In a narrow sense, culture refers to social ideology and the corresponding system and organizational structure.
According to the influence of organizational culture on organizational members, organizational culture can be divided into three types: strong organizational culture, strategic organizational culture and flexible organizational culture.
Organizational culture is essentially an abstract category of consciousness, and it is the phenomenon of group consciousness, ideological and behavioral orientation and spiritual concept existing in the organization.
Institutional culture refers to the normative system created by human beings to meet the needs of their own survival and social development.
The core of organizational culture is organizational values.
The cohesive function of organizational culture means that it can communicate the thoughts and feelings of organizational members in various subtle ways, integrate people's ideals, beliefs and sentiments, and cultivate and stimulate their group consciousness.
Choosing the correct organizational values is the primary strategic issue in shaping organizational culture.
culture
Culture is the product of human practical activities, which is constantly enriched and developed with the evolution and progress of human society.
organizational culture
Organizational culture refers to the cultural phenomenon with organizational characteristics formed in long-term practical activities, and it is the general name of group consciousness such as values, thinking mode, psychological expectation, code of conduct, team belonging and work style accepted and followed by all members of the organization.
Subculture group
A small part of the mainstream culture of a society. Although the mainstream culture in an organization is recognized and accepted by most members, it cannot contain all the cultures in the organization. Small groups in organizations, whether formal and strictly divided subsystems or informal groups, have their own unique subcultures.
Organizational culture based on power
The organizational culture based on power is also called dictatorship culture. This kind of organization is often led by one person or a very small group, and little attention is paid to the formal structure and working procedures in the organization.
Mission-oriented organizational culture
Also known as task culture. In this culture, the goal of the team is to complete the set tasks. This kind of organization has no leader, the only boss is the task or mission itself, and its members are equal.
Institutional culture
The core content of the normative system created by human beings to meet their own survival and social development needs is the political system, legal system and economic system of the country.
Organizational culture shaping
A process in which an organization consciously develops its positive excellent culture and abandons its negative inferior culture. This process is also the process of continuous optimization and sublimation of organizational culture.
Organizational culture incentive
Through the shaping of organizational culture and internal guidance, every member of the organization will have the spirit of dedication to the organization from the bottom of his heart, so as to stimulate the enthusiasm, initiative and creativity of the work to the maximum extent.
Lei Wen concluded that there are basically three types of leadership: authoritarian leadership, democratic leadership and laissez-faire leadership.
When Blake and Morton put forward the theory of management grid, they listed five typical leadership styles: task-based management, country club management, intermediate management, poor management and team management.
According to contingency theory, leaders' styles can be divided into two categories: task-oriented and relationship-oriented.
Federer's contingency model points out that the efficiency of an organization depends on the interaction of two variables: the leader's style and the favorable situation.
Federer analyzes whether the situation is favorable from three dimensions: leader-member relationship, task structure and position power.
The purpose of studying leadership behavior in Michigan State University is to distinguish high-output and low-output managers.
The task structure in Federer's model refers to the characteristics of specific tasks or jobs to be completed.
In the management grid theory, the vertical axis represents the concern of leaders for people, and the horizontal axis represents the concern of leaders for production.
Statutory power
Statutory and recognized powers of specific positions and roles.
Reward power
When subordinates think that leaders can reward or eliminate negative influences, the power to reward others will be enhanced.
The emergence of leaders
Is an individual regarded as a leader or to what extent?
reference power
From the leader's personal characteristics, including behavior, charm, experience, background and so on. , which is based on subordinates' recognition of these characteristics of leaders, or a desire for recognition. At this time, subordinates will expect their behavior, feelings or beliefs to be like leaders.
Expert power
Professional knowledge or skills derived from a leader's personal experience.
Internal driving force
It refers to a series of characteristics and motivations, which reflect the leaders' very high degree of efforts and high internal driving force, so that they have high achievement motivation, strong enterprising spirit, abundant energy, perseverance and high initiative in their own activities.
Work maturity
The working ability of subordinates, including the education level, experience and technology related to the task.
Psychological maturity
The desire of subordinates to take responsibility and succeed.
According to the law of human behavior, the process of human behavior includes three basic variables: stimulus variable, organism variable and response variable.
Maslow divides needs into five levels: physiological needs, security needs, social needs, respect needs and self-realization needs.
According to the fairness theory, people will judge the fairness of their salary through two aspects of comparison, namely, horizontal comparison and vertical comparison.
Expectation theory can be expressed as m = v× e.
According to the purpose of reinforcement, reinforcement can be divided into four types: positive reinforcement, negative reinforcement, punishment and natural regression.
According to the ways of strengthening, strengthening can be divided into continuous strengthening and intermittent strengthening.
Expectation theory demonstrates that people will make the most effective choice among various possibilities through the analysis of various contingency factors.
Equity theory was put forward by American psychologist Adams in 1960, also known as social comparison theory.
Negative reinforcement
Inform employees in advance of the possible consequences of a nonconforming behavior or poor performance, and guide employees to act as required to avoid unpleasant situations.
Frontal reinforcement
Positive and happy results seem to reinforce some behaviors.
Stimulation of labor
Through reasonable design and proper assignment of work tasks, employees' inner enthusiasm for work is stimulated.
Achievement motivation
Give employees reasonable rewards on the basis of correctly evaluating their work output, and ensure a virtuous circle of employees' work behavior.
Employee stock ownership plan
It is a special material incentive, which refers to the benefit sharing mechanism and the participation mechanism of business decision-making power in order to attract, retain and motivate company employees, so that employees can enjoy the residual claim right through holding shares.
Training incentive
An incentive way to organize regular or irregular training and education for employees to meet their learning and growth needs.
Work expansion method
By expanding the job scope and increasing job responsibilities, employees' boredom caused by monotonous work can be eliminated, thus improving their labor efficiency.
Reinforcement theory
Skinner, an American psychologist, put forward that people take some actions to act on the environment for a certain opportunity, and if the result of this behavior is beneficial to him, this behavior will be repeated; If the result of this behavior is unfavorable to him, then this behavior will be reduced or disappeared.
According to the way of communication, communication can be divided into verbal communication and nonverbal communication.
According to different communication channels, communication can be divided into formal communication and informal communication.
The most typical informal communication is gossip.
Interpersonal obstacles may come from the sender of information or the receiver of information, and are usually caused by differences in individual cognition, ability and personality.
Organizational obstacles are mainly manifested in unreasonable organizational structure and disharmony in organizational atmosphere.
To overcome communication barriers, managers should have communication skills such as learning to listen, paying attention to feedback, overcoming cognitive differences and suppressing emotional reactions.
Conflict is not only constructive and beneficial to organizations, groups or individuals, but also destructive and harmful, and has the possibility of negative impact.
The sources of conflicts can be roughly divided into three categories: personal differences, communication differences and structural differences.
Formal communication
Transfer and exchange information through the channels designated by the organization.
communication network
A whole structure composed of multiple communication paths, information usually goes through several links before it finally reaches the information receiver.
Information filtering
The sender of information deliberately manipulates the transmission of information in order to please the receiver of information, resulting in information distortion.
competitive strategy
Also known as coercive strategy, it refers to ignoring the interests of others in order to satisfy one's own interests, and it is a strategy of "I win and you lose"
Cooperation strategy
Satisfying the interests of both sides as much as possible represents a win-win situation in resolving conflicts.
Avoidance strategy
Conflict resolution strategies that neither cooperate nor insist on their own opinions, nor satisfy their own interests and the interests of the other party.
Accommodation strategy
Also known as restraint strategy, the parties suppress their own needs in order to meet the needs of others.
Compromise strategy
Essentially, it is a kind of transaction, also called negotiation strategy. He needs both sides of the conflict to meet each other halfway and meet their demands and interests in part through a series of negotiations, concessions and bargaining.
The objects of control include three categories: property, transaction and information.
Different control processes can be divided into three types: feedforward control, field control and feedback control.
Generally speaking, the control process can be divided into three steps: determining standards, measuring performance, analyzing and correcting.
There are three methods to determine the organization standard: statistical calculation method, empirical estimation method and engineering method.
The rectification measures of the organization can revise the standards and improve the work from the following aspects.
Budget analysis mainly includes investment budget, cash budget, income budget and asset-liability budget.
Marketing control mainly includes annual plan control, profit control, efficiency control and strategic control.
Budget control emphasizes process control, which can find problems in the process of budget implementation and correct deviations in time to ensure the completion of objectives and tasks.
control
Measure and correct the management activities and their effects within the organization to ensure that the organization's goals and plans are realized.
feedforward control
Before the start of work activities, organize to predict and estimate possible deviations in the work, and take preventive measures to eliminate them before they occur.
feedback control
Control after work or behavior.
marketing control
A set of complete working procedures used by enterprises to track every link of marketing activities and ensure that they can run according to the planned objectives.
standard
A measure of effectiveness, a measure used to measure the degree to which each job or behavior in an organization meets the requirements of the organization.
Productivity standard
The amount of work completed in the specified time.
deviation
The difference between the actual performance of the work and the standard value is positive deviation when the actual performance exceeds the set standard, and negative deviation when the actual performance is lower than the set standard.
Emergency rectification measures
Measures that can immediately correct the problematic work on the right track.
Inventory turnover rate is the ratio of sales cost to average inventory, and it is an index to measure and evaluate the sales ability and inventory management efficiency of enterprises.
Organizational culture is the basis of group control.
Decision Support System (DSS) is an intelligent man-machine system based on management science and behavior science, with computer technology as a means, aiming at semi-structured decision-making problems.
Information is as important as labor, land, capital and entrepreneurs.
DMAIC is the most commonly used method to improve Six Sigma business.
The basic connotation of six-fitness horse is to improve quality, pursue zero defects, and finally achieve the purpose of enhancing organizational competitiveness.
PDCA cycle, also called Deming cycle.
The characteristics of flexible operating system include: customer demand-oriented, information technology-based, and quick response.
group control
Individuals are integrated into the group, so that their values are unified with the values and goals of the organization, and the self-discipline and self-control of the members of the organization are realized through the paradigm of group * * * companions.
product quality
The quality of work represents the result of enterprise management, which means that the enterprise controls the output process of operating results.
total quality control
An organization takes quality as the center and full participation as the basis, and achieves long-term success by satisfying customers and benefiting stakeholders.
pdca cycle
The basic method of total quality management is PDCA cycle, also known as Deming cycle, or pdsa for short, which includes four stages: planning, execution, inspection and handling.
Black belt Jones
He is a senior consultant and expert of Six Sigma management, and a master of using six Sigma management tools.
DMAIC
The most commonly used method to improve Six Sigma business is DMAIC, which includes five aspects: definition, measurement, analysis, improvement and control.
Management information system
A system designed to support managers to perform their functions and collect, analyze and transmit information inside and outside the organization in a timely and effective manner.
Flexible operating system
In order to cope with the diversity of market demand and the uncertainty of environmental changes, based on the development of information technology, an automated manufacturing system consisting of several numerical control devices, material storage devices and computer control systems can be quickly adjusted according to the changes of manufacturing tasks and production varieties.