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为什么领导者不能忽视企业文化? – 译学馆
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为什么领导者不能忽视企业文化?

Why Leaders Shouldn't Ignore Company Culture

Stanford Graduate School of Business
斯坦福商学院
Why leaders shouldn’t ignore company culture?
为什么领导者不能忽视企业文化?
Amir Goldberg , Associate Professor of Organizational Behavior
组织行为学副教授Amir Goldberg
Why does culture matter in business ?
为什么企业文化如此重要?
Culture just exists whether you want it or not.
不管你认可与否 企业文化真实存在
If you don’t manage correctly
如果你不能正确引导企业文化
you might create negative
那可能会产生负面
and counter-productive cultures that don’t really emphasize
甚至适得其反的文化
the things that are going to serve your organization.
这不利于企业建设
Why do today’s corporate leaders need to invest in culture?
为何如今公司领导需要投入时间精力在企业文化上?
Culture was readily dismissed
在20世纪70年代末前
up until the late 1970s
企业文化建设一直被忽视
as some managers don’t really need to care about.
因为很多管理者根本不需要关心企业文化
But as organizations and work becomes more complex
但是随着公司和工作变得更复杂
and people no longer work as assembly line
人们不再像产线工人一样地
where you can basically procedurally tell them what to do
根据作业流程工作
it doesn’t really matter what they think
流水线工作不需要思考
because the assembly line solves all the dilemmas for them.
因为流水线已经解决了他们工作上的困难
As robots are replacing this
随着机器人逐步取代流水线
and people are put more and more in positions
越来越多的人们在工作中
where they need to make decisions.
需要做出决定
There’s no way we can exhaustively kind of describe
我们没有办法详尽描述
all the situation that employees are going to deal with
员工将要处理的所有情况
and that’s where culture comes into play.
这时企业文化就发挥作用
It’s when there are these implicit understandings
也是此时 要好好理解关于
about what is important and what isn’t important
什么重要 什么不重要
and what we’re trying to maximize and
我们需要竭力争取什么
what we’re not trying to maximize
我们需要避免什么
and who we are and who we aren’t and
以及我们是谁 我们不是谁的内涵
there’s also this kind of moral code that holds us together
正是这种道德准则把我们维系一起
Then you would expect that on average
然后你基本可以预料到
employees would do the right thing
通常 员工能做好工作
Even if you haven’t specify precisely how to do it
即便没有明确地告诉他们怎么做
So that’s why culture is becoming increasingly more important in organizations and
这也是企业文化越来越重要的原因
increasly recognized by leaders as something that they need to invest in.
越来越多领导意识到要重视企业文化
Is there a relationship between an employee’s cultural fit and success?
企业文化契合度和员工成就有关系吗?
We basically find that people follow one of three trajectories.
大体上我们发现人们会遵循三大准则之一
Either they show a gradual increase in their level of cultural fit.
有些人在文化契合度上表现越来越好
So basically they’re slowly learning the code and behaving appropriately
因此 只要他们慢慢学习准则 举止得体
These are people who stay in the organization and succeed.
这些人就会留在公司 在日后取得成功
We see people who never really show an increase
有些人和刚进公司时一样
in their level of cultural fit
在文化契合度上
relative to what they were immediately after joining the organization.
毫无进步
So that indicates to us that they’re either incapable or
这就向我们表明 他们要么不能
unwilling to adapt culturally.
要么不愿从文化层面上适应
And those are the people at extreme risk of being fired.
那些人极有可能被解雇
So basically these people if they survive a year
因此 假如这些人能做满一年 这也很少见
and they rarely do they have a 50 % chance of
他们就有一半的可能性
being fired by that time.
在一年内就被解雇了
And finally we find I think
在我看来
the most interesting group of people are those who
最有意思的群体是那些
demonstrate this inverted U-shape.
展现出倒U型的群体
These people who are capable of adapting but at some stage
这些人有能力适应 但在某些阶段
start showing a decline in their level of cultural fit.
文化契合度开始呈下降趋势
And that’s a strong indicator of people’s intention to leave voluntarily.
这是他们意图主动离职的显著特征
So really we see these different signatures
这样 从文化适应曲线
in terms of people’s enculturation trajectories
及曲线与该员工在公司未来状态的关系
and how those relate to their outcomes in the organization.
就能看出不同人的特征了
Can employees who aren’t a culture fit still be good for the organization?
没有文化契合度的员工对公司有好处吗
So imagine like a group of software engineers that
所以设想一下 有一个软件工程师团队
all site together in the same room
同时在同一个房间里工作
and play ping pong in after hours and know one another.
并且下班后一起打乒乓球 他们彼此了解
Those type of groups can really tolerate the nonconformist weirdo.
这种团队可以真正接纳异类
And that might actually be a very good thing for the organization
这对公司可能是件好事
because that weirdo so to speak right to
之所以称其为“怪人”
this person who is not behaving in the appropriate way
便是因为这个人表现不得体
it’s probably also reflection of the fact that
当然 从另一个角度看 也有可能表明
that person is bringing new ideas and new sensitivities
这个人观点新颖 思维敏感
and has different ways of thinking of problems.
他能从不同的角度思考问题
And that might be really important for the organization’s success
并且这对于企业的成功至关重要
especially if this organization needs some innovation and
尤其是 如果在某家公司为使产品成功上市
new thoughts in order to be successful with its product offerings.
而寻求创新的想法时 异类显得很重要
So we find that there’s this tradeoff between
因此我们发现这里需要
your ability or tendency to behave in a compliant way.
权衡个人能力和服从群体倾向
But also this security or lack thereof that you gain from the
以及个人安全感和从团队中获取的安全感
extent to which you are of
这取决于你所在团队
a tight knit group or not.
是否够有凝聚力
And really being in the right kind sweet spot
只有真正处于最佳状态
lead to bring greatest successful in organizations
才能带给企业巨大的成功
Can culture alignment and risk taking coexist ?
文化融合和风险能共存吗
On average having a strong culture is a good thing.
一般来说 文化深厚是一件好事
If everybody is aligned on the same important values
如果每个人都拥有同样的核心价值观
and if we would expect therefore that
如果我们将预料到
faced with the same kind of situational dilemmas
面对同种困境情景
everybody would solve them in roughly the same way
大家将采用大概相同的方法去解决
and in a way that’s conducive to the organization strategy.
这样的话有助于实现公司战略
Then yes, a strong culture is going to be beneficial for the organization.
所以是的 深厚的文化对公司是有好处的
But at the same time you don’t want echo chambers,
但同时 你不想要模式化的公司
especially if you’re an organization that competes on novelty.
尤其当你是一家靠创新取胜的公司时
If you’re a Google or an aspiring Google
倘若你是谷歌 或一个有抱负的谷歌
or if you’re an Amazon or
或者倘若你是亚马逊
if you’re even innovating in retail and
倘若你甚至在零售业创新
if you’re innovating in transportation
倘若你在物流业创新
you don’t want your organization to be an echo chamber.
你并不想要你的公司变成一个回音室
You want to empower your employees to also take crises sometimes
你想给你的员工放权 但有时也要承担风险
and think outside the box
并跳出固有的思维
How do leaders figure out what kind of culture is best for the organization?
领导者如何断定哪种文化对公司最好呢
Some organizations are architected in a way
有的企业认为
where actually people aren’t part of strong groups.
个人在团队中并不会发挥重大作用
They kind of crisscross different functional roles
在一个矩阵结构的团队中 他们交叉扮演着
in team in a matrix kind of structure.
发挥不同作用的角色
So in those organizations people would probably put a
因此在那些公司 人们或许将
strong emphasis on being culturally compliant and there will be strong rewards
特别强调文化顺从 而且将会有丰厚回报
to strong cultures that everybody is aligned around.
如果每个人都有相同深厚的文化的话
However you can image other types of organizations
然而 你可以想象那些其他类型
that are built of strongly connected groups
由紧密结合的团体组成的公司
where inside the group people have very strong familiarity with one another
团队成员彼此之间非常熟悉
and very intimate with one another.
相当亲密
In those groups you can afford or
在这些组织里 你可以接受
those individuals can afford to behave in a culturally non-compliant way.
文化不顺从的行为
And it might be the case that those groups
也许它存在这种情况 那些团队
if they have a good mix of people
如果有很多人的话
who are compliant and non-compliant are the ones who might
其中有顺从型的人和那种可以
come up with the most brilliant and innovative ideas.
提出卓越创新的想法的人
So it’s not that there’s a kind of
所以从公司的角度看
one size fit of recipe
并不存在一刀切的方法
that facilitates how culture
来促进文化转变成
translate to you into good operation result for organizational point of view.
良好的运营成果
Different organizations different organizational architectures
不同的公司有不同的公司架构
and different strategic imperatives
以及不同的战略目标
prescribe different and intricate relationships between
在公司架构及文化层面
structure and culture in the organization.
表现出不同且错综复杂的关系
Stanford Graduate School of Business
斯坦福商学院

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视频概述

本文由Amir Goldberg副教授从六个方面讲解企业应该如何看待企业文化建设

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视频来源

https://www.youtube.com/watch?v=fLfWwWXUVkA

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