解释出为何了解一个文化对所有管理者的重要性

Instructor:Dr.YuhShy,ChuangChingYunUniversityInternationalBusinessDeptChapter4ManagingWithinCulturalContexts2/38©2005PrenticeHallLearningObjectivesExplainwhyathoroughunderstandingofcultureisimportantforallmangers.解釋出為何了解一個文化對所有管理者的重要性Defineculture.文化的定義Explainhowcultureaffectsmanagerialbehaviorandpractices.解釋出文化如何影響管理行為及實務Afterstudyingthischapter,youshouldbeableto:3/38©2005PrenticeHallLearningObjectivesDescribetheroleoffundamentalassumptionsincorporate,regional,ornationalcultures.敘述出公司、區域及國家文化的基本角色Mapaspectsofcultureintermsoftheextenttowhichtheyaredeeplyheldandwidelyshared.以文化地圖方面來敘述他們所了解的深度及寬度Afterstudyingthischapter,youshouldbeableto:4/38©2005PrenticeHallLearningObjectivesDescribethekeystrategiesmanagerscanusetocreateandchangeculture.敘述管理者用來創造及改變文化的關鍵策略Explainthedifferencesbetweenanddescribetheimplicationsofhigh-andlow-contextcultures.解釋高處境與低處境文化涵義的相異性Afterstudyingthischapter,youshouldbeableto:5/38©2005PrenticeHallDefinitionofCultureCultureLearnedsetofassumptions,values,andbehaviors學習提出假設,價值觀,以及行為Acceptedassuccessful接受成功論Passedontonewcomers傳承給新來的人Culturebeginswhenagroupofpeoplefacesasetofchallenges文化起源於一個團體所面臨的挑戰Cultureevolvesandchangeswithtime文化的逐漸形成及時代的挑戰6/38©2005PrenticeHallManagerialRelevanceofCultureImpactofCultureonBehavior行為上的文化衝擊Howpeopleobserveandinterpretthebusinessworldaroundthem人們如何觀察及解釋身旁的商業世界Canleadtodifferentbeliefsabout“right”behaviors如何將不同事物轉變為對的行為Subordinateswhoidentifywiththecultureofaunitorcompanyarelikelytotryhardertomakeitsuccessful分公司必須要努力適應以符合與母公司相同的企業文化7/38©2005PrenticeHall0%10%20%30%40%50%60%80%70%CulturalDifferencesAmongManagers“重要的是，一個管理者對於其部屬在工作中所提出的問題須有明確的答案”787366534644382723181710AdaptedfromExhibit4.1:CulturalDifferencesAmongManagers8/38©2005PrenticeHallManagerialRelevanceofCultureCulturaldiversityintheworkplace職場裡的文化多樣性Globalization全球化IncreasinglyculturallydiverseU.S.workforce美國職場日增的文化地多樣Cultureasamanagementtool文化猶如一項管理工具Onceestablished,cultureguidesemployeebehaviorswithoutovertorconstantsupervision文化指引著員工行為，而不必過度監督Managersmustbecarefulwhattheyinstillastheculturalvaluesoftheunit(organization)管理著必須謹慎於組織文化的價值觀9/38©2005PrenticeHall人工製品Artifacts:visiblemanifestationsofaculturesuchasitsart,clothing,food,architecture,andcustoms實際物品價值觀Values:enduringbeliefsthatspecificconductorendstateswhicharepersonallyorsociallypreferredtoothers為個人或社會所推崇假說Assumptions:thebeliefsaboutfundamentalaspectsoflifelyingbelowthesurface,butsupportingtheculture不在於表面的基本理念，但呼應著文化LevelsofCultureAdaptedfromExhibit4.2:ManagingWithinCulturalContexts10/38©2005PrenticeHallLevelsofCultureCulturalassumptions文化的假說Certainculturalvaluesandbehaviorsareonlypossiblewithcertainunderlyingculturalassumptions某種文化只應對於某種假說Anunderstandingofassumptionsisnecessarytounderstand,change,orevencreateanewculture假說的理解是必須要經由理解、改變，甚至創造一個新的文化Assumptions(Hidden)11/38©2005PrenticeHallBasicAssumptionsandTheirManagerialAssumptionsSpecificAssumptionsSpecificAssumptionsManagerialImplicationsManagerialImplicationsPeoplearemeanttodominatetheenvironmentPeoplemustcoexistharmon-iouslywiththeenvironmentHumansandtheEnvironmentFirmsshouldseekpositionsthatallowthemtocoexistwithothersStrategicplansshouldbedevelopedtoenablethefirmtodominateitsindustryAdaptedfromExhibit4.3:BasicAssumptionsandTheirManagementImplications12/38©2005PrenticeHallBasicAssumptionsandTheirManagerialAssumptionsSpecificAssumptionsSpecificAssumptionsManagerialImplicationsManagerialImplicationsPeoplearegenerallylazyWorkisasnaturalasplayforpeopleHumanNatureProvidepeoplewithopportunitiesandresponsibilitiesandencouragetheirdevelopmentImplementsystemsformonitoringbe-haviorandestablishclearpunishmentforundesiredbehaviorAdaptedfromExhibit4.3:BasicAssumptionsandTheirManagementImplications13/38©2005PrenticeHallBasicAssumptionsandTheirManagerialAssumptionsSpecificAssumptionsSpecificAssumptionsManagerialImplicationsManagerialImplicationsIndividualshavecertainrightsandfreedomsPeopleexistbecauseofothersandoweanobligationtothemHumanRelationshipsCooperationwithandcontributionstothe’groupshouldbeevaluatedandrewardedIndividualperformanceshouldbemeasuredandrewardedAdaptedfromExhibit4.3:BasicAssumptionsandTheirManagementImplications14/38©2005PrenticeHallBasicAssumptionsandTheirManagerialAssumptionsSpecificAssumptionsSpecificAssumptionsManagerialImplicationsManagerialImplicationsPeoplecreatetheirowndestiniesandmustplanforthefuturePeopleshouldreacttoandenjoywhateverthepresentprovidesHumanActivityPlanningthefutureonlygetsinthewayofenjoyingthepresentPeoplewhofailtoplanshouldplantofailAdaptedfromExhibit4.3:BasicAssumptionsandTheirManagementImplications15/38©2005PrenticeHallBasicAssumptionsandTheirManagerialAssumptionsSpecificAssumptionsSpecificAssumptionsManagerialImplicationsManagerialImplicationsTruthobjectivelyexistsTruthiswhatissociallyacceptedTruthandRealityOpinionleadersarehowyouinfluencepeopleanddecisionsFactsandstatisticsarehowyouconvinceandinfluencepeopleAdaptedfromExhibit4.3:BasicAssumptionsandTheirManagementImplications16/38©2005PrenticeHallBasicAssumptionsandTheirManage