企业文化与内在驱动力.pptx

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,#,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,#,企业文化与内化优势,主讲：,博士,管理学院教授、企业管理研究所所长,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,问题的提出,李新春教授对企业家纷纷落马的分析,专项调查结果,高艺林先生感人肺腑的信,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,演讲内容：,现代管理知识的学习与运用,企业文化的实质分析与营造技巧,利用内化优势克服现有环境的不利影响,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,1.,现代化管理知识的学习与运用,1.1,现代管理来源于传统管理,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,图,1,:,组织行为学的主要发展阶段,前科学管理阶段,（,1900,年以前）,科学管理阶段,人际关系方法,1900,1927,1945,现在,权变方法,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,5000BC,4000BC,500BC,Sumerians,recognized record,Keeping.,Egyptians,Recognized need,for planning,organizing and,conducting.,Chinese,Introduced principle of specialization,1525A.D.,1750A.D.,1799A.D.,Niccolo Machiavelli(Italian)discussed principle of education,The industrial Revolution.,Eli Whitney.,Use of cost,accounting and,control,图,2,：管理发展的里程碑,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,1871 A.D.,1834 A.D.,1898 A.D.,Robert Owen,Recognized and applied human resource practices.,Jeseph Wharton,Esteablished first college course in business management at the University of Pennsylvanian,Mary Parker,Follett discussed the benefits of group participation.,1911,1913,1916,Frederick W.Taylor,Published Principles of Scientific Management,Hugh Munsterberg,Father of Industrial Psychology,published his master work.,Henri Fayol,French industrialist,published his master work.,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,1927,1936,1950,Elton Maylor and his Harvard colleagues began their study of the Hawthorne works of Western Ekectric,The Academy of Management was founded to advance the study of management.,W.Edwards Deming first introduced quality control ideas to top Japanese business manager,which helped Japan to become worldclass quality leaders.,1950s,1970,1965,The emergence of human relations approach,Joan Woodward published her findings on technologys impact on organizations.,Contingency theories were introduced.,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,1981,1982,1990,William Ouchi introduced the concept of Theory Z management.,Tom Peter and Robert Waterman identified aspects of excellently managed firms and stimulated thinking about management practices.,Harvard professor Michael Porter combined economic theory and strategy development to analyze competitive advantage.,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,苏美尔人、埃及人和中国人（管仲：齐国士、农、工、商四民分业定居）对管理有最早的贡献，当时也取得辉煌成就（如中国春秋战国），但自工业革命以后，这些帝国就纷纷衰败了。,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,工业革命诞生在英国和欧洲的观念更新（启蒙运动）和制度创新密不可分（私有制和股份制）。美国的称霸和日本的崛起均与思想解放、理论家与实践家的结合、兼收并蓄有关（,Douglas North:1973,1981,）,结论：社会需求 思想解放 理论实践结合 兼收并蓄 本土文化 社会发展,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,1.2,中国管理现状分析,我国从新中国诞生至,1978,年没有市场经济的管理理论，,1979,年到,1991,年不需要理论，,1992,年至今,“,洋,”,理论大量传播，但未形成本土文化,理论与实践的关系：我们是科学家，不是算命先生见图,3,、图,4,）,管理教育与实践的脱节：,MBA,教育的挑战,社会发展需要教授与经理的结合,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,图,3,：科学的方法,理论,预测,数据,数据,指导,证实,推论,实践领域,中国管理现状分析,思想领域,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,Nominalism,唯名主义,Essetialism,实体主义,Subjectivism,主观主义,Empricism,经验主义,Substantialism,实质主义,Rationalism,理性主义,Realism,现实主义,Idealism,理想主义,图,4,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,1.3,教授与经理不结合的弊端 及案例分析,教材陈旧！洋化！,教师清高！言不及义！英语授课能否解决问题？,经理求知欲甚高，往往扫兴而归,企业决策失误频频、管理问题成堆举列,社会上培训、咨询公司层出不穷，洋顾问能否解决问题？难辨真假的企业家被砍几刀后才向高校求助。,多种经营失败的案例分析：范围经济,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,图,5,SC=,C(Q,1,)+C(Q,2,)-C(Q,1,Q,2,),C(Q,1,Q,2,),Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,1,.4“,中山大学管理论坛,”,来源,诞生的背景,目的意义,“,培养具有全球战略意识商界领袖,”,的由来,广东的优势,管理学院的优势,中山大学的优势,双赢还是零和游戏？,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,2.,企业文化的建立与营造,2.1,什么是企业文化？,-,CI,或广告宣传？,-,广告,=,卖狗皮膏药！,-,当前,CI,和虚假广告失宠的原因,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,2.2,交易成本与代理成本的介绍,(,Ronald Coase:1937,1960),交易成本或代理成本是物质或智慧的生产销售之外的非经济成本（见图,5,）。,企业的本质是减少交易成本,企业文化的本质是减少代理成本,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,图,6,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,2.3,行为理论及其应用（,Stephen Robbins:1996,）,思想或观念 个人行为 团队行为,部门行为 企业行为,（见图,6,、图,7,）,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,人的,输入,个性,价值观和态度,传记特点,知觉,激励,个体学习,个体决策,冲突,群体,工作团队,群体结构,权力与政治,沟通,群体决策,领导,组织文化,组织结构和设计,技术，工作设计压力,能力,人力资源政策与实施,变革与发展,人的输出,生产率,缺勤,流动,工作满意程度,组织系统水平,群体水平,个体水平,群体间关系,图,7,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,1,2,4,3,4,5,6,7,公共胜利,个人胜利,磨合,协调,图,8,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,2.4,企业文化的内容：显形文化与隐行文化,显形文化是公司一切规章制度与政策的总称（被动的、过去的）,隐性文化是指显形文化驱使下实际支配职工具有前瞻性行为的东西,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,2.5,如何建设企业文化,核心是公平、真善美、信誉；公平理论介绍（,Adams,1976;,图,8,）,显形文化建设（吴氏定理：,1994,；见图,9,）,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,显形文化建设的原则（股权或治理结构设计，组织设计、制度决定论）,隐性文化建设（,George,Graen,：,1980,；,15,个秘诀）,寻找内部信息,内部准备工作和内部检验,敢冒风险,弹性计划,局内人的补偿观,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,内部提升,确保相互提升,局内人之网,专业陷井,内部预测,真诚的竞争,多种多样的良师益友,给予荣誉,平等交易,公正的名誉,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,2.6,如何营造企业文化,企业环境：对企业文化的形成和发展具有关键影响的因素（外部环境与内部环境的协调，如日本,价值观：组织的基本思想和信念，它们本身就形成了企业文化的核心,英雄人物：把企业价值观人格化且本身为职工们提供了具体的楷模,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,礼节和仪式：公司日常生活中的惯例和常规，向职工们表明对他们所期望的行为模式,文化网络：组织内部主要的但非正式的联系手段，也可以说是企业价值观和英雄人物传奇的,“,运载工具,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,2.7,企业文化的标志和测量,标志：徽标，标志性语言，公司气氛，职工行为，工作环境,测量：迪尔测量法（,Terrence Deal,：,1982,）,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,2.8,企业文化的类型,硬汉文化：建筑、化妆品、管理咨询、投机资本、广告、医生、电视、电影、出版、运动以及一切娱乐行业,工作玩乐文化：不动产、计算机、汽车销售、推销商、连锁店、办公设备制造商、零售店,长期赌注文化：石油勘探、采矿、航天技术、投资银行、生产设备制造、大型建筑项目、软件设计,按部就班文化：银行、保险、财务服务、政府机构、公用事业、水电煤气,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,2.9,企业文化的操作技巧,显形文化与隐性文化何种重要的识别（国家与企业的不同，技术、人员、规模的影响）,利用非正式方法的技巧：消息灵通人士、讲故事者、主持公道者,微软模式还是,IBM,模式,类型识别：企业特征,组织设计：流程再造、管理信息系统,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,图,9,本人（,A,）,输出结果（,O,）,工资,福利,表扬,晋升,奖励,地位,输入（,I,）,努力,技能,绩效,生产数量,生产质量,他人（,A,）,输出结果（,O,）,工资,福利,表扬,晋升,奖励,地位,输入（,I,）,努力,技能,绩效,生产数量,生产质量,比较,I,Q,A,I,Q,B,Q,I,Q,I,Q,I,Q,I,A,B,Q,I,A,I,不公平,不公平,公平,（报酬偏低）,（报酬偏高）,增加输出,减少输入,减少输出,增加输入,或,或,满足,（行为无改变）,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,图,10,：绩效评估案例分析,A Case Study of Performance Appraisal,原则（,principle,）,组织结构好坏的判断标准,Criterion for Organization,绩效评估及时准确与否,Principle of Perfomance Apprisal,奖惩分明、公平与否,Rewards or Punishment,行为改好与否,Behavior Improvement,产出增大与否,Outcome Increase or Decrease,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,图,11,1980,1999,时间,收益,（含有形、无形,）,升迁能手,升迁慢手,平均值,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,2.10,企业文化的经典著作,追求卓越,，托马斯,皮特斯；,In Search Of Excellence,理论,，威廉,大内；,Theory Z,日本的管理艺术,，巴斯克；,The Art Of Japanese Management,企业文化,，特伦斯,迪尔；,Corporate Cultures,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,2.11,企业文化实例剖析与案例分析,一家电风扇厂（见图,10,）,宝洁公司,天福公司,(,家庭作业,),毛泽东,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,图,12A,：诊断前组织结构,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,图,12B,：诊断后组织结构,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,3,、内化优势与俱乐部的作用,3.1,例子与议论,什么是法律：,统治阶级的统治工具？,最小的交易成本？,共产主义有无法律？,无法律后靠什么？,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,美国警察抓小偷的例子，中国主人与仆人的关系；推论,国家政府的主要职能是利用无需任何代价的市场竞争机制和强大、正确的法律降低交易成本，企业的主要职能是使用科学技术降低物质制造成本，利用企业文化降低代理成本。,马克思主义与吴氏模型（,1995,）,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,模型,1,：“混合经济”下的经济增长模型,Y=F(L,i,K,i,N,i,T,i,C,i,),，,L,i,=g,i,(R,i,),，,K,i,=h,i,(R,i,),，,N,i,=s,i,(R,i,),，,T,i,=z,i,(R,i,),，,C,i,=f,i,(R,i,)(i=1,2,3,4,5,6,7),Q=Y,1,+Y,2,+Y,3,+Y,4,+Y,5,+Y,6,+Y,7,=,Y,i,其中：,Q=,国民总产出（或净产出）,Y,1,=,无进出口权的国有企业,Y,2,=,有进出口权的国有企业（主要是外贸公司）,Y,3,=,利用国外贷款的国有企业,Y,4,=,私人企业（包括城乡所有个体户）,Y,5,=,乡镇企业（包括所有农民集体企业）,Y,6,=,集体企业（包括所有非农户集体企业）,Y,7,=“,三资”企业,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,模型,2,：市场为主导的经济增长模型,Y,i,=F,（,L,K,N,T,C,i,),，,C,i,=f,i,(R,i,)(i=1,2,3,4,5,6),Q=Y,1,+Y,2,+Y,3,+Y,4,+Y,5,+Y,6,=,Yi,其中：,Y,1,=,国有企业,Y,2,=,私营企业,Y,3,=,乡镇企业,Y,4,=,集体企业,Y,5,=“,三资”企业,Y,6,=,混合参股企业,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,目前的腐败和问题是经济制度使然，而非政治制度的罪过（见图,10,）,制度决定论：国家与企业，法律与规章，市场与法律，隐性文化与规章，国家英雄与企业模范。精神文明由下产生、由上产生还是由专人负责？儒家文化与市场经济，儒家文化与企业,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,3.2,内化优势理论：回到交易成本存在的现实,劣币驱逐良币：贪官排挤好官，坏人欺负好人，假货驱逐好货，欺骗代替信誉，让座不如不让座,资产专用性、中间性产品、难以计价的发明或交易物是内部化的基础，搭便车是集体行动的天敌，信息不免费是搭便车的温床，投机（,Shirking,）是企业文化的对立物,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,俱乐部不仅具有克服上述弊端的功用，而且还产生规模经济、范围经济和学习累积效用的倍数效果（职业人士的眼光）。,对目前俱乐部、会所经营不好的评价,俱乐部或内部化的实质是企业文化的外延，正像企业文化的,CI,设计,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,3.3,人们如何运用俱乐部理论增大效用或降低风险,家庭，同事，朋友，同乡，联姻，包二奶，中国家族式企业,企业，党派，团体，组织，黑帮，既得利益集团,战略联盟，网络经济，虚拟企业，,OEM,我国中介组织、行业协会不能胜任的原因分析,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,3.4,成立,“,中山大学教授经理研究会,”,的意义与作用（见章程）,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,4,总结,4.1,技术 思想观念,行为,团队,组织,制度 文化,4.2,要想赚钱，最省钱的办法是做好组织结构、股权结构、激励机制的设计和搞好企业文化建设,4.3,没有理论指导的实践，其失败概率较高；没有实践支撑的理论，其针对性、准确性、验证性较差；,结论：教授与经理应当,“,精诚合作，降低经营风险和交易成本；互助互学，靠我们的智慧、科学和信誉富民强国,”,。,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,图,15,D,需求,S,供给,Q,Q,2,Q,0,Q,1,P,P,2,P,1,P,0,Evaluation only.,Created with Aspose.Slides for.NET 3.5 Client Profile 5.2.0.0.,Copyright 2004-2011 Aspose Pty Ltd.,