Chapter 6 Organisational culture and committees Qiang Jiang School of Business Sichuan University, China jiang.qiang@outlook.com Topic list 1 Organisational departments and functions 2 What is culture? 3 Organisation culture 4 Culture and structure 5 Committees 1 Organisational departments and functions • Research and development – Product and process research • Purchasing – Purchasing manager’s responsibility • • • • • • • Inputs for production Inputs for administration Cost control Liaison with the R&D Supplier management Information Inventory levels 1 Organisational departments and functions • Production – Relationships with other functions • • • • • Product design is co-ordinated with R&D Job design Sales department Human resources deparment Finance department 1 Organisational departments and functions • Service operations – The nature of services • • • • Intangibility inseparability variability Ownership – Implications of service provision • • • • Poor service quality on one occasion Complexity Pricing Human resources management 1 Organisational departments and functions • Marketing – roles • • • • Sales support Marketing communication Operation marketing Strategic marketing – Marketing strategy and corporate strategy 1 Organisational departments and functions • Marketing orientation – Product – A variant of production orientation – Sales – Marketing 1 Organisational departments and functions • Satisfying customer needs: the marketing mix – Product – Price – Place – Promotation 1 Organisational departments and functions • Market segmentation – Mass marketing – Targeted marketing 1 Organisational departments and functions • Administration – Advantages of a centralized administration office • Consistency • Security/control • Head office • Economies of scale • Single location – Disadvantages of a centralized administration office • Have to wait • Reliance on head office • Impact across the organisation 1 Organisational departments and functions • The finance function – Roles of the finance function • • • • Raising money Recording and controlling Information to managers Reporting 1 Organisational departments and functions • The finance function – Raising money: sources of finance • • • • • • • The capital market Money markets Retained earnings Bank borrowing Government sources Venture capital International money and capital markets 1 Organisational departments and functions • The finance function – Financial accounting • Recording financial transactions • Reporting to shareholders – Treasury management • • • • • • Cash budgeting A bank overdraft Repaying Cash flows Cashier’s duties Foreign currency dealing 1 Organisational departments and functions • Working capital and other matters – Cash – Accounts receivables – Account payable – Inventory 1 Organisational departments and functions • Management accounting information – Planning – Decision making – Control 1 Organisational departments and functions • Co-ordination with other departments – Payables ledger section – Receivables ledger section – Debt collection staff – Financial accounting 1 Organisational departments and functions • Why is human resource management imporant? – Increase productivity – Enhance group learning – Reduce staff turnover – Encourage initiative 1 Organisational departments and functions • The human resource cycle – Selection – Appraisal – Training and development – Reward – Performance 2 What is culture • Spheres of culture – Culture may therefore be identified as was of behaving, and ways of understanding, that are shared by a group of people – Culture can be discussed on many different levles 2 What is culture • Elements of culture – The first level – The second level – The third level 3 organisation culture • Manifestations of culture in organisations – Beliefs and values – Behaviour – Artefacts – Rituals – Symbols 3 organisation culture • What shapes organisation culture • Influences on organisational culture – Founder – History – Leadership and management style – Organisation’s environment 管理文化类型的探讨 • 汉迪对于管理众神的探讨从哈里森(Roger Harrison)的论述开始。“哈里森认为,有四 种主要的组织文化形式,即权力文化(Power Culture)、角色文化(Role Culture)、任务文化 (Task Culture)和人员文化(Person Culture)。” 根据每一种组织文化的特征,确定了代表 它们的相应神碉:宙斯、阿波罗、雅典娜 以及狄俄尼索斯。 4 cullture and structure • • • • • • • Power culture Role culture Task culture Person culture A contingency approach The impact of national culture The Hofstede model 海尔特·霍夫斯泰德 • 海尔特·霍夫斯泰德,是社会人文学博士,曾主管 过IBM欧洲分公司的人事调查工作,荷兰马城 (Maastricht)大学国际管理系名誉教授,在欧洲 多所大学任教,并担任香港大学荣誉教授,从事 组织机构人类学和国际管理 • 霍夫斯泰德曾两次在IBM调查了11.6万名员工,从 大量的调查数据着手进行研究,试图找出能够解 释导致大范围内文化行为差异的因素。基于“价 值观是文化的基石”这一观点,他从四个方面衡 量各个国家的文化差异和特征:权力距离、不确 定性规避、个人主义/集体主义、男性化/女性化。 霍夫斯泰德研究成果的缺陷 • 首先,霍夫斯泰德假定,文化与国家之间是一对 一的关系,但许多国家有多种文化。 • 其次,这一研究可能受到文化的局限。 • 再次,霍夫斯泰德的研究对象,不仅只是在计算 机工业单一行业里的工作人员。 • 最后一点要小心的是,现在看来霍夫斯泰德的工 作是过时了。 5 committees • Purpose of committees – Creating new ideas – Communication – Participation – Combining abilities – Co-ordination – Representation – recommendations 5 committees • • • • • • • Types of committee Executive Standing Ad hoc Sub-committees Joint Management 5 committees • Advantages of committees – Consolidation of power and authority – Delegation – Blurring responsibility – Delay 5 committees • Disadvantages of committees – Apt to be too large for constructive action – Time-consuming and expensive – Delays may occur if matters of a routine nature are entrusted to committees – Operations may be jeopardized by the frequent – Incorrect or ineffective decisions – compromise 5 committees