Marketing Manager Course - Chapter 04

Tham khảo tài liệu 'marketing manager course - chapter 04', kinh doanh - tiếp thị, kỹ năng bán hàng phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. Chapter 4 ManagingManaging OrganizationalOrganizational CultureCulture andand ChangeChange McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. Learning Objectives After reading this chapter, you should be able to: z Build and maintain an appropriate company culture. z Understand the roles of symbols, rites, ceremonies, heroes, and stories in an organization's culture. z Identify the various categories of organizational cultures and the characteristics of people who fit best with them. z Adapt to organizational change and the forces that drive change. z Work with employees who resist change. z Use tools to help implement change, including Lewin’s three- step model of change and force field analysis. McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. Organizational Culture zA system of shared values, assumptions, beliefs, and norms that unite the members of an organization. zReflects employees’ views about “the way things are done around here.” zThe culture specific to each firm affects how employees feel and act and the type of employee hired and retained by the company. McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. Levels of Corporate Visible Culture Culture Expressed Values Core Values McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. Functions Performed By Organizational Culture zEmployee Self-Management ¾Sense of shared identity ¾Facilitates commitment zStability ¾Sense of continuity ¾Satisfies need for predictability, security, and comfort McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. Functions Performed By Organizational Culture (cont) zSocialization ¾Internalizing or taking organizational values as one’s own zImplementation Support of the Organization’s Strategy ¾If strategy and culture reinforce each other, employees find it natural to be committed to the strategy .

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