AOAOAOUNIVERSITYOFAOAO
嗷嗷大学
BachelorofManagement
AssignmentCover
工商管理学士学位课程
作业封面
MODULECODEANDNAME
科目代码及名称
ModuleCode科目代码:
B4
ModuleName科目名称:
OrganizationalBehavior
Lecturer讲师:
大美女
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XXXXX
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XXXXX
StudentName学生姓名:
阿七
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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。
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TableofContents
ACaseStudyof"WEGMANS"
Introduction
Organizationalcultureproducewithaenterprisesetup.Organizationalcultureisauniquemanagementmodewhichformfromaenterprisesetuptoend.Ithastheindividualcharactercombinedwiththecompany'scorevalues,spiritofenterprise,managementconcept,andemployeesbehaviorintoawholeenterprise,itisaspiritsupportforalong-termdevelopmentofaenterprise.Anenterprisewanttohasalong-terminvincibleinthefiercecompetitionmarket,thetechnologyinnovationisthemostdirectcompetitiveness,butthemainsourcetosupporttechnologyinnovationinaenterpriseistheorganizationalculture.Whenenterpriseintotheglobalmarketcompetition,theenterpriseculturewillbecameacommunicationmedia,andtheimportantmeansforenterpriseresourceintegration.Today,theconceptoftheenterpriseculture,haveconcernbyentrepreneursincreasinglyinvariousoccasions,butfewpeopleknowwhatisthereallyenterpriseculture,andveryfewpeopleknowthattheenterpriseculturereallyworks.Culturehasfar-reachingsignificanceandthelong-termeffectsonthesustainableanddevelopmentforenterprises,theorganizationalculturemaybenotthemostdirectfactor,butitisthemostlastingdecidingfactor.Withtheeconomycompetition,manyenterprisesfacetoenterpriserestructuring,strategictransformation,organizationalculturehasgraduallybecomethebiggestrestrictingfactorofmanagementchanges.Howtoimproveenterprisebusinessperformanceandrealizationenterprise'ssustainabledevelopmentthroughtheorganizationalcultural,hasbecometherealissueswhichneedtobesolveurgently.
OrganizationalCulture
OrganizationalCultureasasystemofsharedmeaningheldbymembersthatdistinguishestheorganizationfromotherorganizations.(StephenP.Robbins,TimothyA.Judge,2008)Organizationalculturehasbecomeafavoredfocusofallenterprise,itisthekeyruleforaenterprise'sdevelopment.Onlyhasastrongandscientificorganizationalculture,cananenterprisesustainedcompetitiveadvantageeffectivelyinalong-term.
CultureandBehavior
Astrongorganizationalculturecanprovidesdirectiontoemployees,ithelpsthemtounderstand"thewaythingsaredonearoundhere."Astrongcultureadditionallyprovidesstabilitytoanorganization,itisanimportantfactorindeterminingtheorganizationalperformance.Thiscanbeextremelyvaluableforbuildingateamwherealltheparticipantshavethesamegoals.Nowadayswhatpeoplereallywantisgettingengagedintheirworkanddoitwithresponsibility.Henceso,astrongculturedopavesthewayforpeopletotaketheresponsibilityandworkratherthantryingtocontrolthemwithrulesandregulation,supervision.However,ifthepeopleintheorganizationarecompletelyfollowingthevaluesandbeliefsoftheexistingculturewhenitcometoachievingthegoals,thentheyobviouslylacktheopportunitiestothinkinamuchcreativeorinnovativewayinordertocomeupwithuniquesolutionsorideastofacetheeverchangingturbulentenvironment,thiswillbetheworstcondition.
Aweakorganizationalcultureiswhenthepeopleintheorganizationdonotagreeonthesamebasicbeliefsandvaluesasappliestotheorganization,andinsteadtheytendtohavetheirownideas,beliefandbehaviours.Althoughaweakculturemaybetheresultofmanysubcultures,inothermeans,aweakculturewouldratherencourageindividualthoughtandcontributions.
Itshouldbesaidthatorganizationalculturemaybedifferentfromoneorganizationtoanother.Meaningtosaythat,someorganizationwillhavestrongculturewhiletheothermayhaveweakcultures.Asfarasiamconcerned,Wegman'scultureisastrongcultureanditisagood,healthyandscientificorganizationalculture.Fromtheshowingoftheaveragetenureofafull-timeWegman'semployeeisovertenyears.Wegman'scareerpart-timeemployees'averagetenureismorethanfiveyears.WecanknowthatWegmansisasuccessfulenterprise.Itthroughaprocessofselectionandsocialization,employees'corevaluesarekeptinlinewiththecompany's.EmployeesareattractedtoWegmansbecausetheyknowinadvancetheywillbetreatedlikegold.Retentionratesareskyhighbecauseatthecoreisanintensejobsatisfactionachievedbymeaningfulinteractionwithbothcustomersandmanagement.However,themostimportantreasonisWegmanshasaexcellentorganizationalculture.
TheWegmans'managersaidthat"Employeeengagementiscritical,"Wegmanspridesitselfonastrongvaluesetasitscorporatefoundation.ShowingCare,respect,highstandardstoeverystall,letemployeesfeelworkinafamily.Thisismeaningthat"Ifyoutakegoodcareofemployees,thentheywilltakegoodcareofyourcustomers."saidBobWegman's.Wegmansisknownforitsstrongemployeebenefitsprogram,especiallytheiremployeescholarshipprogram.ThedifferencebetweenWegmansandothersupermarketsisthatwhenpeoplecometoworkatWegmans,theyarenotlookingforajob;theyarelookingforacareer.AndbecauseWegmanshashighvolumelocations,thereisanextensivemenuofopportunitiesforemployeestoadvancetheircareersthroughaclearanddefinedcareerpath.ThisisthecultureatWegman'slikelytoaffectitsemployeesmost.
SustainingCulture
"People-oriented"istheprimarysourceofWegman'sculture.Theleadershiptheyimplementintheircompanyiseffective.Wegman'scultureisabusinesspracticethatisself-perpetuatingaslongasthebasicpremisesareadheredto.ThereasonwhyWegman'scanformsoperfectenterpriseculture,themainlyideaisthatthestandardinhiringemployeesofWegman's.EmployeesatWegman'sarenotselectedbasedonintellectualabilityorexperiencealoneTheyacquireallemployeesinthestorehassomegenuineinterestinfood.Onlyinterestinginfoodcantheyworkwellintheiepostandrealizetheirvalue.ThisisthereasonthatwhyWegman'scanSustainitCultureinsuchstrongtime.
Inasense,theculturethathasdevelopedatWegman'sisanimportantpartofthecompany'ssuccess.EmployeesareproudtosaytheyworkatWegman's.InWegman's"stafffirst,customersecond"isthesubjectoftheorganizationalculture.Maintainingacultureofdriven,happy,andloyalemployeeswhoareeagertohelponeanotheristhegoalofWegman's.ManyofwhomarehiredbasedontheirinterestinfoodmadeallemployeesworkinthesamegaolsandvalueandmanyemployeesatWegmansviewworkingforthegrocerastheircareer,thesearegoodplatformfororganizationalcultureformandsustained.AnexampleofhowWegmanslivestheirvaluesistheirscholarshipprogramforemployees.Eachyear,Wegmansgivesnearly$4.5milliontowardstuitionforemployeestocontinuetheireducation.Wegmansoperates76storesinfivestates.However,theircultureandtheircommitmenttotheiremployeesseemtotranscendindividualstoresorregionalboundaries.And,inturn,theyhaveearnedremarkableloyaltyamongemployees.
Sustainingahealthyculturealsorequiresongoingmonitoring.Tomaintainahealthyweight,mostpeopleweighthemselvesregularlyandtakeactionwhenresultsareoffcourse.Similarly,maintainingahealthyorganizationalalculturerequiresameasurementstrategyaswellasanabilitytorespondtofluctuationsandtrendsthatdonotalignwithculturalvaluesandbeliefs.Adashboard,abalancescorecard,alogframesystemorotherformsofplanningandmonitoringtoolscanbeusedtomeasureculturebasedindicators.Therecordingandreportingofwellselectedindicatorspertainingtotheorganization’svaluesandethicalpracticescanrevealtellingstoriesabouttheorganization’sculture.SuchinformationhelpsOrganizationalssettargetsforculturalchange.Similarly,analyzingresultscanleadtobetterpracticesornewormodifiedcompetenciesandculturefriendlyinterventions.Practicespromotedbytheconceptofalearningorganizationwhichencouragecreativity,innovationandempowermentcanalsoopendoorstoacycleofculturalselfassessmentandselfimprovementthatwillcontributetoenhancedperformance.Therefore,recognizingthelinkbetweenorganizationalcultureandperformanceisn’tallabouthumanresourcesandorganizationaldevelopment.
TransmittingofCulture
Newpeoplejoiningthecompanyareconsciouslyofunconsciouswithastrongorganizationalculture.InWegmansthisisanadvantagepoint,becauseofthestrongorganizationalculture,employeesjoinintotheorganizationandaccepttheorganizationalcultureiseasier.Wegman'scarefullyselectseachemployee,andgrowthisoftenslowandmeticulous,withonlytwonewstoresopenedeachyear.Whenanewstoresisopened,employeesfromexistingstoresarebroughtintothenewstoretomaintaintheculture.Theexistingemployeesarethenabletotransmittheirknowledgeandthestore'svaluestonewemployees.Thisisanefficientlymethodtohelpemployeeslearnorganizationalculture.Actually,Wegmansalsosucceedbythisway.
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- 组织行为学论文 OB 组织文化 企业文化 组织 行为学 论文 文化
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