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swot analysis 代写:组织文化的概念

组织文化的概念是在组织需要形成一个具有相似价值观、信念和员工行为与组织共同目标相一致的组织时产生的。组织文化是一个共同假设的概念,通过研究和假设员工的行为模式来指导组织的行为(Ravasi和Schultz, 2006)。这就要求组织必须向员工灌输类似的信念体系,并使他们在组织的共同价值观和信念方面保持一致。这基本上被视为减少不确定性和使所有行动的可预测性最大化的理由。减少不确定性会降低不确定性成本,突如其来的变化,减少对新变化的抗拒,降低员工的积极性,也会减少沉闷的环境。相反,它被认为是帮助整个组织通过提高员工士气的每个人都会代表类似的信念和价值体系和所有交互可以预测和假设的过程可以更快的东西已经规定的组织文化。在组织文化的帮助下,员工内部、与客户、利益相关者和股东的各种互动可以被预测,员工可以在很大程度上认同组织(Schrodt, 2002)。

组织文化的重要性是在没有组织文化的情况下进行衡量的,组织寻求在没有太多障碍和业务中断的情况下取得进展。如果员工之间没有共同的信念,工作文化就会太长,每个人都会对行为和强加有自己的理解,这可能会在员工之间产生更多的利益冲突。这是必须不惜一切代价避免的,因为它可能会增加公司的财务成本时,员工将低生产率和倾向于他们的责任。例如,当一个组织发展了一种文化,在这种文化中,所有员工的责任是道德的首要原则,那么生产力要么接近或类似于排在前面的预期,要么非常出色地超出了他们的潜力。现在,当组织没有形成一种履行职责不是一种文化的组织文化时,员工会根据自己的想法随意行事,完全与组织和最高管理层的期望不一致(Alvesson和Sveningsson, 2008)。


swot analysis 代写 :组织文化的概念

The concept of organizational culture began its rise when there arose a need of forming an organization which has similar values, beliefs and the actions and behaviours of employees are aligned with the common objective of the organization. Organizational culture is a concept of shared assumptions which directs the actions of the organisation by studying and assuming the behavioural patterns of employees who act according to the culture (Ravasi and Schultz, 2006). This required the organisation to have similar belief system to be instilled in employees and make them identical in terms of the common values and belief of the organisation. This was basically seen as a reason for reducing uncertainty and maximising predictability of all actions. Reducing uncertainty will reduce uncertain costs, sudden changes, reduce resistance to new changes, reduce employee demotivation, and also reduce a dull environment. In contrast, it was assumed to help the overall organisation by lifting the employee morale as everyone would be acting on behalf of a similar belief and value system and all interactions can be predictable and the processes can be made faster by assuming things which are already prescribed in the culture of the organisation. With the help of organizational culture, various interactions of employees within themselves, with clients, stakeholders, and shareholders can be predicted and employees can identify with the organisation to a large extent (Schrodt, 2002).
The importance of organizational culture is measured when there is no organizational culture and the organisation seeks to progress without much hurdles and operational disruption. If there is no shared belief between employees the working culture will be too lengthy and everyone will develop their own interpretation of acts and impositions which may create more conflict of interests among employees. This is to be avoided at all cost as it may enhance the financial cost to the firm when the employees will be poorly productive and less inclined towards their duty. For example, when an organisation develops a culture where duty of all employees is the first principle of ethics the productivity will be either close to or similar to the expectations lined out or exceptionally well outperforming their potential. Now when the organisation does not develop an organizational culture where fulfilling ones duty is not a culture, the employees will act randomly according to their own whims and will be completely misaligned with the expectations of the organisation and the top management(Alvesson and Sveningsson, 2008).
Thus, the presence of organizational culture is an important contribution to the stabilisation of the activities which are prone to create conflicts among employees. The existence of a culture can be used tremendously to achieve phenomenal results and have all employees work on a similar plane of mind and purpose.