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论文作者:www.51lunwen.org论文属性:作业 Assignment登出时间:2016-03-18编辑:zhaotianyun点击率:12016
论文字数:2504论文编号:org201603151843068026语种:英语 English地区:丹麦价格:免费论文
关键词:核心原则组织文化employee productivity
摘要:摘要:本文考察了员工的效率与组织文化之间的关系。员工努力使自己变得富有生产力。
It is reasonable to assume that organizational cultures which have flexible structures, and a provide a supportive environment for their employees are more likely to adapt to change successfully, than those which are rather inflexible in structure, and exercise great control over their employees (Zammuto & O'Connor, 1992). Jones et al. (2005) suggests that the employees of organizations where the culture allows for employee participation in terms of decision making, open communication and includes ongoing training and development, are better equipped for change than employees of organizations with differing values. It should be noted that there may be cultural values which are significant to specific industries. For example, the importance of adaptability to change and readiness for innovation may apply strongly to the industry of technology, in achieving high or higher performance, but less on other industries.
Smith (2003) examines that as change enfolds, it is possible that organizational culture will also be attempted, in ways in which encourage transition (new computer information's system, or a merger) to be successful. However, data shows only 19 percent of companies undergoing culture change programs to be in the top quartile organizational change attempts which were successful (Smith, 2002). Furthermore, Troy (1994), surveyed 166 Western organizations undergoing organizational change, reporting that only 32 percent were successful in altering the organizations original 'vision, values and culture.' Putting aside dubious methodologies used in measuring and diagnosing culture, it may be that the 'strongest' cultures, where 'basic assumptions' are most deeply rooted, are in fact those which are most difficult to change.
Barney (1986) suggests that if an organizations culture is to serve as a 'competitive advantage', it must ensure that it is open to change. Apart from a culture having to achieve 'internal integration' between employees to be deemed successful, it must also ensure an element of 'external adaption', which ensures that it will change and develop with the outside market climate and environment (Denison et al., 2004). The importance of this ability can be seen in a statement from an IBM Senior Vice president, which stated: 'you have to have an organization that senses change and by itself identifies a working team that can go after opportunities' (Hindle, 2006). For organizations such as IBM, the flexibility and the ability to adapt to new situations and opportunities may be some of the most important characteristics of culture that induce high performance.
Looking to see if a new corporate culture can truly induce employees to believe in shared organizational values, which are said to boost commitment to their work and firm, Thomas & Findlay (1999) examined evidence over a ten year period. Far from 'gover本论文由英语论文网提供整理,提供论文代写,英语论文代写,代写论文,代写英语论文,代写留学生论文,代写英文论文,留学生论文代写相关核心关键词搜索。