組織文化【外文翻譯】

1、外文翻譯原文：原文：ganizationalcultureganizationalcultureisanideainthefieldofganizationalstudiesmanagementwhichdescribesthepsychologyattitudesexperiencesbeliefsvalues(personalculturalvalues)ofanganization.Ithasbeendefinedas“thesp

2、ecificcollectionofvaluesnmsthataresharedbypeoplegroupsinanganizationthatcontrolthewaytheyinteractwitheachotherwithstakeholdersoutsidetheganization.“Thisdefinitioncontinuestoexplainganizationalvaluesalsocalledas“beliefsid

3、easaboutwhatkindsofgoalsmembersofanganizationshouldpursueideasabouttheappropriatekindsstardsofbehaviganizationalmembersshouldusetoachievethesegoals.Fromganizationalvaluesdevelopganizationalnmsguidelinesexpectationsthatpr

4、escribeappropriatekindsofbehavibyemployeesinparticularsituationscontrolthebehaviofganizationalmemberstowardsoneanother.“ganizationalCultureAssessmentInstrumentRobertQuinnKimCameronresearchedwhatmakesganizationseffectives

5、uccessful.BasedontheCompetingValuesFramewktheydevelopedtheganizationalCultureAssessmentInstrumentthatdistinguishesfourculturetypes.Seetheirbook:DiagnosingChangingganizationalpetingvaluesproducepolaritieslike:flexibilityv

6、ersusstabilityinternalversusexternalfocus.Thesetwopolaritieswerefoundtobemostimptantindefiningganizationalsuccess.Thepolaritiesconstructaquadrantwithfourtypesofculture:ClanCultureinternalfocusflexibleAfriendlywkplacewher

7、eleadersactlikefatherfigures.AdhocracyCultureexternalfocusflexibleAdynamicwkplacewithleadersthatstimulateinnovation.MarketCultureexternalfocuscontrolledAcompetitivewkplacewithleaderslikeharddriversHierarchyCultureinterna

8、lfocuscontrolledAstructuredfmalizedwkplacewhereleadersactlikecodinats.CameronSathe1983Schall1983Weick1985DiTomaso1987)4.ModifytheganizationtosupptganizationalchangeThefourthstepistomodifytheganizationtosupptganizationalc

9、hange.5.socializenewcomersterminatedeviants(stage7&8ofKotter1995p.2)Awaytoimplementacultureistoconnectittoganizationalmembershippeoplecanbeedterminateintermsoftheirfitwiththenewculture(Cummings&Wley2005p.491).6.Developet

10、hicallegalsensitivityChangesinculturecanleadtotensionsbetweenganizationalindividualinterestswhichcanresultinethicallegalproblemsfpractitioners.Thisisparticularlyrelevantfchangesinemployeeintegritycontrolequitabletreatmen

11、tjobsecurity(Cummings&Wley2005p.491).Changeofcultureintheganizationsisveryimptantinevitable.Cultureinnovationsisboundtobebecauseitentailsintroducingsomethingnewsubstantiallydifferentfromwhatprevailsinexistingcultures.Cul

12、turalinnovationisboundtobemedifficultthanculturalmaintenance.Peopleoftenresistchangeshenceitisthedutyofthemanagementtoconvincepeoplethatlikelygainwilloutweighthelosses.Besidesinstitutionalizationdeificationisanotherproce

13、ssthattendstooccurinstronglydevelopedganizationalcultures.Theganizationitselfmaycometoberegardedaspreciousinitselfasasourceofprideinsomesenseunique.ganizationalmembersbegintofeelastrongbondwithitthattranscendsmaterialret

14、urnsgivenbytheganizationtheybegintoidentifywithin.Theganizationturnsintoastofclan.MergersganizationalcultureculturalleadershipOneofthebiggestobstaclesinthewayofthemergingoftwoganizationsisganizationalculture.Eachganizati

15、onhasitsownuniqueculturemostoftenwhenbroughttogethertheseculturesclash.Whenmergersfailemployeespointtoissuessuchasidentitycommunicationproblemshumanresourcesproblemsegoclashesintergroupconflictswhichallfallunderthecategy

16、of“culturaldifferences”.Onewaytocombatsuchdifficultiesisthroughculturalleadership.ganizationalleadersmustalsobeculturalleadershelpfacilitatethechangefromthetwooldculturesintotheonenewculture.Thisisdonethroughculturalinno