Organizational Structure and Culture

管理（management）是管理者通过计划、组织、人事、领导、控制等各项职能工作，合理有效利用和协调组织管理所拥有的资源要素，与被管理者共同实现组织目标的过程。

管理学（management）是研究管理活动基本规律与方法的一门综合性应用科学。

“角色”（role）是描述一个人在某个位置或状况下被他人期望的行为总和。

循证医学实践（evidence based medical practice）是指卫生保健人员审慎地、准确地、明智地应用最佳科学证据，并使之与熟悉的临床知识和经验相结合，参照病人的愿望，在某一特定领域做出符合病人需求的临床变革的过程。

学习型组织（learning organization）就是指通过弥漫于整个组织的学习气氛而建立起来的符合人性的、邮寄的、扁平的组织。

管理原理（theory of management）是对管理工作的本质及其基本规律的科学分析和概括。

管理原则（principle of management）是根据管理原理的认识和理解而引申出的管理活动中必须遵循的行为规范。

系统（system）是指由若干相互联系、相互作用的要素组成的，在一定环境中具有特定功能的有机整体。

计划（plan）是为实现组织目标而对未来的行为进行设计设计的活动过程。

计划有狭义和广义之分。

长期计划（long-term plan）一般指5年以上的计划。

中期计划（medium-term plan）一般指2-4年的计划。

短期计划（short-term plan）一般指1年或1年以下饿计划。

目标是在宗旨和任务的指导下，组织要达到的可测量的、最终的具体成果。

目标管理（management by objectives，MBO）是由组织中的管理者和被管理者共同参与目标的制定，在工作中由员工实行自我控制并努力完成工作目标的管理方法。

时间管理（time management）是指同样的时间消耗情况下，为提高时间的利用效率而进行的一系列活动，它包括对时间进行的计划和分配，以保证重要工作的顺利完成，并留出足够的余地处理那些突发事件或紧急变化。

2013 “Fundamentals of Management”Referential answers for assignmentsChapter1: Managers and ManagementQ4 Is your course instructor a manager? Discuss in terms of both planning, organizing, leading, and controlling. Also discuss using Mintzberg’s managerial roles approach.Answer– A college instructor is both an individual contributor and a manager. Planning (defines class goals, establishes plans for achieving goals, and develops lesson plans), organizing(execution and class participation), leading(motivating students, direct the activities of others, select the most effective communication channel, resolve conflicts) , controlling(grading).Mintzberg’s managerial role s: Interpersonal roles: the roles of leader and liaison. Informational roles: monitor and disseminator. Decisional roles: disturbance handler and resource allocator.Q7 Why are managers important to organizations?Answer–Managers are individuals in an organization who direct and oversee the activities of others. Managers perform managerial activities that ensure to achieve organizational goals effectively and efficiently. Providing details about management levels. (Please refer to page 5-6)Q9 An article by Gary Hamel in the February 2009 issue of Harvard Business Review addresses how management must be reinvented to be more relevant to today’s world? Get a copy of that article. Choose one of the 25 grand challenges identified. Discuss what it is and what it means for the way that organizations are managed.Answer–The 25 grand challenges include: ensure management serves a higher purpose, reduce fear and increase trust, reinvent the means of control, redefine the work of leadership, expand and exploit diversity, etc. Choose one of them and discuss. Chapter3: Foundations of Decision MakingQ1 Why is decision making often described as the essence of a manager’s job? Answer– Decision making is a process of responding to a problem by searching for and selecting a solution or course of action that will create value for organisational stakeholders. Everything that a manager does in term of planning, organizing, leading and controlling involves decision making. Managers in organizations also are called decision makers.Q3 “Because managers have software tools to use, they should be able to m akemore rational decisions.” Do you agree or disagree with this statement? Why? Answer– Disagree. Decision making is a complex process which needs information, skills, experiences and creativity. Software tools will allow managers easily gather information and analyze it, but it is doubtful software tools can make managers more rational, as software tools do not make decisions.Rational decision making means making logical and consistent choices to maximize value. Rational decision making must satisfy several assumptions. However, the reality is full of uncertainty and risk. Managers’decision making still will not be perfectly rational by using software tools.Q4Is there a difference between wrong decisions and bad decisions? Why do good managers sometimes make wrong decisions? Bad decisions? How might managers improve their decision making skills?Answer– Wrong decisions can not help to achieve organizational goals, bad decisions do help to achieve goals but may not maximize value or solve problems in a large expense. In addition to uncertainty and risk, time pressure, incomplete information in today’s environment and limited capacity make managers often use intuition to make decisions, so good managers sometimes also make wrong or bad decisions. Managers can improve decision making skills by focus on what is more important, logic and consistency, gathering relevant information, blending subjective and objective thinking with analysis and remaining flexible, etc.Chapter4: Foundations of PlanningQ2 Describe in detail the six-step strategic management process.Answer–The six-step strategic management process involves: Identify the organization’s current mission, goals, and strategies; External analysis (identify opportunities and threats); Internal analysis (identify strengths and weaknesses); Formulate strategies, implement strategies and evaluate results. (Please refer to page 87-89 )Q5 Under what circumstances do you believe MBO would be the most useful? Discuss.Answer–MBO is a process of setting mutually agreed-upon goals and using those goals to evaluate employee performance. MBO makes objectives operational by cascading them down through the organization.Under circumstances where employee commitment is important, where concrete goals help a company directs its efforts, when there is a need coordination and communication in a company, etc.Q9 Do a personal SWOT analysis. Assess your personal strengths and weaknesses (skills, talents, abilities). What are you good at? What are you not so good at? What do you enjoy doing? Not enjoy doing? Then, identify career opportunities and threats by researching job prospects in the industry you’reinterested in. Look at trends and projections. You might want to check out the information the Bureau of Labor Statistics provides on job prospects. Once you have all this information, write a specific career action plan. Outline five-year career goals and what you need to do to achieve those goals.Answer–SWOT analysis is an a nalysis of an organization’s strengths, weaknesses, opportunities, and threats in order to identify a strategic niche that the organization can exploit. The answer will vary based on students. (Please refer to page 88-89) Chapter5: Organizational Structure and CultureQ2 Can an organizati on’s structure be changed quickly? Why or why not? Should it be changed quickly? Why or why not?Answer– Yes, an organization’s structure can be changed quickly. However, t he speed of changing an organization’s structure depends on its size. A small organi zation can change its structure more rapidly than a large organization. But a large organization can change its structure and does in response to the changing environment and strategy. Whether an organization’s structure should be changed quickly or not de pends on the organization’s strategy, the environment and the form of technology it uses.Q5 Researchers are now saying that efforts to simplify work tasks actually gave negative results for both companies and their employees. Do you agree? Why or why not?Answer–Facing today’s competitive environment, managers need to consider how to allocate limited resources and group activities to achieve organizational goals. Make the right person do the right task. Simplify work tasks can have positive results for companies and employees. For example, work specialization makes efficient use of the diversity of skills that employees hold.Q8 Pick two companies that you interact with frequently (as an employee or as a customer) and assess their culture according to the culture dimensions shown in exhibit5-13.Answer–The answer will vary based on the companies students choose. Culture dimensions include: attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, stability, innovation and risk taking.Chapter8 : Motivating and Rewarding EmployeesQ1 Most of us have to work for a living, and a job is a central part of our lives. So why do managers have to worry so much about employee motivation issues? Answer– Motivation refer s to the process by which a person’s efforts are energized, directed, and sustained toward attaining a goal. Even though most of us have to work and therefore need a job, managers still have to worry about employee motivation issues. Employees are not always willing to put effort to do their job well. Employeecan work for different rewards: money, recognition, achievement, affiliation, power and so on. Motivation can lead to higher productivity, improve employee satisfaction, reduce the high cost of employee turnover and maintaining the competitive edge. Motivation plays a critical role in achieving organizational goals.Q3 What role would money play in (a)the hierarchy of needs theory, (b)two-factor theory, (c)equity theory, (d)expectancy theory, and (e)motivating employees with a high aAch?Answer– (a) Money might be a security need, providing shelter, food, and clothing, or it could be a self-esteem need in giving the individual a sense of self-worth. (b) Money is a hygiene factor. (c) Money becomes a measure of fairness—Is my raise, salary appropriate to my position? (d) Money is relevant only to the degree the individual perceives that the monetary reward is appropriate for the amount of effort put forth. (e) Money could be seen as a way to measure success.Q6 Many job design experts who have studied the changing nature of work say that people do their best work when they are motivated by a sense of purpose rather than by the pursuit of money. Do you agree? Explain your position? What are the implications for managers?Answer–The answer will vary. Employees come to organizations with different needs, skills, abilities and interests. Employees need to cooperate with others in today’s diversit y and competitive environment. People do not work only for money, such as professional and technical employees, whose chief reward is the work itself. Employee can work for other rewards: recognition, achievement, affiliation or power. Managers should focus more on the sense of purpose and look at different types of rewards that help motivate employees.Chapter9: Leadership and TrustQ2 What would a manager need to know to use Fiedler’s contingenc y model? Be specific.Answer–The Fiedler’s contingency model proposed effective group performance depends on the pro per match between the leader’s style of interaction and the degree to which the situation gives control and influence to the leader. He isolated three situational criteria—leader-member relations, task structure, and position power—that can be manipulated to create the proper match with the behavioral orientation of the leader. Fiedler argued that leadership style is innate to a person—you can’t change your style. It is necessary to match the leader with the situation based on three situational criteria. (Please refer to page 247-249)Q5 Do you think trust evolves out of an individual’s personal characteristics or out of specific situations? Explain.Answer– Both, trust is in a person given certain circumstances. Some individuals are always trusted regardless of circumstances; others can be trusted to respond inpredictable ways in different circumstances.Q6 Do followers make a difference in whether a leader is effective? Discuss. Answer–Yes,t he ability to influence others outside of one’s own author ity and to perform beyond expectations are essential to high performing organizations and are characteristic of leaders. Leaders have followers. Followers make significant contribution to leaders’effectiveness. Successful leadership is contingent on the f ollower’s level of readiness. “R eadiness” refers to the extent that people have the ability and the willingness to accomplish a specific task. Regardless of what the leader does, effectiveness depends on the actions of his or her followers.Chapter10: Communication and Interpersonal SkillsQ1 Which type of communication do you think is most effective in a work setting? Why?Answer– Each communication method has its own benefits and drawbacks. No one method is appropriate in all circumstances. Justify your choice based on the advantages of communication type that you choose. (Please refer to page 270-272)Q3 Which do you think is more important for a manager: speaking accurately or listening actively? Why?Answer–The answer will vary. Students may think listening actively is more important. Actively listening refers to listening for full meaning without making premature judgments or interpretations, demands total concentration. Correct information can not be returned to employees if managers have not listened actively and correctly heard the information request. Students also can make argument that it is more important for the manager to speak accurately to begin with.Q5 Is information technology helping managers be more efficient and effective? Explain your answer.Answer- Yes, information technology is helping managers to be more efficient and effective. It can improve a manager’s ability to manager employees’ performance. It can allow employees to have more completed information to make decisions. It has provided employees more opportunities to collaborate and share information. Chapter11: Foundations of ControlQ3 How are planning and control linked? Is the control function linked to the organizing and leading functions of management? Explain?Answer–The control process assumes that standards of performance already exist. They are created in the planning function. Objectives are the standards against which progress is measured and compared. An effective control system ensures that activities are co mpleted in ways that lead to the attainment of the organization’s goals. So control is linked to all functions of management, not just organizing and leading.Q7 “Every individual employee in an organization plays a role in controlling work activities.” D o you agree with this statement, or do you think control is something that only managers are responsible for? Explain.Answer– Controlling is the management function involving the process of monitoring activities to ensure that they are being accomplished as planned and correcting any significant deviations. Managers play extremely important role in controlling, however, every individual employee also play a role in control work activities. Both managers and individual employee must make sure activities are completed in ways that lead to the attainment of the organization’s goals.Q8 How could use the concept of control in your personal life? Be specific.(Think in term of feedforward, concurrent, and feedback controls as well as specific controls for the different aspects of our life-school, family relationships ,friends, hobbies, etc.)Answer–The answer will vary. Feedforward control takes place in advance of the actual activity. Concurrent control takes place while an activity is in progress. Feedback control takes place after the action.。

Chapter 17----Organizational Culture and Ethical Behavior主要学习目标：1.区别values 和norms,并知道他们是如何帮助建立organizational culture 的；2.知道一个公司如何通过formal solicitation practices和informal “on-the-job”learning；3.知道形成organizational culture的5个factor，并了解为什么不同的组织有不同的文化；4.了解一个国家的文化如何对组织文化造成影响；5.了解建立并维持ethical organizational culture的重要性。

知识概要：anizational culture is a set of shared values, beliefs, and norms行为规范that influence theway employees think, feel, and behave toward one another and toward people outside the organization. （书P528 PPT L11-4）●5个重要的building blocks 组成了organizational culture （P528 PPT L11-5）1）the characteristics of people within the organization 组织中人们的特点2）organizational ethics 组织伦理3）the employment relationship 雇佣关系4）organizational structure 组织结构5）national culture （组织所属的）国家文化2．Organizational values are the guiding principles people use to determine which types of behaviors, events, situations, and outcomes are desirable or undesirable （书P528 PPT L11-6）●分为Terminal value（终极价值观）和Instrumental value （工具价值观）1）Terminal value：A desired end state or outcome that people seek to achieve指理想的终极存在状态或结果,人们愿意探寻，付出并实现它.2）Instrumental value: A desired mode or type of behavior that people seek to follow一种期望的模式或行为，人们愿意探寻并遵循它.3. Ways of Transmitting Organizational Culture 组织传播其文化的方法（书P530-531 PPT L11-9~10）1）Formal socialization practices正式的社会化实践进程2）Organizational rites and ceremonies组织仪式和典礼3）The organizational language组织语言4）Signs，symbols and stories （象征性）信号，标志和故事4. Where an Organization’s Culture Comes From组织文化来自哪里其中Organizational Ethics（组织伦理学）是重点（书P535-536）●Organizational Ethics: The moral values, beliefs, and rules that establish the appropriate wayfor an organization and its members to deal with each other and with people outside the organization.组织伦理是一系列的道德价值观，信仰和制度，它们以一种适宜的方式在组织中建立，帮助组织成员处理相互之间的事宜或与其他组织之间的事宜。

organizational culture and its functions阅读理解摘要：一、引言1.组织文化概述2.组织文化的重要性二、组织文化的功能1.凝聚功能2.规范功能3.激励功能4.沟通功能5.创新功能三、组织文化建设的策略1.确立核心价值观2.强化企业文化传播3.开展企业文化活动4.优化组织结构与流程5.持续推进创新四、组织文化面临的挑战与应对策略1.文化冲突与融合2.跨文化管理3.组织变革与适应4.培养企业文化传承人五、结论1.组织文化对企业发展的重要性2.建设与传播组织文化的方法与策略3.面对挑战，推动组织文化创新与升级正文：一、引言组织文化是企业在长期发展过程中形成的共同价值观、行为规范、信仰与习惯，它渗透在企业的各个方面，对企业的经营与发展具有深远的影响。

组织文化的健康与活力，对于提高企业竞争力和凝聚力具有重要意义。

本文将从组织文化的概述、功能、建设策略以及面临的挑战与应对等方面进行探讨，以期为企业文化的建设和管理提供有益的启示。

二、组织文化的功能1.凝聚功能：组织文化能够强化员工之间的共同价值观，提高团队凝聚力，使员工紧密团结在一起，共同为企业发展努力。

2.规范功能：组织文化作为一种非正式规范，可以引导员工的行为，使员工在遵循企业规章制度的同时，自觉地遵循企业文化的要求。

3.激励功能：组织文化能够激发员工的积极性和创造力，使员工在工作中保持热情，为实现企业目标而努力。

4.沟通功能：组织文化有助于加强企业内部及与外部的沟通与协作，提高信息传递的效率，促进企业各项工作的开展。

5.创新功能：组织文化鼓励员工敢于尝试、勇于创新，为企业的发展提供源源不断的动力。

三、组织文化建设的策略1.确立核心价值观：企业应明确自己的核心价值观，使之成为全体员工共同遵循的准则。

2.强化企业文化传播：通过各种渠道和形式，传播企业文化，使员工深入了解和认同企业文化。

3.开展企业文化活动：组织各类企业文化活动，增强员工对企业的归属感和向心力。

关于公司的英语关于公司的英语常见表达：1. Company/Company Profile: 公司/公司简介Our company is a leading provider of IT solutions.我们的公司是一家领先的IT解决方案提供商。

2. Corporate Culture: 公司文化Our company values teamwork, innovation, and integrity.我们的公司重视团队合作、创新和诚信。

3. Vision/Mission Statement: 公司愿景/使命宣言Our vision is to become a global leader in sustainable development. 我们的愿景是成为可持续发展领域的全球领导者。

4. Core Values: 核心价值观Integrity, customer satisfaction, and continuous improvement are our core values.诚信、客户满意和持续改进是我们的核心价值观。

5. Organizational Structure: 组织结构Our company has a flat organizational structure with clear lines of communication.我们的公司采用扁平化组织结构，沟通渠道清晰。

6. Departments/Divisions: 部门/部门We have various departments, including Sales, Marketing, Finance, and HR.我们有多个部门，包括销售、市场营销、财务和人力资源。

7. Product/Service Offering: 产品/服务供应Our company offers a wide range of products and services to meet the diverse needs of our customers.我们的公司提供广泛的产品和服务，以满足我们客户的多样化需求。

战略组织流程铁三角理论The concept of the strategic organizational process iron triangle theory is a critical framework in understanding how organizations operate and make decisions. This theory posits that there are three key components in any organizational process: strategy, structure, and culture. These elements are interconnected and work together to shape the overall direction and functioning of an organization.战略组织流程铁三角理论是理解组织运作和决策方式的重要框架。

这个理论认为在任何组织流程中，有三个关键组成部分：战略、结构和文化。

这些元素相互连接并协同工作，塑造了组织的整体方向和功能。

The strategic component of the iron triangle theory refers to the overarching goals and objectives that guide an organization's decision-making processes. It is essential for organizations to have a clear and well-defined strategy in place to ensure that everyone is working towards a common goal.铁三角理论中的战略部分指的是指导组织决策过程的总体目标和目标。

组织结构英文作文素材英文回答：Organizational structure is the way in which an organization arranges its employees and resources to achieve its goals. It defines the roles, responsibilities, and lines of authority within the organization. There are many different types of organizational structures, each with its own advantages and disadvantages.One common type of organizational structure is the hierarchical structure. In a hierarchical structure, there is a clear chain of command, with employees reporting to managers, who in turn report to senior managers, and so on. This type of structure is often used in large organizations with a complex division of labor.Another common type of organizational structure is the flat structure. In a flat structure, there are few levels of management and employees have more autonomy. This typeof structure is often used in small organizations or in organizations that value creativity and innovation.The choice of organizational structure depends on a number of factors, including the size of the organization, the nature of its work, and its culture. There is no one-size-fits-all approach to organizational structure, and the best structure for one organization may not be the best for another.中文回答：组织结构是指组织安排员工和资源以实现其目标的方式。