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当代管理理念与实践述评

任何组织的核心在于它的文化，它是关于如何与他人协作和独立工作，如何对待客户，如何创收或者保持公司业务成功运作等方面哲学。领导，甚至是中层管理人员关心的是满足与顾客在产品和收入上挂钩的一些关键的目标，但是他们有时并不注重文化。在组织中压倒一切的信念和行为，真正决定了是否能够实现组织目标。这便是文化决定了如何使得事情得到完成，无论是用好的或坏的方式。组织文化为改变策略、应对竞争提供一种机制或者也可能导致灭亡的合并或创造隔离和冲突的孤岛。

因此，有效的文化管理方式可以解决问题，并且帮助组织中的每个人都接受这种文化，将为实现组织所有的战略目标提供强有力的基础。本文将审慎评估作家们所提出的不同假设及方法，包括埃德加·施恩所说的，有效的管理组织文化就像管理实践和战略成功一样是个不可或缺的组成部分。

A Review of Contemporary Management Ideas and Practices

At the heart of any organisation lies its culture in which are found the philosophies on how to work together and individually, how to treat customers, and how to generate revenue or keep the business operating successfully. Leaders and even middle managers are concerned with meeting some key goals tied to customers, products, and revenue, but they sometimes do not pay attention to the culture. The overriding beliefs and behaviours in the organisation that truly determine the ability to hit those key goals or not (Ford 2008: 1). It is the culture that determines how things get done, whether it is in a good or bad way, and it provides the mechanism for changing strategies and responding to competition or causing the demise of a merger or creating silos of isolation and conflict (Ford 2008: 2).

Therefore, effectively managing culture in a way that addresses problems and helps everyone in the organisation embrace this culture will provide a strong foundation for accomplishing all the organisation's strategic objectives. This paper will critically evaluate both the assumptions and methods put forward by various writers, including Edgar Schein, to effectively manage organisational culture as an integral component of management practices and strategic success.

Understanding Organisational Culture——了解什么是组织文化

As part of social Science, the study of culture has been around for many decades as a means of better understanding how it plays a role in the “functioning of society” (Denison and Mishra 1995: 204). In recent years, business theorists began to look at the organisation of companies in the same manner, understanding that the same socialisation process could be applied to a business that previously might have just been seen as an intangible thing rather than a living organism that was made up of individual and collective behaviours.

One book described culture as the result of “group learning experiences in which a number of people face a problem and work out a solution together” (Miner 2007: 321). This could mean that one organisation develops a culture that can provide them with a competitive advantage whilst another may focus on ethical or environmental standards and still another may look to create a culture that is geared toward customers or technological innovation (Sims 2002: 301). Whatever the case, the culture is directed toward a particular belief about one of those areas that serves to direct all the organisation's approach to strategy as well as its interaction with the external and internal environments.

That would certainly describe what is happening with business today as products and services are framed around finding solutions whilst internal processes are devised to solve internal problems. Other issues on an internal scale are also being linked to culture, especially when it comes to large firms caught up in scandals r