企业文案-国际化企业文化设计文案

1WhatCultureIsWhatCultureIs中国人力资源开发网（简称:中人网）PDF文件使用pdfFactoryPro试用版本创建ÿ:Theyinfluencethewaypeoplearerewarded(collectively/individually/both)orthewaytheyareencouragedtoaskpermissionbeforetakingrisksSource:TheParadoxPrinciples,ThePwCChangeIntegrationTeam,1996.WhatCultureIsWhatCultureIsCultureisthecombinationofthevaluesandbeliefsthatprovidedirectionandenergytowhatpeopledoeachdayPDF文件使用pdfFactoryPro试用版本创建r:TheParadoxPrinciples,ThePwCChangeIntegrationTeam,Irwin,1996.WhatCultureIsWhatCultureIsTheeffectofcultureoncompetitiveperformancebuildsinlayersPDF文件使用pdfFactoryPro试用版本创建r’sbusinesssystemMission/Vision/BusinessObjectives•Organizationalpurpose•Long-termobjectives•Multiple-yeargoals&metrics•Product/servicelinesCorporateandBusinessStrategies•Markets•Customers•Offerings•Competitivebasis•ShareholdervaluedriversOrganizationStructure•Formalstructure•Supportingrelationships•Levelsofauthority•Alliancemanagement•IntegratingmechanismsLeadership•Directionsettingandcommunication•Organizationmobilization•StandardsettingOrganizationCulture•Valuesandbeliefs•Underlyingassumptions•Climate,norms,symbols,philosophy•Decisionsandbehaviors•RegionalandnationalculturesBusinessProcesses•Product/serviceoperations•Support/logistics•Supplychainmanagement•MarketandcustomermanagementPeople•Taskrequirements•Individualcompetencies,skillsandabilities•Talentmixrelativetostrategy•Workunits/teams•Individualbehavior,andneeds/valuesfitExternal•Profitability•Utilization•ROA/EVA•ROC•Customersatisfaction•Marketshare•Revenue•Repeatbuyers•Numberofcustomercomplaints•Companyimage•Competitivecostpositions•RelativeR&Dexpenditures•Relativelaborcosts•(Manyothers)DIRECTION/IDENTITYFACTORSOPERATIONALFACTORSExternalEnvironmentFEEDBACK•Customers•Competitors•Suppliers•Technology•Industrystructure•Financialmarkets•Labormarkets•Regulation/•legislation•Community•CoreCompetencies•Productivity•Workunitclimate•Workforcemotivation•Changecapability•Individualperformance•First-passquality•Numberofnewproducts/innovations•Designcycletime•Transactionprocesstime•Costs•(Manyothers)InternalORGANIZATIONPERFORMANCETechnology•Coreproduct•Manufacturing•R&D•Resourceallocation•Operationalstrategy•Workdesign•Financialmanagement•Changemanagement•Stafffunctions•Managementpractices•Communication•Performancemanagement•HumanResourcemanagement•Policies,practicesandprocedures•Knowledgeacquisitionanddeployment•Transactionprocessing•FacilitiesManagementInfrastructureManagementProcessesInformationManagement•ITstrategy•ITarchitecture•ITsystemsBusinessPlanningPDF文件使用pdfFactoryPro试用版本创建0ØPeoplewhosharecommonvalueswillhelpeachother,generatingteamworkandaddingvaluethroughsharedsolutionsØCreativepeoplecanworkefficientlyontheirowntowardcommonlyheldgoalsandcansharethelongtimehorizonsneededforinnovativesuccessØPeopleatdistantpointsintheorganisationcanbetrustedtousetheirintuitiontosolveproblemsinwaysthatareconsistentwithorganisationpurposesØPeopleworkhardertofulfillvaluestheybelievein,thusenhancingpersonalmotivationandenterpriseproductivityØCommonvaluescreategroupidentity,improvemorale,andeliminatetheneedformoredetailedcontrolsØCommonlyheldvaluestendtominimisesquabbles,decreaseinternalfriction,andreducetimeneededtomanagethemØHigh-moraleorganisationswillbandtogether,andworkintensivelytosolvecriticalproblemsWhatCultureIsWhatCultureIsØConsistentvalueswillattractpeoplewhogenuinelywanttoworkforthecompany,andmutuallyheldvaluescreatethetrustneededforflexibilityandeffectivenessØTrust,createdbycommonvalues,allowsefficientdelegation.PeopleworkindependentlytowardcommonlyheldgoalsØValue-activatedpeoplewillconsciouslyseeknewopportunitiestofulfillthesevaluesandwillnotwastetimeonthosethatdonotPRODUCTIVITYPRODUCTIVITYFOCUSFOCUSADDEDVALUEADDEDVALUESource:TheParadoxPrinciples,ThePwCChangeIntegrationTeam,Irwin,1996.PDF文件使用pdfFactoryPro试用版本创建rr