摘要:本文是英国留学生毕业论文范文,主要内容是针对组织文化的相关问题进行研究和分析,并且通过实证调查研究组织文化对美国的卡梅伦和Freeman的企业营销人员的影响作用。
utcomes (e.g., effectiveness) in the former perspective, whereas in the latter perspective it is a concept to be explained independent of any other phenomenon.
Most discussions of organizational culture (Cameron & Ettington, 1988; O'Reilly & Chatman, 1996; Schein, 1996) agree with the idea that culture is a socially constructed attribute of organizations which serves as the 'social glue' binding an organization together. A majority of writers have come to an agreement that it refers to the taken-for-granted values, underlying assumptions, expectations, and definitions present which characterize organizations and their members (that is, they have adopted the functional, sociological perspective). Culture represents 'how things are around here' or prevailing ideology that people carry inside their heads. Culture affects the way organization members think, feel, and behave.
Importantly, the concept of organizational culture is distinct from the concept of organizational climate. Climate refers to more temporary attitudes, feelings, and perceptions of individuals (Schneider, 1990). Culture is an enduring, slow to change, core characteristic of organizations; climate, because it is based on attitudes, can change quickly and dramatically. Culture refers to implicit, often indiscernible aspects of organizations; climate refers to more overt, observable attributes of organizations. Culture includes core values and consensual interpretations about how things are; climate includes individualistic perspectives that are modified frequently as situations change and new information is encountered. The approach to change in this article focuses squarely on cultural attributes rather than climate attributes. It considers the 'links among cognitions, human interactions, and tangible symbols or artifacts typifying an organization' (Detert, Schroeder, & Mauriel, 2000:853), or, in other words, 'the way things are' in the organization rather than people's transitory attitudes about them.
Organizational culture is defined by Brent Ruben and Lea Stewart (1998) as the sum of an organization's symbols, events, traditions, standardized verbal and nonverbal behavior patterns, folk tales, rules, and rituals that give the organization its character or personality. Ruben and Stewart note that organizational cultures are central aspects of organizations and serve important communication functions for the people who create and participate in them.
1.3.2 Job Satisfaction
Job satisfaction can be defined in many ways as there is no universal definition of the concept of job satisfaction (Mumford, 1991), it can be considered as a multi-dimensional concept that includes a set of favorable or unfavorable feelings by which employees perceive their job (Davis and Newstro, 1999). Churchill (1974) defines job satisfaction according to all the characteristics of the job itself and of the work environment in which employees may find rewards, fulfillment and satisfaction, or conversely, sentiments of frustration and/or dissatisfaction. Price and Muller (1986) identify job satisfaction by the degree to which individuals like their job. Job satisfaction has been defined as a positive emotional state resulting from the pleasure a worker derives from the job (Locke, 1976; Spector, 1997) and as the affective and cognitive attitudes held by an employee about various aspects of their work (Kalleberg, 1977; Mer
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