企业文化究竟该做些什么？
不想把企业文化只做成活动和表面的东西，更多的需要在思想和意识上下功夫啊！可是现在总是觉得就是在搞活动 至于企业文化和业务、服务、培训的结合总是不满意！
不想单纯为了迎合公司的喜好和潮流做，从长远看总是不可取的。各位有什么好的见地，多多指教阿！ I hope someone could translate this so we can discuss the topic further:
[b]Organizational Culture[/b]
[u]Basics[/u]
The works of Edgard Schein is one of the seminal discussions to all concepts and theories leading to organization culture. Schein's basic organizational culture model is a description of three unbounded levels. 'Artifacts' representing things that we can actually see of an organization is on the surface level. The next level is called the 'Espoused values' where conscious strategies are played by the organization. The deepest level of organizational culture is the 'Basic underlying assumptions', here are the sub-conciousness of an organization basically people will do but do not understand why they do it. Earlier, another academic called Sathe also worked on a three level organizational model similar to Schein's concepts.
For those of you who are psychologist or have some psychology training, you will see similarities between this three level organizational model with Frued's and Jung's discussions about the sub-conscious and conscious self. And along the Fruedian/Jungian line, the way an organization behaves is shaped by its past and developments as it grow. Therefore, like a person's personality an organization's culture forms the basis of how it reacts to the outside world.
[u]Organizational culture in practice[/u]
You can think of organizational culture as a survival mechanism for the organization. If nothing is wrong then the organization will rely on past successful information about doing business and continue using tried-and-tested methods to continue to be successful. However, if the organization is threatened by things that it had not experienced before then it will learn from the success or failure of overcoming that threat and add the information/method to its inventory. Similarly, if the organization discovers new ways of doing things then it will compare these new methods against old ones to assertain the best approach to use in the future.
A modern and systematic organization will develop a system of collecting such information for success and make it part of their training and development for the whole company to learn. Furthermore, the organization will visualize such practices in writing and philosophy for its members to remember clearly.
There are many researches that consistently show that organizations with strong organizational cultures will provide good business performances. However, the definition of what is a 'strong organizational culture' is debateable.
[u]Organizational culture in reality[/u]
Many organizations, in China and around the world, suffers from what could be described as 'surface tension' in their organizational culture: all the cultural ideals and vision look good and are in place but once you apply pressure to it is broken! Here are two examples:
A very large and famous Chinese organization that makes a variety of electronics recently developed an organizational culture philosophy and were extremely proud of this undertaking. The organizational culture guide for the organization has a list consisting over 100 items that its members must cohere to. The question here is 'what is that list'??? To a typical consultant, that list of items should be part of the rules and guidelines in the employee handbook not as part of a the guiding principles of an organization's culture definition. Guiding principles and vision of an organization's culture should be short and sweet -- "Just do it!" for example...
On the other hand, a global conglomerate with major businesses around the world complained bitterly about the level of turnover of its staff in China. This conglomerate has been operating for over a hundred years and a key player in many industries, it has spent millions in China but the human resources budget is cutting a bigger share of the expenses than expected due to the problems of turnover. This company has a well established organizational culture in place and is being used in China. So what went wrong? Well basically, organizational culture needs to be learned by participating organizational members. Simply transplanting organizational culture from one place to another will not work. People need to believe and understand the organization's culture to be an integrate part of its performance.
[u]Do my organization need culture[/u]
Your organization already has a culture!
But if you want to move from your organization to move further along the road of development you must clarify your organizational culture so that everyone in the organization knows what their purpose is and what contribution their work will bring to the success of the organization.
If you have a large in-house HR department then you may want to do such an organizational culture program by yourselves but it is adviseable to use consultants for two main reasons. (1) Consultants are professionals and can give you their objective opinions, and (2) Consultants are new to your organization and can 'see' some key elements of your organizational culture that you may have forgotten already.
My last point here is not to go out and just find any consultant. It is true finding a consultant you can talk to is important in the consultant-client relationship, but you must understand that the consultant should stay objective all the time if they become too close to you then you might of as well doing the whole project by yourself! An organizational culture program is a long ordeal so a consultant with a well-thought schedule should be in consideration. Also, such a culture program is not cheap so make sure the consultant allows you to pay when certain milestones are met. Since most organizational theories and concepts are similar, it doesn't really matter which one the concept you use.
Finally, if a consultant promises to deliver an entire organizational program in less than three months -- forget it!!!
[[i] 本帖最后由 P_W_L 于 2008-7-24 16:58 编辑 [/i]] Just wanted to add:
Your organizational culture is constantly evolving! It does not stop and cannot be stopped as it continuously absorb new ideas and information from the business and industry that your organization operates. You must lead your organization with a well thought out and visionary organizational culture that directs everyone towards an ultimate goal. Realizing this goal may be impossible but people must enjoy trying to get there! 真想学习学习，可惜英文不好看不懂 一度非常的苦恼和楼主想的一样，我们做企业文化的怎么总是在组织活动，生日，旅游，晚会……
这些不都是企业文化层中表层和浅层的文化表现么，随之我们喊出了要做核心文化的口号，可是今年的工作还是围绕着表层
困惑和迷茫 还有英文的，这个有点困难
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