自我介紹

1. 自我介紹 • 姓名：朱怡樺 • 台南人 • 成大交管→姚LAB • 目前運動：瑜伽 • 論文方向： • 系統模擬 • 運用OCBA改善求解隨機性專案網路最佳化資源分配問題之研究

2. Chapter 10Organizational Culture and Ethical Value 指導老師：任維廉 教授 報告人：朱怡樺

3. Outline • Organizational Culture • Organizational Design and Culture • Organizational Culture, Learning and Performance • Ethical Values and Social Responsibility • Sources of Ethical Values in Organizations • How Leaders Shape Culture and Ethics • Corporate Culture in a Global Environment

4. Organizational Culture • What is Culture? • Culture is the set of values, beliefs, and understandings, and ways of thinking that are shared by members of an organization. • Culture is taught to new member as correct way to think, feel, and behave. • Culture exits 2 levels: • Surface level • Underlying level

5. Organizational Culture

6. Organizational Culture • Emergence and Purpose of culture • It is from a founder or early leader that articulates and implements certain values as a vision or business philosophy • 2 critical function: • Internal integration • External integration

7. Organizational Culture • Interpreting Culture • Rites and Ceremonies • Stories • Symbols • Language • Organization structures • Power relationships • Control system

8. Organizational Design and Culture • Adaptability Culture • Clan Culture • Mission Culture • Bureaucratic Culture

9. Organizational Design and Culture • Adaptability culture • Strategy focuses on the external environment • Innovation and risk-taking is rewarded • Mission culture • places major importance on a clear vision of organizational purpose • Clan Culture • focuses on the involvement and participation of the organization’s member • Bureaucratic Culture • has an internal focus and a consistency orientation for a stable environment

10. Organizational Culture, Learning & Performance • Strong culture • has a powerful impact on company performance • Characterized by frequent use of ceremonies, symbols, stories, and slogans • encourages adaptation and unifies people around shared goal and a higher mission • Strong adaptive cultures incorporate the following values: • The whole is more important than the parts • Equality and trust are primary values • The culture encourages risk-taking, change, and improvement

11. Organizational Design and Culture • Culture Strength • refers to the degree of agreement among employees about the importance of specific values • Subculture • Develop within the larger organization • Healthy cultures not only provide for smooth internal integration also encourage adaptation to the external environment

12. Ethical Values and Social Responsibility • Ethics is the code of moral principles and values that govern the behaviors of a person or group with respect to what is right or wrong • Managerial Ethics • Ethical decisions go far beyond behaviors governed by law • Managerial ethics guide the decisions and behaviors of managers

13. Ethical Values and Social Responsibility • Corporate Social Responsibility(CSR) refers to management’s obligation to make choices and take action that positively impact stakeholders • Does it pay to be good? • Social responsibility can enhance a firm’s reputation • Studies shown positive relationship between ethical and socially responsible behavior and financial results • Customers and public are paying closer attention to what organizations do

14. Sources of Ethical Values in Organizations Personal Ethics Organizational Culture Beliefs and Values Moral Development Ethical Framework Rituals, Ceremonies Stories, Heroes Language, Slogans Symbols Founder, History Is Decision or Behavior Ethical and Socially Responsible? Organizational Systems External Stakeholders Structure Policies, Rules Code of Ethics Reward System Selection, Training Government Regulations Customers Special Interest Groups Global Market Forces

15. How Leaders Shape Culture and Ethics • Values-Based Leadership • Top leaders are responsible for sustaining ethical behavior in corporate activity • Relationship is based on shared internalized values • Leaders treat others with care, accept mistakes, and articulate a vision for high ethical standard • Formal structure and Systems • Additional tools for shaping cultural and ethical values • Ethics committee/ethics officer • Ethics hotlines/Whistle-blowing • Training programs

16. Corporate Culture in a Global Environment • Global organizations face ethical challenges for cultural and market factors • Research indicates that national culture has a greater impact on employees than corporate culture • Components that characterize global culture: • Multicultural rather than national values • Basing status on merit rather than nationality • Being open to new idea from other cultures • Showing excitement when entering new cultural environments • Being sensitive to cultural differences

17. Discussion • Clan Culture • 國家文化較公司文化，對員工更有影響力，對於上層管理者而言，要如何管理來自不同國家的員工？ • 強勢文化與次文化可能會產生衝突，會互相牴觸？對組織內的價值觀是否有任何影響？

18. Thanks for your listening