管 理 學 第三章 組織文化與 環境 Organizational Culture and Environment

1. 交通大學 任維廉 教授 One does not plan and then try to make the circumstances fit those plans. One tries to make plans fill the circumstances. — General George Patton 管 理 學第三章 組織文化與環境Organizational Culture and Environment

2. 1. What is organizational culture? 交大？政大？TSMC? 2. What is environment? What is stakeholders? 交大？政大？TSMC? 3. How culture affects managers? How employees learn culture? How the environment affects managers?

3. 綱要 1. 管理者：全能 (omnipotent) 或象徵 (symbolic) 2. 組織文化 (culture) 3. Current organizational culture issues 4. 組織環境 (environment)

4. 1. The Manager: Omnipotent or Symbolic? • 全能觀點 • 象徵觀點 • 綜合觀點 *真理在兩極端之間？

5. Omnipotent View of Management • Managers are directly responsible for an organization’s success or failure. • The quality of the organization is determined by the quality of its managers. • 討論：切腹下台，提頭來見！ 刻板印象，成功模式？

6. Symbolic View of Management • Much of an organization’s success or failure is due to external forces outside of managers’ control. • The economy, governmental policies, technology, and the actions of previous managers…… *Managers’ Constraints: organization’s internal and external environment.

7. Parameters of Managerial Discretion *面對交警， *英雄造時勢？順勢而為！ Managerial Discretion Organizational Culture Organization’s Environment

8. 2. 組織文化 1. 定義 (definition)，向度 (dimensions)，衡量 (measurement) 2. 起源，學習，影響 討論： 1. 人格特質 (personality) 之構面, big 5 (p.308): 情緒穩定，外向，開放，體諒，細心 2. OCA: organizational culture assessment, (Reigle, 2003)

9. The Organization’s Culture • A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other. • Implications: Culture is a perception, shared, descriptive (evaluation). 討論：人人都是無價之寶！

10. 台積經營理念 堅持高度職業道德 專注於專業積體電路製造服務本業 放眼世界市場，國際化經營 注意長期策略，追求永續經營 客戶是我們的夥伴 品質，7.創新，8.工作環境，9.管理模式 10. 兼顧員工股東，回饋社會 10

11. Core Values of tsmc: ICIC Integrity（誠信正值） Customers are partners（客戶是夥伴） Innovation（製程創新） Commitment（對客戶承諾） *台積 DNA (天下): review, align…… 11

12. 公司治理指標（里昂證券） Discipline Transparence Independence Accountability Responsibility Fairness Social awareness *RD IS FAT, 蔡明介:勇氣深思, 誠信正直, 持續學習, 團隊合作, 信任尊重, 創新思維。 12

13. Exhibit 3–2 Dimensions of Organizational Culture

14. Exhibit 3–3 Contrasting Organizational Cultures

15. 實做調查 1： 1. 繪製貴公司組織文化雷達圖。 • 實例：新竹縣文化中心 • 比較：政大，交大。華航，長榮。IBM, Apple. • 討論：裕隆汽車次文化。效忠公司 vs. 專業。 2. 分析貴公司之組織環境， • 討論：走向有利或不利之方向？ 15

16. A公司 Innovation 4 3 Stability Attention to detail 2 1 0 Aggressiveness Outcome People Team 16

17. 補習班 Innovation and risk taking B 補習班 4 C 補習班 3 Stability Attention to detail 2 1 0 Aggressiveness Outcome orientation Team orientation People orientation 17

18. Strong versus Weak Cultures • Are cultures in which key values are deeply held and widely shared. • Have a strong influence on organizational members. *The HP Way, The McKinsey Mind • Factors Influencing the Strength of Culture • Size, Age, Employee turnover rate

19. Sources, Continuation • Sources • The organization’s founder: Vision and mission • Past practices of the organization • The behavior of top management • Continuation • Recruitment of like-minded employees who “fit” • Socialization of new employees to help them adapt to the culture

20. How Employees LearnCulture • Stories • Narratives of significant events or actions of people • Rituals • Repetitive sequences of activities that express • Material Symbols • Physical assets distinguishing the organization • Language • Acronyms and jargon of terms, phrases, and word

21. Stories • 飲水思源 • Stay hungry, stay foolish. • Be nice. Do your best, Keep it in perspectives.

22. Material Symbols：奧美廣告 • 皮質萬用盒 • 紅鉛筆（榮譽榜，講座） • 紀念金幣 • 受邀參觀創辦人城堡 Bonus: 上網找經理人月刊, 2007.7, p.104

23. How an Organization’s Culture Is Established and Maintained

24. 1. Creating an Ethical Culture High in risk tolerance Low to moderate aggressiveness Focus on means as well as outcomes *Be a visible role model. *Communicate ethical expectations. *Provide ethics training. *Visibly reward ethical acts and punish unethical ones. *Provide protective mechanisms. 3. Organization Culture Issues

25. 2. Creating an Innovative Culture Challenge and involvement Freedom Trust and openness Idea time Playfulness/humor Conflict resolution Debates Risk-taking

26. 3. Creating a Customer-Responsive Culture • Hiring the right type of employees • Having few rigid rules, procedures, and regulations • Using widespread empowerment of employees • Having good listening skills • Reduce role ambiguity and conflict, increase job satisfaction （內部顧客） • Having conscientious, caring employees willing to take initiative

27. 27 4. Creating a culture that support Diversity • Increasing heterogeneity in the workforce • More gender, minority, ethnic, globalization…… • Inclusive: 關羽，包拯，Johnny, Anderson…… • China: 對職涯發展積極企圖心，高度配合度 • Aging workforce • 嬰兒潮世代 (baby boom), 1946~1964, 紀律 • Ｘ世代 (generation X), 1965~79, • Ｙ世代 1980~94, me now, 創意，行銷 • Z 1995~2009, • α 27

28. 5. Workplace Spirituality • Strong sense of purpose • Focus on individual development • Trust and openness • Employee empowerment • Toleration of employees’ expression 討論：威盛，長榮，杜俊元，游芳來。

29. 3. 組織環境 1. 定義 2. 特定 (specific) 環境: CSCP 顧客，供應商，競爭者，壓力團體 3. 一般 (general) 環境: STEPGD 社會文化，科技，經濟，政治法律，全球，人口統計。 *HMO, PEST, 寵物商機，少女化，一把槍一個子彈

30. External Environment • Those factors and forces outside the organization that affect the organization’s performance. • Components • Specific: external forces that have a direct and immediate impact on the organization. • General: broad economic, socio-cultural, political/legal, demographic, technological, and global conditions that may affect the org.

31. The External Environment Global General Environment Suppliers Customers Economic Political The Organization Public Pressure Groups Competitors Demographic Sociocultural Specific Environment Technological

32. Exhibit 3–10 Important Legislation • Occupational Safety and Health Act of 1970 • Consumer Product Safety Act of 1972 • Equal Employment Opportunity Act of 1972 • Worker Adjustment and Retraining Notification Act of 1988 • Americans with Disabilities Act of 1990 • Civil Rights Act of 1991 • Family and Medical Leave Act of 1993 • Child Safety Protection Act of 1994 • U.S. Economic Espionage Act of 1996 • Electronic Signatures in Global and National Commerce Act of 2000 • Sarbanes-Oxley Act of 2002 • Fair and Accurate Credit Transactions Act of 2003

33. How the Environment Affects Managers Environmental Uncertainty Complexity of the environment: the number of components in an organization’s external environment. Degree of changein environmental components: how dynamic or stable the external environment is.

34. Exhibit 3–11 Environmental Uncertainty Matrix

35. Stakeholders Relationships • Any constituencies in the organization’s environment that are affected by the organization’s decisions and actions • Stockholders, Shareholders

36. Exhibit 3.8: Organizational Stakeholders

37. 討論：誰的觀點最重要？股東，管理者，員工，董事會？討論：誰的觀點最重要？股東，管理者，員工，董事會？ 1. 利潤最大化 2. 股東財富最大化 3. 市場佔有率 4. 顧客忠誠度 5. 員工滿意度 6. 其他 Stakeholders 37

38. Do your assignment: 1~5組 1. Case study: a manager’s dilemma (p.60) 2. Thinking critically about ethics (p.68) 3. Internet-based exercise (p.82) *3. choose a student organization, evaluate its culture *4. choose two organizations, identify their stakeholders *5. choose two organizations, compare their GE, SE

39. 回顧 比較：1. 管理者之全能，象徵觀點 2. 個人人格 VS. 組織文化 3. 一般環境VS. 特定環境

40. 討論：未來學者如 J. Naisbitt， 可以預測環境？ 1.全球經濟持續成長 6. 太平洋經濟重心 2. 藝術取代運動 7. 女性出頭 3. 走向資本主義 8. 生物科技及爭議 4. 流行文化 9. 宗教復甦 5. 解除管制 10. 重視個人貢獻 常用詞:change, greenwashing, Chinglish… 新創詞: leisure sickness, cyberchondriac, youthanasia…

41. Terms to Know • workplace spirituality • external environment • specific environment • general environment • environmental uncertainty • environmental complexity • stakeholders • omnipotent view • symbolic view • organizational culture • strong cultures • socialization