企業文化學習與預期管理(英文版)-資料下載頁

　　

【正文】 n g u n t i l t h e re i s aw i n n e r.I s s u e F o c u s e d . C o n f l i c t s a rere s o l v e d b y e x p l o r i n g t h e m e ri t s o fd i f f e r i n g p o i n t s o f v i e w .Comparison of hp with Compaq Asia Pacific Cultural gap differences are statistically significant. Compaq’s Average HP’s Average Comparison of hp with Compaq Enterprise wide Cultural gap differences are statistically significant. Compaq’s Average HP’s Average C u l t u r a l G a p s 1 2 3 4 5Pr e c e d e n c e . L o o ks t o t h eo rg a n iza t io n ’s ri ch h is t o ry a s a s o u rceo f kn o w l e d g e .I n q u i r y . F o cu s e s o n f u t u rep o ss i b i l i t i e s a n d l e a rn a s t h e y g o .I n te r n a l F o c u s . F o cu s e s m o s t l y o ni m p ro v e m e n t o f i n t e rn a l p ro ce s s e sa n d s t ru ct u re s 。 h a s m o d e ra t ea w a re n e s s o f o u r co m p e t i t o rs .Ex te r n a l F o c u s . F o cu s e s m o s t l y o np u rs u i t o f n e w m a rke t s a n dcu s t o m e rs 。 i s v e ry m u ch a w a re o fco m p e t i t o rs a n d cl o s e l y f o l l o w s t h em o v e s t h e y ma keSy s te m a ti c . R e l i e s h e a v i l y o no rg a n i ze d p l a n s f o r o u r w o rk. W o rkp ro ce ss e s a re cl e a rl y d e f i n e d .Sp o n ta n e o u s . R e l i e s o n a b i l i t y t ore s p o n d t o j u s t i n t i m e o p p o rt u n i t i e s 。co n t in u a lly “t u rn s o n a d ime ” t o m e e td e m a n d s .Pr e c i s i o n . G e t t i n g t h e j o b d o n eri g h t i s m o re i mp o rt a n t t h a n g e t t i n gi t d o n e q u i ck l y, e v e n t h o u g h i t m a yt a ke e x t ra t i m e .Sp e e d . G e t t i n g t h e j o b d o n e f a s tm a ke s “ro u g h ly r ig h t ” o u t co m e sa cce p t a b l e e v e n t h o u g h w e m a ys a cri f i ce d i s ci p l i n e o r r i g o r.R e fl e c ti o n . Va l u e s re v i e w o fs i g n i f i ca n t e v e n t s 。 d e b r i e f e v e n t s t os h a re i n s i g h t s a n d b e s t p ra ct i ce s .I te r a ti o n . Va lu e s a “t r ia l a n d e rro r”a p p ro a ch 。 f o rg e s a h e a d w i t h o u tl o o ki n g b a ck .C u l t u r a l S i m i l a r i t i e s W i n n e r F o c u s e d . C o n f l i ct s a rere s o l v e d b y d e b a t i n g u n t i l t h e re i s aw i n n e r.I s s u e F o c u s e d . C o n f l i c t s a rere s o l v e d b y e x p l o r i n g t h e m e ri t s o fd i f f e r i n g p o i n t s o f v i e w .C o m p e ti t i o n . Pe o p l e t e n d t o b ef o cu s e d o n t h e i r o w n a d v a n ce m e n ta n d a ch i e v e m e n t .C o o p e r a ti o n . Pe o p l e t e n d t o o f f e rh e l p a n d s u p p o rt t o e n s u re o t h e rs a res u cce s s f u l .D o m i n a n c e . Pu rs u e s g ro w t h t h ro u g hp ro d u ct p ro l i f e ra t i o n / l i n e e x t e n s i o n sa n d a cq u i s i t i o n s .Va l u e . Pu rs u e s g ro w t h t h ro u g hp ro d u ct i n n o v a t i o n a n d a n t i c i p a t i o n o fe m e rg i n g cu s t o m e r n e e d s .T h r e a t. I s a n xi o u s a b o u t t h e i r f u t u re .Pa s t s u cce s se s a re n o t s u f f i c i e n t t oe n s u re co n t i n u e d p e rf o r m a n ce .O p p o r t u n i ty . I s e x ci t e d a b o u t t h e i rf u t u re . T ra c k re co rd h a s p o s i t i o n e dt h e m w e l l f o r f u t u re s u cce s s .R e a c ti o n . C h a n g e s i n re s p o n s e t os i g n i f i ca n t e v e n t s .I n i ti a ti o n . I n i t i a t e s ch a n g e i na n t i c i p a t i o n o f s i g n i f i ca n t e v e n t s .cultural due diligence study in summary . . . we also heard people say that: ? both pany cultures were in transition before the merger ? the direction that each culture needed to take was, actually, to adopt the strengths of the other so, if you integrate well, building on each other’s strengths, the potential for success is great cultural due diligence study cultural cornerstones new hp cultural cornerstones (release values passion for customers trust respect achievement contribution unpromising integrity teamwork meaningful innovation speed agility profit global citizenship leadership capability employee mitment corporate objectives customer loyalty growth market leadership metrics rewards structure processes strategies behaviors policies practices 來自 .... 中國最大的資料庫下載 lessons learned ? first, though there were important differences between the premerge hp and paq anizations, there were a great many similarities。 and, there were a great many positive characteristics that both panies shared (for example, the emphasis on teamwork) ? to minimize unproductive conflict moving forward, there are several lessons or implications from this study for how we work together: – focus and build upon our mon strengths – e to agreement about the appropriate time horizon (longterm vs. shortterm) for any business strategy or set of strategies – clarify the meaning of terms or language that people are using before making judgments about others two people may be thinking about different things while talking about the same subject – agree up front on an approach to decision making to ensure that everyone is on the same page before entertaining discussion about the subject matter – take people’s needs and experience (., fort dealing with conflict, orientation to hierarchy) into account in how you approach problems and in how you interact to solve problems – where gaps or similaritie