企業文化에 關한 硏究

• 영문명: A Study on the Corporate Culture
• 발행기관: 인하대학교 산업경제연구소
• 저자명: 신용휘(YONG HWI SHINN)
• 간행물 정보: 『경상논집』연구논문집 제5집, 191~214쪽, 전체 24쪽
• 주제분류: 경제경영 > 경제학
• 파일형태: PDF
• 발행일자: 1991.06.01

영문 초록

A company's culture is the net result of all the experiences, impressions, feelings, and knowledge that people have about a company. To a greater or smaller degree, everything is, has, does, or says affects its impage. A company's image should not be regarded as something separate and distinct from other ideas people hold. In effect, the culture of a company occupies the center or core of a series of interrelated attitude constructs which can affect the image and are in turn influenced by the culture. This culture principle functions in all aspects of people's lives. Their culteres(images) of themselves, their families, their jobs, world events, and so on are continually developing and changing. In the same way, people's imapges of corporations go through a steady process of development and change. Thus, the corporate culture, in general, consists of values, heroes, rites rituals, communications. Pascal, Peters and Waterman say; the elements of the cope rate culture are shared value, strategy, structure, system, staff, skill and style(leadership). In short, these are so-called, '7S' in the corporate culture. Research has shown that images help to shape people's behavior toward companies. Whether a person's image of a company is positive or negative, strong or weak, detailed or generalized will influence his predisposition to buy the company's products, pay attention to and believe its communication speak farorably of it to others, listen to its point of view in controversies, seek a career in the company, purchase or recommend its stock, and so on. Naturally, the extent to which such a predispositions will be a controlling factor in an individual's behavior will vary from situation to situation. Nevertheless, the important point is that, other things being equal, a favorable culture can exert influence in the right direction for a company. Most managers would probably agree that a "strong" or widely-shared culture is preferable to a "weak" one. They might even agree that an entrepreneurial culture-one that stresses customer satisfaction and product innovations-in the definitive answer to all North American concerns about productivity and quality. Before managers can make any significant headway toward better understanding the relationship between organizational structure and productivity improvement, they must first understand the different types of organizational culture. Productivity in an organization is closely linked to organizational culture, and both depend on the organization's major strategic thrust. By analyzing the different types of organizational culture according to a set of specific dimenstions, managers can clearly understand the culture attributes of any given work environment. This will lead them to identify which traits of the present culture should be modified to guarantee productivity success in the future culture. By conducting a cultural analysis managers will also uncover what the vairous culture types do and do not have in common, which will highlight the difficulties and opportunities that they are likely to face in trying to move an organization from one type of culture to another.

목차

Ⅰ. 기업문화의 의의

Ⅱ. 기업문화의 진단모형과 방법

Ⅲ. 기업문화의 정립방안

Ⅳ. 기업문화의 관리

Ⅴ. 결론

참고문헌

Abstract