组织文化的消极作用

2022-09-11 14:04:27 文档大全网 [ 字体：小中大 ] [ 阅读： ]

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消极,作用,组织,文化
组织文化的负功能

Culture as a liability

W

e are treating culture in a non-judgmental manner. We haven’t said it’s good or bad, only that is exists. Many of its functions are valuable for both

the organizations and the employees. Culture enhances organizational commitment and increases the consistency of employee behavior员工行为的一致性. These are clearly benefits to an organization. From an employee’s standpoint, culture is valuable because it reduces ambiguity减少模糊性—it tells employees how things are done它告诉员工如何做事 and what is important. But we shouldn’t ignore但我们不应该忽视 the potentially dysfunctional aspects of culture文化的潜在的功能不良的层面, especially a strong one, on an organization’s effectiveness. 【】

组织文化在企业中具有多种功能Culture performs a number of functions within an organization，既有正功能（积极的作用），又有负功能（消极作用）。组织文化的负功能是企业的一种累赘Culture as a liability，主要表现在如下：

变革的障碍Barrier to change

Culture is a liability where the shared values 共享的价值观are not in agreement with those that will further (=advance) the organization’s effectiveness当共享的价值观与那些促进组织绩

效的价值观不一致时，文化就是一种负债.

This is most likely to occur when the organization’s environment is dynamic当….时这

最可能出现.

When the environment is undergoing rapid change, the organization's

entrenched culture may no longer be appropriate.

So consistency of behavior is an asset to an organization when it faces a stable environment. It may, however, burden the organization and make it difficult to respond to changes in the environment.

【undergo []经历, 遭受__entrench [] v. 以壕沟防护__ burden []负担, 给予麻烦】

Companies like IBM, Eastman Kodak have strong cultures that worked well for them in the past, but these strong cultures become barriers to change when “business as

usual ” is no longer effective.

For many organizations with strong cultures, practices that led to previous success can lead to failure when those practices no longer match up well with environmental needs.

如果组织的共同价值观与进一步提高组织效率的要求不相符合时，它就成了组织的束缚。这是在组织环境处于动态变化的情况下，最有可能出现的情况。当组织环境正在经历迅速的变革时，根深蒂固的组织文化可能就不合时宜了。因此，当组织面对稳定的环境时，行为的一致性对组织而言很有价值。但组织文化作为一种与制度相对的软约束。更加深入人心，极易形成思维定势，这样，组织有可能难以应付变化莫测的环境。当问题积累到一定程度，这种障碍可能会变成组织的致命打击。

多样化的障碍Barrier to diversity

Strong cultures can be liabilities when they effectively eliminate those unique strengths that people of different backgrounds具有不同背景的人 bring to the organization.

Hiring new employees who, because of race, gender, ethnic, or other difference, are not like the majority of the organization’s members creates a paradox. Management wants new employees to accept the organization’s core cultural values. Otherwise, these employees are unlikely to fit in or be accepted. But at the same time, management wants to openly acknowledge and demonstrate support for the differences these employees bring to the workplace.

Strong cultures put considerable pressure on employees to conform []. They limit the range of values and style that are acceptable. Obviously, this creates a dilemma. Organizations hire diverse individuals because of the alternative strengths these people bring to the workplace. Yet these diverse behaviors and strengths are likely to diminish in strong cultures as people attempt to fit in试图融入其中.

1.

【conform []__dilemma []进退两难的局面, 窘境__diverse [❖]不同的__diminish [](使)减少】

由于种族、性别、道德观等差异的存在，新聘员工与组织中大多数成员不一样，这就产

生了矛盾。管理人员希望新成员能够接受组织的核心价值观，否则，这些新成员就难以适应或被组织接受。但是组织决策需要成员思维和方案的多样化，一个强势文化的组织要求成员和组织的价值观一致，这就必然导致决策的单调性，抹煞了多样化带来的优势，在这个方面组织文化成为组织多样化、成员一致化的障碍。

兼并和收购的障碍Barriers to mergers and acquisitions Historically, the key factors that management looked at in making merger or acquisition decisions were related to financial advantages or product synergy

[]协同, 配合. In recent years, cultural compatibility has become the primary

concern.

While a favorable financial statement or product line may be the initial attraction of an acquisition candidate, whether the acquisition actually works seems to have more to do with how well the two organization’s cultures match up.

以前，管理人员在进行兼并或收购决策时，所考虑的关键因素是融资优势或产品协同性。近几年，除了考虑产品线的协同性和融资方面的因素外，更多的则是考虑文化方面的兼容性。如果两个组织无法成功的整合，那么组织将出现大量的冲突、矛盾乃至对抗。所以，在决定兼并和收购时，很多经理人往往会分析双方文化的相容性，如果差异极大，为了降低风险则宁可放弃兼并和收购行动。