個(gè)人資料整理 僅限學(xué)習(xí)使用本科生畢業(yè)設(shè)計(jì) is likely to have a much more informal and entrepreneurial culture than say that of an investment bank (a mature industry. And, likewise, an organization in a service industry will have a different culture than that of a manufacturing or mining company. Differences in the corporate culture of organizations in the same home culture and industry may still be profoundsometimes as profound as the differences between national cultures themselves.6ewMyirQFLCorporate-culture componentsLike national culture, corporate culture has some basic components that make up the whole. While national cultural components include such things as language, religion, and humor, the components of corporate culture tend to be more utilitarian. No one single component can reveal the true internal make-up of a corporation but when they are taken as a whole, they present a clear picture of a companys values and goals. The key corporate cultural components are:kavU42VRUsl The system of rewardsWhat type of employee behavior is appreciated and rewarded? Do risk takers move up in management ranks or does the corporation reward loyalty and long-term service instead?y6v3ALoS89l Hiring decisionsThe type of individual a company hires says much about its culture. Is a company ready to grow and accept new ideas by hiring a diverse workforce or is it content to keep hiring the same type of individual to build a homogeneous workforce?M2ub6vSTnPl Management structureDoes the corporation have a rigid hierarchical structure? Is it managed by an executive committee or a dominating chairman?0YujCfmUCwl Risk-taking strategyWhat is the corporations view of risk? Does it encourage taking chances, trying new products and markets? Or is it content with well-established markets and products?eUts8ZQVRdl Physical settingIs the office an open plan that encourages communication and a sense of egalitarianism? Or are management offices segregated from the staff workplace? Is headquarter a monument to ownership or a functional working environment?sQsAEJkW5TNational cultural influencesAs explained previously, Asians place a high value on concept associated with social harmony, while Westerners put greater emphasis on individuals rights and responsibilities. It is no surprise to find that Japanese corporations almost always place great emphasis on group harmony in their corporate cultures. They design a system that rewards conformity, hire staff that is relatively homogeneous and tend to shy away from risk-taking and the entrepreneurial spirit. By the same token, it should be no surprise that many American corporations are likely to hire an entrepreneurial type and reward risk. There is no escaping the fact that a national culture shapes corporate responsibilities, practices and traditions.GMsIasNXkAA pair of studies, one regarding six Asian nations completed in 1996 by Wirthlin Worldwide, and one regarding North America conducted in 1994 by David I. Hitchcock of the center for strategic and International Studies, revealed striking differences between the most cherished values of Asian and North American business executives. These studies underscore the point that national cultures do have paramount influence on the formation of corporate cultures.TIrRGchYzgIn Asia the top seven values listed by executives were:7EqZcWLZNX1. hard work2. respect for learning3. honesty4. openness to new ideas5. accountability6. self-discipline7. self-relianceThe top seven north American (United States and Canadavalues were:lzq7IGf02E1. freedom of expression2. personal freedom3. self-reliance4. individual rights5. hard work6. personal achievement7. thinking for ones selfCause and effectIf you look at the traits emphasized by the business executives, you can begin to build a corporate culturealbeit a stereotypeof an Asian firm and a North American firm and to understand the differences in management technique and skills between Asian corporations and North American ones. In Asia, there is no mention of individual rights or any hint of reward for “thinking for ones self.” Hence, the type of organizational structure that5 has emerged across Asia is one of a very hierarchical, bureaucratic corporation that values such intangibles as “respect for learning” and “honesty.” By the same token, taking the values stressed by North American executives, you would expect to find corporations that are less structured and more entrepreneurial than Japanese onesand, in general, that is very much the case. Remember, though, that within the same home culture, you still get vast differences in corporate culture. While IBM and Compaq may be in the same country and in the same industry, their corporate cultures in many ways are different.zvpgeqJ1hkOne interesting footnote from these studies was that female Asian executives had a value profile that more closely resembled that of North American. Asian women focus more on independence and self-reliance while Asian men focus more on harmony and order. This difference may be due to the fact that women have been shut out of the “old boys network” and have been forced to rely more on entrepreneurial skills than Asian males to succeed.NrpoJac3v1Profitable corporate cultureThe concept of corporate culture is all well and good but does the concept have any measurable impact on a corporations bottom line or on staff behavior? It certainly does, though the impact is difficult to quantify. Having a strong corporate culture provides a clear sense of identity for staff, clarifies behavior and expectations and usually makes decision making fairly easy because so much is already defined. People know where they stand and what is expected of them. However, a strong corporate culture also has a downside. Any corporation that has an entrenched culture will find change difficult. The inabilities to be flexible, to act quickly and to change rapidly are all competitive disadvantages in the global market economy. A weak corporate culture will simply have little influence on employee behavior.1nowfTG4KIThen it comes to the bottom line, it is important for a corporation to have a culture of accountability. With a strong accountability culture, a corporation can avoid imposing a costly monitoring system which often hurts employee morale and diminishes productivity.fj