交通大學 任維廉 教授交通大學 任維廉 教授

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

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1. What is 1. What is organizational cultureorganizational culture? ? 交大？政大？交大？政大？ TSMC? TSMC?

2. What is2. What is environment environment? ? What is What is stakeholdersstakeholders?? 交大？政大？交大？政大？ TSMC? TSMC?

3. How culture affects managers? 3. How culture affects managers? How employees learn culture?How employees learn culture? How the environment affects managers?How the environment affects managers?

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1. 管理者：全能 (omnipotent) 或象徵 (symbolic)

2. 組織文化 (culture)

3. Current organizational culture issues

4. 組織環境 (environment)

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1.全能觀點2.象徵觀點3.綜合觀點

* 真理在兩極端之間？

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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？

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 *Managers’ Constraints: organization’s internal and external environment.external environment.

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** 面對交警，面對交警，* 英雄造時勢？順勢而為！英雄造時勢？順勢而為！

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ManagerialDiscretion

Organization’s EnvironmentOrganizational Culture

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)

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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！

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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

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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……

1. Discipline

2. Transparence

3. Independence

4. Accountability

5. Responsibility

6. Fairness

7. 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。

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DimensionOrganization

AOrganization

B

Attention to Detail High LowOutcome Orientation Low HighPeople Orientation Low HighTeam Orientation Low HighAggressiveness Low HighStability High LowInnovation and Risk Taking Low High

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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？

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AA 公司公司

0

1

2

3

4Innovation

Attention to detail

Outcome

PeopleTeam

Aggressiveness

Stability

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補習班補習班Innovation and risk taking

Attention to detail

Outcome orientation

People orientationTeam orientation

Aggressiveness

Stability

B 補習班C 補習班

0

1

2

3

4

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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

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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 of new employees to help them adapt

to the culture

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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

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飲水思源 Stay hungry, stay foolish. Be nice. Do your best, Keep it in perspectives.

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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

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1. Creating an Ethical Culture High in risk tolerance Low to moderate aggressiveness Focus on means as well as outcomes

*Be a visible role model. *Communicate ethical expectations. *Provide ethics training. *Visibly reward ethical acts and punish unethical ones. *Provide protective mechanisms.

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2. Creating an Innovative Culture Challenge and involvement Freedom Trust and openness Idea time Playfulness/humor Conflict resolution Debates Risk-taking

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3. Creating a Customer-Responsive Culture

Hiring the right type of employees

Having few rigid rules, procedures, and regulations

Using widespread empowerment of employees

Having good listening skills

Reduce role ambiguity and conflict, increase job satisfaction （內部顧客）

Having conscientious, caring employees willing to take initiative

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4. Creating a culture that support Diversity Increasing heterogeneity in the workforce

▪More gender, minority, ethnic, globalization……

▪ Inclusive: 關羽，包拯， Johnny, Anderson……

▪ China: 對職涯發展積極企圖心，高度配合度 Aging workforce

▪嬰兒潮世代 (baby boom), 1946~1964, 紀律

▪Ｘ世代 (generation X), 1965~79,

▪Ｙ世代 1980~94, me now, 創意，行銷▪ Z 1995~2009,

▪ α27

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5. Workplace Spirituality 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。

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1. 定義2. 特定 (specific) 環境 : CSCP

顧客，供應商，競爭者，壓力團體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。

*HMO, PEST, 寵物商機，少女化，一把槍一個子彈

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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.

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Customers

Competitors

Suppliers

PublicPressureGroups

TheOrganization

GeneralEnvironment

SpecificEnvironment

• Occupational Safety and Health Act of 1970

• Consumer Product Safety Act of 1972

• Equal Employment Opportunity Act of 1972

• Worker Adjustment and Retraining Notification Act of 1988

• Americans with Disabilities Act of 1990

• Civil Rights Act of 1991

• Family and Medical Leave Act of 1993

• Child Safety Protection Act of 1994

• U.S. Economic Espionage Act of 1996

• Electronic Signatures in Global and National Commerce Act of 2000

• Sarbanes-Oxley Act of 2002

• Fair and Accurate Credit Transactions Act of 2003

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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.

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Any constituencies in the organization’s environment that are affected by the organization’s decisions and actions

Stockholders, Shareholders

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1. 利潤最大化2. 股東財富最大化3. 市場佔有率4. 顧客忠誠度5. 員工滿意度6. 其他 Stakeholders

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1. Case study: a manager’s dilemma (p.60)

2. Thinking critically about ethics (p.68)

3. Internet-based exercise (p.82) *3. choose a student organization, evaluate its culture *4. choose two organizations, identify their stakeholders *5. choose two organizations, compare their GE, SE

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比較： 1. 管理者之全能，象徵觀點 2. 個人人格 VS. 組織文化 3. 一般環境 VS. 特定環境

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1. 全球經濟持續成長 6. 太平洋經濟重心2. 藝術取代運動 7. 女性出頭3. 走向資本主義 8. 生物科技及爭議4. 流行文化 9. 宗教復甦5. 解除管制 10. 重視個人貢獻

常用詞 : change, greenwashing, Chinglish…

新創詞 : leisure sickness, cyberchondriac, youthanasia…

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omnipotent view symbolic view organizational culture strong cultures socialization

workplace spirituality external environment specific environment general environment environmental

uncertainty environmental

complexity stakeholders

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