Chapter 6 Organisational culture and committees

1. Chapter 6 Organisational culture and committees Qiang Jiang School of Business Sichuan University, China jiang.qiang@outlook.com

2. Topic list 1 Organisational departments and functions 2 What is culture? 3 Organisation culture 4 Culture and structure 5 Committees

3. 1 Organisational departments and functions • Research and development • Product and process research • Purchasing • Purchasing manager’s responsibility • Inputs for production • Inputs for administration • Cost control • Liaison with the R&D • Supplier management • Information • Inventory levels

4. 1 Organisational departments and functions • Production • Relationships with other functions • Product design is co-ordinated with R&D • Job design • Sales department • Human resources deparment • Finance department

5. 1 Organisational departments and functions • Service operations • The nature of services • Intangibility • inseparability • variability • Ownership • Implications of service provision • Poor service quality on one occasion • Complexity • Pricing • Human resources management

6. 1 Organisational departments and functions • Marketing • roles • Sales support • Marketing communication • Operation marketing • Strategic marketing • Marketing strategy and corporate strategy

7. 1 Organisational departments and functions • Marketing orientation • Product • A variant of production orientation • Sales • Marketing

8. 1 Organisational departments and functions • Satisfying customer needs: the marketing mix • Product • Price • Place • Promotation

9. 1 Organisational departments and functions • Market segmentation • Mass marketing • Targeted marketing

10. 1 Organisational departments and functions • Administration • Advantages of a centralized administration office • Consistency • Security/control • Head office • Economies of scale • Single location • Disadvantages of a centralized administration office • Have to wait • Reliance on head office • Impact across the organisation

11. 1 Organisational departments and functions • The finance function • Roles of the finance function • Raising money • Recording and controlling • Information to managers • Reporting

12. 1 Organisational departments and functions • The finance function • Raising money: sources of finance • The capital market • Money markets • Retained earnings • Bank borrowing • Government sources • Venture capital • International money and capital markets

13. 1 Organisational departments and functions • The finance function • Financial accounting • Recording financial transactions • Reporting to shareholders • Treasury management • Cash budgeting • A bank overdraft • Repaying • Cash flows • Cashier’s duties • Foreign currency dealing

14. 1 Organisational departments and functions • Working capital and other matters • Cash • Accounts receivables • Account payable • Inventory

15. 1 Organisational departments and functions • Management accounting information • Planning • Decision making • Control

16. 1 Organisational departments and functions • Co-ordination with other departments • Payables ledger section • Receivables ledger section • Debt collection staff • Financial accounting

17. 1 Organisational departments and functions • Why is human resource management imporant? • Increase productivity • Enhance group learning • Reduce staff turnover • Encourage initiative

18. 1 Organisational departments and functions • The human resource cycle • Selection • Appraisal • Training and development • Reward • Performance

19. 2 What is culture • Spheres of culture • Culture may therefore be identified as was of behaving, and ways of understanding, that are shared by a group of people • Culture can be discussed on many different levles

20. 2 What is culture • Elements of culture • The first level • The second level • The third level

21. 3 organisation culture • Manifestations of culture in organisations • Beliefs and values • Behaviour • Artefacts • Rituals • Symbols

22. 3 organisation culture • What shapes organisation culture • Influences on organisational culture • Founder • History • Leadership and management style • Organisation’s environment

23. 管理文化类型的探讨 • 汉迪对于管理众神的探讨从哈里森(Roger Harrison)的论述开始。“哈里森认为，有四种主要的组织文化形式，即权力文化(Power Culture)、角色文化(Role Culture)、任务文化(Task Culture)和人员文化(Person Culture)。” 根据每一种组织文化的特征，确定了代表它们的相应神碉：宙斯、阿波罗、雅典娜以及狄俄尼索斯。

24. 4 cullture and structure • Power culture • Role culture • Task culture • Person culture • A contingency approach • The impact of national culture • The Hofstede model

25. 海尔特·霍夫斯泰德 • 海尔特·霍夫斯泰德，是社会人文学博士，曾主管过IBM欧洲分公司的人事调查工作，荷兰马城（Maastricht）大学国际管理系名誉教授，在欧洲多所大学任教，并担任香港大学荣誉教授，从事组织机构人类学和国际管理 • 霍夫斯泰德曾两次在IBM调查了11.6万名员工，从大量的调查数据着手进行研究，试图找出能够解释导致大范围内文化行为差异的因素。基于“价值观是文化的基石”这一观点，他从四个方面衡量各个国家的文化差异和特征：权力距离、不确定性规避、个人主义/集体主义、男性化/女性化。

26. 霍夫斯泰德研究成果的缺陷 • 首先，霍夫斯泰德假定，文化与国家之间是一对一的关系，但许多国家有多种文化。 • 其次，这一研究可能受到文化的局限。 • 再次，霍夫斯泰德的研究对象，不仅只是在计算机工业单一行业里的工作人员。 • 最后一点要小心的是，现在看来霍夫斯泰德的工作是过时了。

27. 5 committees • Purpose of committees • Creating new ideas • Communication • Participation • Combining abilities • Co-ordination • Representation • recommendations

28. 5 committees • Types of committee • Executive • Standing • Ad hoc • Sub-committees • Joint • Management

29. 5 committees • Advantages of committees • Consolidation of power and authority • Delegation • Blurring responsibility • Delay

30. 5 committees • Disadvantages of committees • Apt to be too large for constructive action • Time-consuming and expensive • Delays may occur if matters of a routine nature are entrusted to committees • Operations may be jeopardized by the frequent • Incorrect or ineffective decisions • compromise

31. 5 committees