組織行為學(xué)論文 OB 組織文化 企業(yè)文化

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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

2、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羈肈薄螈袇肈蚆薀膆肇莆螆肁膆

3、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螂艿薁螞肁羋芁袇羇芇蒃蝕羃芆

4、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膆莇

5、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羇膅

6、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衿芆

7、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肂蒆

8、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袃膄

9、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膇芅

10、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羈蒅

11、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衿膃

12、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肅芄

13、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襖肂

14、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膈膂

15、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罿莃

16、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螀肁

17、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肄膂

18、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裊莂

19、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腿肀

20、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羀膁

21、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)螅螁莁

22、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肅聿

23、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袆膀

24、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

25、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

26、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 AO AO AO UNIVERSITY OF AO AO 嗷嗷大學(xué) Bachelor of Management Assignment 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 Module Code 科目代碼： B 4 Module Name科目名稱： Organizational Behavior Lectur

27、er 講師： 大 美 女 Section Code專業(yè)班級： XXXXX Student ID 學(xué)生證號碼： XXXXX Student Name學(xué)生姓名： 阿 七 Announcement: I declare that this assignment is ENTIRELY my independent work except where referenced. I have marke

28、d any Reference sources and am aware of programme regulations concerning plagiarism and referencing. 聲明：除了標明出處的引用資料之外，此作業(yè)是我獨立調(diào)查完成的。文內(nèi)所有引用的資料已經(jīng)詳細標明出處，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： Lecturer Comments 講師評語 Score 分數(shù)： Receive Date Year/Month/Day 收到日期：

29、 Table of Contents Introduction 2 Organizational Culture 2 Culture and Behavior 3 Sustaining Culture 4 Transmitting of Culture 5 Importance of Organizational Culture 6 Conclusion 7 References 9

30、 A Case Study of "WEGMANS" Introduction Organizational culture produce 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, manage

31、ment concept, and employees behavior into a whole enterprise, it is a spirit 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 su

32、pport technology innovation in a enterprise is the organizational culture. 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 con

33、cern by entrepreneurs increasingly in various occasions, but few people know 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, t

34、he organizational culture maybe not the most direct factor, but it is the most 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

35、changes. How to improve enterprise business performance and realization enterprises sustainable development through the organizational cultural, has become the real issues which need to be solve urgently. Organizational Culture Organizational Culture as a system of shared meaning held by members

36、 that distinguishes the organization from other organizations.(Stephen P. Robbins, 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

37、 sustained competitive advantage effectively in a long-term. Culture and Behavior 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

38、 an important factor in determining the organizational performance. This can be extremely valuable 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

39、the way for people to take the responsibility and work rather than trying to control them with 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 obviousl

40、y lack the opportunities to think in a much creative or innovative way in order to come up with 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

41、basic beliefs and values as applies to the organization, and in stead they tend to have their 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 sai

42、d that organizational culture may be different from one organization to another. Meaning to say 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 organization

43、al culture. From the showing of the average tenure of a full-time Wegmans employee is over ten years. 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 va

44、lues are kept in line with the companys. Employees are attracted to Wegmans because they know in 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

45、 most important reason is Wegmans has a excellent organizational culture. The Wegmans manager said 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 fami

46、ly. This is meaning that "If you take good care of employees, then they will take good care of your customers." 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 wh

47、en people come to work at Wegmans, they are not looking for a job; they are looking for a career. And 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

48、likely to affect its employees most. Sustaining Culture "People-oriented" is the primary source of Wegmans 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 reas

49、on why Wegmans can form so perfect enterprise culture, the mainly idea is that the standard in hiring employees 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 interest

50、ing in food can they work well in theie post and realize their value. This is the reason that why Wegmans can 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.

51、In Wegmans "staff first, customer second" is the subject of the organizational culture. Maintaining a culture of driven, 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 gao

52、ls and value and many employees at Wegmans view working for the grocer as their career, these are good platform for 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

53、 tuition for employees to continue their education. Wegmans operates 76 stores in five states. However, their culture 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 h

54、ealthy culture also requires on going monitoring. To maintain a healthy weight, most people weigh themselves regularly 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 fluctuatio

55、ns and trends that do not align with cultural values and beliefs. A dashboard, a balance scorecard, a log frame system 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 organizat

56、ion’s values and ethical practices can reveal telling stories about the organization’s culture. Such information helps Organizationals set targets for cultural change. Similarly, analyzing results can lead to better practices or new or modified competencies and culture friendly interventions. Practi

57、ces promoted by the concept of a learning organization which encourage creativity, innovation and empowerment can also 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 a

58、nd performance isn’t all about human resources and organizational development. Transmitting of Culture New people joining the company are consciously of unconscious with a strong organizational culture. In Wegmans this is an advantage point, because of the strong organizational culture, empl

59、oyees join into the organization and accept the organizational culture is easier. Wegmans carefully selects each employee, and growth 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 t

60、o maintain the culture. The existing employees are then able to transmit their knowledge and the stores values to new employees. 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 n

61、umber of forms, the most potent being stories, rituals, material symbols, and language. (Stephen P. Robbins, Timothy A. Judge, 2008) Stories, it such as these circulate through many organizations. They typically contain a narrative of events about the organizations founders, rule breaking, rage

62、-to-riches successes, reductions in the workforce, relocation of employees, reactions to past mistakes, and organization coping. These stories anchor the present in the past and provide explanations and legitimacy for current practices. Rituals are repetitive sequences of activities that express and

63、 reinforce the key values of the organization—what goals are most important, which people are important, and which people are expendable. Material symbols convey to employees who is important, the degree of egalitarianism desired by top management. And the kinds of behavior that are appropriate. Man

64、y organization and units within organizations use language as a way to identify members of a culture or subculture. By learning this language, 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 empl

65、oyees to learn their companys culture. But if we want employees know the organizational culture more deeply and accept it absolutely, we not only 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 a

66、t usual, so that employees accept it more quickly and effectively. Importance of Organizational Culture One of the most important building blocks 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