Transcript 管 理 學 第三章 組織文化與環境： 限制因素

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
交通大學
任維廉
教授
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?
2
1. 管理者：全能 (omnipotent) 或象徵 (symbolic)
2. 組織環境 (environment)
3. 組織文化 (culture)
4. Current organizational culture issues
3
1. 全能觀點
2. 象徵觀點
3. 綜合觀點
*真理在兩極端之間？
4

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？
5

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.
6
*面對交警，
*英雄造時勢？順勢而為！
Organizational Culture
Managerial
Discretion
Organization’s Environment
7
1. 定義
2. 特定 (specific) 環境: CSCP
顧客，供應商，競爭者，壓力團體 (HMO)
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。
*Demographic changes: Hispanic, senior-citizen. valuing diversity!
嬰兒潮世代 (baby boomers, 1946~1964, 紀律）。
Ｘ世代 (generation X),
Gen Y (Millennial, 1978~94, me now, 創意，行銷)。
Post-Millennial (iGeneration, technology, customize)
8

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.
9
General
Environment
Suppliers
Customers
The
Organization
Public
Pressure
Groups
Competitors
Specific
Environment
10

Environmental Uncertainty
▪ Complexity of the environment: the number of
components in an organization’s external environment.
▪ Degree of change in environmental components: how
dynamic or stable the external environment is.
11
12

Any constituencies in the organization’s environment
that are affected by the organization’s decisions and
actions

Stockholders, Shareholders
13
14
*可成從台南縣鐵皮屋工廠，到蘇州設廠，到蛻變為世界最大鋁
鎂機殼廠，3萬員工，營收與獲利頻創新高，股價一度衝破
277元。
*2011 下半年居民開始抗議工廠排放的廢氣有味道。10/15 23:00,
兩位副總接連收到蘇州工業園區管委會急電：鳳凰城發生暴
動了，你們必須停工！
*洪董下緊急令要兩百多位台幹在 1:00 前趕回工廠開會。決議：
1. 發簡訊給下屬明天不要進公司。2. 部份產能遷到蘇北宿遷
廠, 與宿遷市政府協調租下工業區內標準廠房與宿舍，供數千
位員工進駐，每天租大巴載數百位員工去宿遷。3. 業務團隊
陪客戶從台灣飛蘇州，再搭五小時車去看宿遷廠。4. 蘇州廠
同步進行環污改善工程，希早日復工。
15
*持續經營公司形象，創造當地民眾的好感度，以坐穩第一品牌。
*把中國市場分為七大區，同步進行通路經營、公益活動。各區
老董不太管日常營運例行事務，專心負責大區對內對外的企
業關懷。
*每一個廠區都 1. 重視工廠內的生產力、良率、公安、環保，2.
做好與客戶與供應鏈的關係，3. 有專職公關負責經營在地的
社區、媒體、與政府關係： (1) 每天進出廠區的大卡車需先停
在臨時停車場，等到需裝卸貨時才駛入，減少對社區的干擾。
(2) 每月主動拜訪工廠周遭社區，把意見回饋給總部，作為改
善依據。(3) 出錢出力在成都與重慶捐學校，成立關懷留守兒
童的辦公室，訓練當地志工協助輔導課業。
16



Identify and articulate business problems
Gather and analyze information applicable
Identify and apply an appropriate tool for
solving problems.
17
Important
Unimportant
Obvious
Don’t waste
your time
Important
Non-case
teaching
Obvious
Not obvious
Cocktail
chatter
Takeaway
18

專橫跋扈，頑固閉塞。假定自己已掌握全部事實。

假定對方有偏見，動機可疑。簡單地拒絕對方要
求。

未曾評估對手的觀感和反應，就採取行動。忽略
自身行為對目前及未來的影響。
19

外部顧客、內部顧客（上司，部屬，同事）之外，
還有其他利害關係人，應清楚他們的需要，不可
被說：你給的都不是我要的！

誰的觀點最重要？員工、客戶、股東、管理者、
董事會？還是其他 Stakeholders? 若有一把槍一個
子彈最想賞給誰？

哪個假設前提最有道理？1. 利潤最大化，2. 股東
財富最大化，3. 市場佔有率最大，4. 顧客忠誠度
最高，5. 員工滿意度最好？
20
1. Identify the organization’s external stakeholders.
2. Determine the particular interests and concerns of
external stakeholders.
3. Decide how critical each external stakeholder is to the
organization.
4. Determine how to manage each individual external
stakeholder relationship.
21

我想要的東西，有些自己可以掌控，有些掌握在別人手上。
故要得到我想要的東西，必須先知道別人要什麼。別人的
行為準則不見得和我一樣，有時必須順應情況，調整自己。

好的領導人應該是：1. 頭腦清楚，眼光快又準，能傾聽，
胸襟格局大，肚量大，手腕高，能放下身段勤跑基層。 2.
對事持續改善，對人尊重 ，分工合作，做人做事。3. 能
考慮情境，調整自己。

其他經驗分享：增強寬廣視野（由技入道），環境敏感度
與適應能力，決策技巧，人際技巧，溝通能力。
22
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)
23

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！
24
1. 堅持高度職業道德
2. 專注於專業積體電路製造服務本業
3. 放眼世界市場，國際化經營
4. 注意長期策略，追求永續經營
5. 客戶是我們的夥伴
6. 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
25

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……
26
1.
2.
3.
4.
5.
6.
7.
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。
27
28
Dimension
Attention to Detail
Outcome Orientation
People Orientation
Team Orientation
Aggressiveness
Stability
Innovation and Risk Taking
Organization
A
Organization
B
High
Low
Low
Low
Low
High
Low
Low
High
High
High
High
Low
High
29
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？
30
A公司
Innovation
4
3
Stability
Attention to detail
2
1
0
Aggressiveness
Outcome
Team
People
31
補習班
Innovation and risk taking
4
Stability
B 補習班
C 補習班
3
Attention to detail
2
1
0
Aggressiveness
Team orientation
Outcome orientation
People orientation
32
 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
33

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 - The process that helps employees
adapt to the organization’s culture.
34

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
35

飲水思源

Stay hungry, stay foolish.

Be nice. Do your best, Keep it in perspectives.
36

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
37

Creates a stronger employee commitment to
the organization

Aids in the recruitment and socialization of
new employees

Fosters higher organizational performance by
instilling and promoting employee initiative
39

Cultural Constraints on Managers
 Whatever managerial actions the organization
recognizes as proper or improper on its behalf
 Whatever organizational activities the organization
values and encourages
 The overall strength or weakness of the
organizational culture
1. Creating an Innovative Culture
 Challenge and involvement
 Freedom
 Trust and openness
 Idea time
 Playfulness/humor
 Conflict resolution
 Debates
 Risk-taking
42
2. Creating a Customer-Responsive Culture
 Employees: hiring the right type of employees
 Job environment: without rigid rules and procedures
 Empowerment: listening skills, discretion
 Role clarity: continual training
 Consistent desire to satisfy and delight customers:
commitment
43
3. Workplace Spirituality - a culture where organizational
values promote a sense of purpose through meaningful work
that takes place in the context of community
 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。
44
1. Case study: a manager’s dilemma (p.72)
2. Thinking critically about ethics (p.91)
3. Skill exercise: Environmental scanning skill (p.91)
4. Team exercise: Environments and stakeholders (p.92)
5. choose a student organization, evaluate its culture (p.92)
45
比較：1. 管理者之全能，象徵觀點
2.一般環境 VS. 特定環境
3.個人人格 VS. 組織文化
46
1.全球經濟持續成長
2. 藝術取代運動
3. 走向資本主義
4. 流行文化
5. 解除管制
6. 太平洋經濟重心
7. 女性出頭
8. 生物科技及爭議
9. 宗教復甦
10. 重視個人貢獻
常用詞: change, greenwashing, Chinglish…
新創詞: Linsanity, leisure sickness, cyberchondriac,
youthanasia…
47







omnipotent view
symbolic view
organizational culture
strong cultures
socialization
stakeholders
workplace spirituality





external environment
specific environment
general environment
environmental
uncertainty
environmental
complexity
48