企業(yè)文化與企業(yè)績效-

1、 戰(zhàn)略型領(lǐng)導(dǎo)，企業(yè)文化與企業(yè)績效王 輝 電話號(hào)碼： 電子郵件：1BackgroundWhat aspects of strategic leadership are important to organizational effectiveness? CEOs attributes (behavioral complexity, charisma, and paternalism)When does strategic leadership take effects on organizational performance?Situational uncertainty (percevied

2、 environment uncertainty, organizational type, firm life stage)How does strategic leadership influence firm performance?Mechanisms (organizational culture)2Background (continue 1)Strategic Leadership Strategic leadership is defined as a persons ability to anticipate, envision, maintain flexibility,

3、think strategically, and work with others to initiate changes that will create a viable future for the organizations (Ireland & Hitt, 1999)Upper echelon theory (Hambrick & Mason, 1984) strategies and effectiveness are the reflection of the values and cognitive bases of powerful actors in the organiz

4、ationObservable aspects age, education, functional track, financial position group characteristicsPsychological aspects cognitive base, values, and personality3Background (continue 2)Situational uncertaintyTransition from a planned to a market economic systemRestructuring of state-owned enterpriseSu

5、bstantial growth of township and village, private firms and joint venturesPerceived environment uncertainty Individuals perceived inability to understand the direction in which an environment might be changing, the potential impact of those changes on that individuals organization, and whether or no

6、t particular response to the environment might be successful (Milliken, 1987)Different organizational typesFirm life stage4Strategic leadershipDemographic variablesSmith et al, 1994; Hambrick et al, 1996Priem et al, 1999; Pitcher et al, 2000; Waldman et al, 2001 Behavioral complexity the ability to

7、act out a cognitively complex strategy by playing multiple, even competing roles, in a highly integrated and complementary way Hooijberg & Quinn, 1992; Hart & Quinn, 1993; Denison et al, 1995 Charisma the ability f a leader to exercise diffuse and intense influence over the beliefs, values, behaviou

8、r, and performance of others through his or her own behaviours, beliefs, and personal example Conger & Kanungo, 1987; House et al, 1991; Waldman et al, 20015Strategic LeadershipPaternalisma kind of leadership style which combine strong discipline and authority with fatherly benevolence and moral int

9、egrity couched in a “personalistic” atmosphereRedding, 1990; Westwood, 1997; Cheng, 1995; Farh & Cheng, 2000authoritybenevolencemoral leadership6Organizational cultureOrganizational cultureA pattern of basic assumptions that the group learned as it solved its problems of external adaptation and inte

10、rnal integration, that has worked well enough to be considered solid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems” (Schein, 1992, p. 12)Outcomes of organizatonal cultureLeaderss influence on organizational cultureMediating

11、role of organizatonal culture7企業(yè)文化不是什么？豐富員工的業(yè)余生活聘請(qǐng)文化界人士加盟企業(yè)加強(qiáng)政治思想工作垃圾桶員工統(tǒng)一著裝開發(fā)企業(yè)口號(hào)每天唱廠歌在媒體上宣傳本企業(yè)8企業(yè)文化概述企業(yè)騰飛的兩翼-先進(jìn)的科學(xué)技術(shù)和卓越的企業(yè)文化現(xiàn)象形成最佳的經(jīng) 營管理機(jī)制為目的以人為管理的主體以企業(yè)的共識(shí)為核心以群體行為為基礎(chǔ)9企業(yè)文化是什么？ 一個(gè)團(tuán)體在適應(yīng)外部環(huán)境與內(nèi)部整合的過程中，習(xí)得的一套價(jià)值觀，行為模式和基本假設(shè)，團(tuán)體的新成員以此作為了解，感知，思考相關(guān)問題的基礎(chǔ)。（Schein, 1992)可觀察到的行為規(guī)范（習(xí)俗，傳統(tǒng)，固定的儀式等）團(tuán)體規(guī)范（內(nèi)在的價(jià)值觀，標(biāo)準(zhǔn)等）共享的

12、價(jià)值觀念正規(guī)的企業(yè)哲學(xué)（廣義的政策及意識(shí)形態(tài)方面的原則）游戲規(guī)則（新成員必須學(xué)習(xí)的做事方法）組織氣氛具體化的技能思維習(xí)慣，心理模式，語言范式10企業(yè)文化的組成企業(yè)的價(jià)值觀-價(jià)廉物美典范人物-體育界的“女排精神”儀式典儀-“誰是全國第一”，“華爾連鎖商店”文化網(wǎng)絡(luò)-正規(guī)的標(biāo)語、口號(hào)，非正規(guī)的言語 行為11企業(yè)文化與企業(yè)的績效任何一個(gè)卓越的企業(yè)都有一種強(qiáng)勢文化“追求卓越”-八大特征IBM-尊重人才，努力創(chuàng)新，服務(wù)顧客McDonalds-質(zhì)量，服務(wù)，整潔，物有所值Haier(海爾集團(tuán)）什么是強(qiáng)勢文化？ 高水平的贊同，完全的一致12企業(yè)文化與企業(yè)的績效企業(yè)文化與企業(yè)的效益成正相關(guān)企業(yè)文化可以增加員工的凝聚力，減少員工的離職傾向增加員工對(duì)組織的承諾和滿意感激勵(lì)員工約束與控制員工行為變革的橋梁企業(yè)文化有利于企業(yè)的未來發(fā)展 （1984年11月24日）案例：重慶鐘表工業(yè)公司的企業(yè)文化建設(shè)13企業(yè)領(lǐng)導(dǎo)與企業(yè)文化企業(yè)的創(chuàng)始人，老總是企業(yè)文化建設(shè)的關(guān)鍵觀念的體現(xiàn)行為的模板實(shí)施的保障實(shí)現(xiàn)的動(dòng)力領(lǐng)導(dǎo)行為的特性與企業(yè)文化的關(guān)