摘要:本文是英国留学生毕业论文范文,主要内容是针对组织文化的相关问题进行研究和分析,并且通过实证调查研究组织文化对美国的卡梅伦和Freeman的企业营销人员的影响作用。
roductivity, results, and profits. It is assumed that a clear purpose and an aggressive strategy lead to productivity and profitability. In the words of General George Patron (1944), market Organizations 'arc not interested in holding on to their positions. Let the enemy do that. [They] arc advancing all the time, defeating the opposition, marching constantly toward the goal.'
A market culture, as assessed in the OCAI, is a results-oriented workplace. Leaders are hard-driving producers and competitors. They arc rough and demanding. The glue that holds the organization together is an emphasis on winning. The long-term concern is on competitive actions and achieving stretch goals and targets. Success is defined in terms of market share and penetration. Outpacing the competition and market leadership are important.
Even as parent figures. The organization is held together by loyalty and tradition. Commitment is high. The organization emphasizes the long-term benefit of individual development, with high cohesion and morale being important. Success is defined in terms of internal climate and concern for people. The organization places a premium on teamwork, participation, and consensus.
2.4.3 Collaborate (Clan)
This working environment is a friendly one. People have a lot in common, and it's like one big family. The leaders are seen as mentors or maybe even as father figures. The organization is held together by loyalty and tradition. There is great participation. The organization emphasizes long-term Human Resource development and bonds fellow workers by morals. Success is described within the framework of addressing the needs of the clients and caring for the people. The organization endorses teamwork, participation, and consensus
In the values matrix Collaborate (clan) are similar to Control (hierarchy) in that there is an inward focus with concern for integration. However, Collaborate (clan) emphasize flexibility and discretion rather than the stability and control of Control (hierarchy) and Compete (market) organizations. With the success of many Japanese firms in the late 1970s and 1980s, American corporations began to take note of the different way they approached business. Unlike American national culture, which is founded upon individualism, Japanese firms had a more team-centered approach. This basic understanding affected the way that Japanese companies structured their companies and approached problems. Their Collaborate (clan) organizations operated more like families hence they valued cohesion, a humane working environment, group commitment, and loyalty. Companies were made up of semi-autonomous teams that had the ability to hire and fire their own members and employees were encouraged to participate in determining how things would get done. A good example of a Collaborate (clan) in American business is Tom's of Maine, which produces all natural toothpastes, soaps, and other hygiene products. The founder, Tom Chappell, grew the company to respect relationships with coworkers, customers, owners, agents, suppliers, the community, and the environment. According to their company statement of beliefs, they aim to provide their employees with 'a safe and fulfilling environment and an opportunity to grow and learn.' Typical of Collaborate (clan) cultures, Tom's of Maine, is like an extended family with high morale and Tom himself takes on the role of mentor or parental
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