組織行為學(xué)論文 OB 組織文化 企業(yè)文化

《組織行為學(xué)論文 OB 組織文化 企業(yè)文化》由會(huì)員分享，可在線閱讀，更多相關(guān)《組織行為學(xué)論文 OB 組織文化 企業(yè)文化（11頁(yè)珍藏版）》請(qǐng)?jiān)谘b配圖網(wǎng)上搜索。

1、羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅

2、膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿

3、羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆

4、衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀

5、肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄

6、袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿

7、膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃

8、羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇

9、衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁

10、肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈

11、襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃

12、膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇

13、罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻

14、螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅

15、肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀

16、裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇

17、腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁

18、羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅

19、螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿

20、肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄

21、袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈

22、肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅

23、羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀膁莆蚄袆膀葿衿

24、螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆薅羆衿芆蚈蝿膇芅莇薁肅芄蒀螇罿莃薂薀裊莂節(jié)螅螁莁莄薈肀莀薆螃肆莀蚈蚆羂荿莈袂袈莈蒀蚅膆莇薃袀肂蒆蚅蚃羈蒅蒞袈襖肂蕆蟻螀肁蠆袇腿肀荿蝿肅聿蒁羅羈肈薄螈袇肈蚆薀膆肇莆螆肁膆蒈蕿羇膅薀螄袃膄莀薇衿膃蒂袃膈膂薄蚅肄膂蚇袁羀螈羄芁蒃螇肆蒆荿袆膈艿蚈裊袈蒅薄裊羀羋薀襖膃薃蒆袃芅莆螅袂羅腿蟻袁肇莄薇袀腿膇蒂罿衿莂莈罿羈膅蚇羈肄莁蚃羇芆膄蕿羆羅葿蒅羅肈節(jié)螄羄膀蕆蝕羃節(jié)芀薆肅羂蒆蒂蠆肄羋莈蚈膇蒄螆蚇羆芇螞蚇聿薂薈蚆膁蒞蒄蚅芃膈螃蚄羃莃蠆螃肅膆薅螂膈莂蒁螁袇膄蕆螁肀蒀螅螀膂芃蟻蝿芄蒈薇螈羄芁蒃螇肆蒆荿袆膈艿蚈裊袈蒅薄裊羀羋薀襖膃薃蒆袃芅莆螅袂羅腿蟻袁肇莄薇袀腿膇蒂罿衿莂莈罿羈膅蚇羈肄莁

25、蚃羇芆膄蕿羆羅葿蒅羅肈節(jié)螄羄膀蕆蝕羃節(jié)芀薆肅羂蒆蒂蠆肄羋莈蚈膇蒄螆蚇羆芇螞蚇聿薂薈蚆膁蒞蒄蚅芃膈螃蚄羃莃蠆螃肅膆薅螂膈莂蒁螁袇膄蕆螁肀蒀螅螀膂芃蟻蝿芄蒈薇螈羄芁蒃螇肆蒆荿袆膈艿蚈裊袈蒅薄裊羀羋薀襖膃薃蒆袃芅莆螅袂羅腿蟻袁肇莄薇袀腿膇蒂罿衿莂莈罿羈膅蚇羈肄莁蚃羇芆膄蕿羆羅葿蒅羅肈節(jié)螄羄膀蕆蝕羃節(jié)芀薆肅羂蒆蒂蠆肄羋莈蚈膇蒄螆蚇羆芇螞蚇聿薂薈蚆膁蒞蒄蚅芃膈螃蚄羃莃蠆螃肅膆薅螂膈莂蒁螁袇膄蕆螁肀蒀螅螀膂芃蟻蝿芄蒈薇螈羄芁蒃螇肆蒆荿袆膈艿蚈裊袈蒅薄裊羀羋薀襖膃薃蒆袃芅莆螅袂羅腿蟻袁肇莄薇袀腿膇蒂罿衿莂莈罿羈膅蚇羈肄莁蚃羇芆膄蕿羆羅葿蒅羅肈節(jié)螄羄膀蕆蝕羃節(jié)芀薆肅羂蒆蒂蠆肄羋莈蚈膇蒄螆蚇羆芇螞蚇聿薂薈蚆膁蒞

26、蒄蚅芃膈螃蚄羃莃蠆螃肅膆薅螂膈莂蒁螁袇膄蕆螁肀蒀螅螀膂芃蟻蝿芄蒈薇螈羄 AO AO AO UNIVERSITY OF AO AO嗷嗷大學(xué)Bachelor of ManagementAssignment Cover工商管理學(xué)士學(xué)位課程作業(yè)封面MODULE CODE AND NAME科目代碼及名稱(chēng) Module Code 科目代碼： B 4 Module Name科目名稱(chēng)： Organizational Behavior Lecturer 講師： 大 美 女 Section Code專(zhuān)業(yè)班級(jí)： XXXXX Student ID 學(xué)生證號(hào)碼： XXXXX Student Name學(xué)生姓名： 阿 七

27、Announcement: I declare that this assignment is ENTIRELY my independent work except where referenced. I have marked any Reference sources and am aware of programme regulations concerning plagiarism and referencing.聲明：除了標(biāo)明出處的引用資料之外，此作業(yè)是我獨(dú)立調(diào)查完成的。文內(nèi)所有引用的資料已經(jīng)詳細(xì)標(biāo)明出處，并且我了解課程中有關(guān)抄襲及引用方面的規(guī)定。Signature 簽名： Lec

28、turer Comments 講師評(píng)語(yǔ)Score 分?jǐn)?shù)：Receive Date Year/Month/Day 收到日期： Table of ContentsIntroduction2Organizational Culture2Culture and Behavior3Sustaining Culture4Transmitting of Culture5Importance of Organizational Culture6Conclusion7References9A Case Study of WEGMANSIntroductionOrganizational culture prod

29、uce with a enterprise set up. Organizational culture is a unique management mode which form from a enterprise set up to end. It has the individual character combined with the companys core values, spirit of enterprise, management concept, and employees behavior into a whole enterprise, it is a spiri

30、t support for a long-term development of a enterprise. An enterprise want to has a long-term invincible in the fierce competition market, the technology innovation is the most direct competitiveness, but the main source to support technology innovation in a enterprise is the organizational culture.

31、When enterprise into the global market competition, the enterprise culture will became a communication media, and the important means for enterprise resource integration. Today, the concept of the enterprise culture, have concern by entrepreneurs increasingly in various occasions, but few people kno

32、w what is the really enterprise culture, and very few people know that the enterprise culture really works. Culture has far-reaching significance and the long-term effects on the sustainable and development for enterprises, the organizational culture maybe not the most direct factor, but it is the m

33、ost lasting deciding factor. With the economy competition, many enterprises face to enterprise restructuring, strategic transformation, organizational culture has gradually become the biggest restricting factor of management changes. How to improve enterprise business performance and realization ent

34、erprises sustainable development through the organizational cultural, has become the real issues which need to be solve urgently.Organizational CultureOrganizational Culture as a system of shared meaning held by members that distinguishes the organization from other organizations.(Stephen P. Robbins

35、, Timothy A. Judge, 2008) Organizational culture has become a favored focus of all enterprise, it is the key rule for a enterprises development. Only has a strong and scientific organizational culture, can an enterprise sustained competitive advantage effectively in a long-term.Culture and Behavior

36、A strong organizational culture can provides direction to employees, it helps them to understand the way things are done around here. A strong culture additionally provides stability to an organization, it is an important factor in determining the organizational performance. This can be extremely va

37、luable for building a team where all the participants have the same goals. Nowadays what people really want is getting engaged in their work and do it with responsibility. Hence so, a strong culture do paves the way for people to take the responsibility and work rather than trying to control them wi

38、th rules and regulation, supervision. However, if the people in the organization are completely following the values and beliefs of the existing culture when it come to achieving the goals, then they obviously lack the opportunities to think in a much creative or innovative way in order to come up w

39、ith unique solutions or ideas to face the ever changing turbulent environment, this will be the worst condition.A weak organizational culture is when the people in the organization do not agree on the same basic beliefs and values as applies to the organization, and in stead they tend to have their

40、own ideas, belief and behaviours. Although a weak culture may be the result of many subcultures, in other means, a weak culture would rather encourage individual thought and contributions.It should be said that organizational culture may be different from one organization to another. Meaning to say

41、that, some organization will have strong culture while the other may have weak cultures. As far as i am concerned, Wegmans culture is a strong culture and it is a good, healthy and scientific organizational culture. From the showing of the average tenure of a full-time Wegmans employee is over ten y

42、ears. Wegmans career part-time employees average tenure is more than five years. We can know that Wegmans is a successful enterprise. It through a process of selection and socialization, employees core values are kept in line with the companys. Employees are attracted to Wegmans because they know in

43、 advance they will be treated like gold. Retention rates are sky high because at the core is an intense job satisfaction achieved by meaningful interaction with both customers and management. However, the most important reason is Wegmans has a excellent organizational culture.The Wegmans manager sai

44、d that Employee engagement is critical, Wegmans prides itself on a strong value set as its corporate foundation. Showing Care, respect, high standards to every stall, let employees feel work in a family. This is meaning that If you take good care of employees, then they will take good care of your c

45、ustomers. said Bob Wegmans. Wegmans is known for its strong employee benefits program, especially their employee scholarship program. The difference between Wegmans and other supermarkets is that when people come to work at Wegmans, they are not looking for a job; they are looking for a career. And

46、because Wegmans has high volume locations, there is an extensive menu of opportunities for employees to advance their careers through a clear and defined career path. This is the culture at Wegmans likely to affect its employees most.Sustaining CulturePeople-oriented is the primary source of Wegmans

47、 culture. The leadership they implement in their company is effective. Wegmans culture is a business practice that is self-perpetuating as long as the basic premises are adhered to. The reason why Wegmans can form so perfect enterprise culture, the mainly idea is that the standard in hiring employee

48、s of Wegmans. Employees at Wegmans are not selected based on intellectual ability or experience alone They acquire all employees in the store has some genuine interest in food. Only interesting in food can they work well in theie post and realize their value. This is the reason that why Wegmans can

49、Sustain it Culture in such strong time.In a sense, the culture that has developed at Wegmans is an important part of the companys success. Employees are proud to say they work at Wegmans. In Wegmans staff first, customer second is the subject of the organizational culture. Maintaining a culture of d

50、riven, happy, and loyal employees who are eager to help one another is the goal of Wegmans. Many of whom are hired based on their interest in food made all employees work in the same gaols and value and many employees at Wegmans view working for the grocer as their career, these are good platform fo

51、r organizational culture form and sustained. An example of how Wegmans lives their values is their scholarship program for employees. Each year, Wegmans gives nearly $4.5 million towards tuition for employees to continue their education. Wegmans operates 76 stores in five states. However, their cult

52、ure and their commitment to their employees seem to transcend individual stores or regional boundaries. And, in turn, they have earned remarkable loyalty among employees.Sustaining a healthy culture also requires on going monitoring. To maintain a healthy weight, most people weigh themselves regular

53、ly and take action when results are off course. Similarly, maintaining a healthy organizationalal culture requires a measurement strategy as well as an ability to respond to fluctuations and trends that do not align with cultural values and beliefs. A dashboard, a balance scorecard, a log frame syst

54、em or other forms of planning and monitoring tools can be used to measure culture based indicators. The recording and reporting of well selected indicators pertaining to the organizations values and ethical practices can reveal telling stories about the organizations culture. Such information helps

55、Organizationals set targets for cultural change. Similarly, analyzing results can lead to better practices or new or modified competencies and culture friendly interventions. Practices promoted by the concept of a learning organization which encourage creativity, innovation and empowerment can also

56、open doors to a cycle of cultural self assessment and self improvement that will contribute to enhanced performance. Therefore, recognizing the link between organizational culture and performance isnt all about human resources and organizational development.Transmitting of Culture New people joining

57、 the company are consciously of unconscious with a strong organizational culture. In Wegmans this is an advantage point, because of the strong organizational culture, employees join into the organization and accept the organizational culture is easier. Wegmans carefully selects each employee, and gr

58、owth is often slow and meticulous, with only two new stores opened each year. When a new stores is opened, employees from existing stores are brought in to the new store to maintain the culture. The existing employees are then able to transmit their knowledge and the stores values to new employees.

59、This is an efficiently method to help employees learn organizational culture. Actually, Wegmans also succeed by this way. Culture is transmitted to employees in a number of forms, the most potent being stories, rituals, material symbols, and language. (Stephen P. Robbins, Timothy A. Judge, 2008) Sto

60、ries, it such as these circulate through many organizations. They typically contain a narrative of events about the organizations founders, rule breaking, rage-to-riches successes, reductions in the workforce, relocation of employees, reactions to past mistakes, and organization coping. These storie

61、s anchor the present in the past and provide explanations and legitimacy for current practices. Rituals are repetitive sequences of activities that express and reinforce the key values of the organizationwhat goals are most important, which people are important, and which people are expendable. Mate

62、rial symbols convey to employees who is important, the degree of egalitarianism desired by top management. And the kinds of behavior that are appropriate. Many organization and units within organizations use language as a way to identify members of a culture or subculture. By learning this language,

63、 members attest to their acceptance of the culture and, in so doing, help to preserve it.As fa as i am concerned, rituals is the most effective way for employees to learn their companys culture. But if we want employees know the organizational culture more deeply and accept it absolutely, we not onl

64、y just use one method, but also we need play it combined with others. Such as at the same time we hold a ritual for employees, we must show them how to do at usual, so that employees accept it more quickly and effectively.Importance of Organizational Culture One of the most important building blocks

65、 for a highly successful organization and an extraordinary workplace is Organizational Culture. organizational culture as the set of shared beliefs, truths, assumptions, and values that operate in organizations. It can be extremely valuable for building a team where all the participants have the same goals. Working t