英文診斷組織文化

　　本英文畢業(yè)論文主要內(nèi)容是針對(duì)組織文化的相關(guān)問(wèn)題進(jìn)行研究和分析，并且通過(guò)實(shí)證調(diào)查研究組織文化對(duì)美國(guó)的卡梅倫和Freeman的企業(yè)營(yíng)銷(xiāo)人員的影響作用�！�電子科學(xué)技術(shù)與應(yīng)用》(ISSN刊號(hào)：2251-2608)衷心邀請(qǐng)來(lái)自世界各地的學(xué)者們投稿，來(lái)稿會(huì)進(jìn)行同行評(píng)審。本刊屬開(kāi)放獲取刊，可以即時(shí)查看或訪問(wèn)研究結(jié)果，同時(shí)允許免費(fèi)使用學(xué)者的研究成果。本刊致力于出版電子和電子工程領(lǐng)域全面和最新發(fā)展的高質(zhì)量學(xué)術(shù)論文。我們?yōu)殡娮雍碗娮庸こ填I(lǐng)域廣泛的研究人員和專(zhuān)業(yè)人士提供了一個(gè)交流和信息交換平臺(tái)。

　　長(zhǎng)期以來(lái)，管理者越來(lái)越意識(shí)到組織文化的概念，正在研究組織文化。一些研究已經(jīng)在這方面進(jìn)行解釋?zhuān)�不同�?lèi)型的文化，組織文化可以影響一個(gè)組織本身和其他雇員相關(guān)的變量，如滿(mǎn)意度、承諾的影響方面，在連續(xù)的“組織文化與工作滿(mǎn)意度”的營(yíng)銷(xiāo)，內(nèi)華達(dá)大學(xué)，美國(guó)Daulatram B Lund教授進(jìn)行了銜接和業(yè)績(jī)等。在這項(xiàng)研究中，他使用卡梅倫和弗里曼模型的組織文化，確定了四種類(lèi)型的組織文化。B. Lund教授發(fā)現(xiàn)了對(duì)員工滿(mǎn)意度各文化類(lèi)型的影響。

　　本文的實(shí)證調(diào)查研究組織文化對(duì)美國(guó)的卡梅倫和Freeman的企業(yè)營(yíng)銷(xiāo)人員工作滿(mǎn)意度的橫截面調(diào)查類(lèi)型的影響組織文化包括宗族，偶發(fā)性，層次模型，和市場(chǎng)作為分析的概念框架。結(jié)果表明，工作滿(mǎn)意度水平不同企業(yè)文化類(lèi)型。在研究的概念框架，工作滿(mǎn)意度調(diào)用的垂直軸上的文化，代表一個(gè)連續(xù)的有機(jī)過(guò)程(強(qiáng)調(diào)靈活性和自發(fā)性)的機(jī)械過(guò)程(強(qiáng)調(diào)控制，穩(wěn)定和秩序)。工作滿(mǎn)意度是家族和偶發(fā)性文化正相關(guān)，與市場(chǎng)和層次的文化呈負(fù)相關(guān)。

　　For a long time, managers are becoming more and more aware of the concept of organizational culture and are examining it. Several studies have been conducted in this regard explaining different types of cultures and the ways that an organizational culture can affect an organization itself and its impact on other employee-related variables such as satisfaction, commitment, cohesion and performance etc. One such study in that continuum 'Organizational Culture and job satisfaction' was conducted by Daulatram B Lund Professor of marketing, University of Nevada, USA, in 2003. In that study he used Cameron and freeman's (1991) model of organizational culture which identifies four types of organizational cultures. Professor B. Lund spotted out the effect of each culture type on satisfaction of employees.

　　This empirical investigation examines the impact of organizational culture types on job satisfaction in a survey of marketing professionals in a cross-section of firms in the USA. Cameron and Freeman's (1991) model of organizational cultures comprising of clan, adhocracy, hierarchy, and market was utilized as the conceptual framework for analysis. The results indicate that job satisfaction levels varied across corporate cultural typology. Within the study conceptual framework, job satisfaction invoked an alignment of cultures on the vertical axis that represents a continuum of organic processes (with an emphasis on flexibility and spontaneity) to mechanistic processes (which emphasize control, stability, and order). Job satisfaction was positively related to clan and adhocracy cultures, and negatively related to market and hierarchy cultures.

　　We are using the same study as a benchmark and replicating the same research project in context of Pakistan (specifically Lahore). We used same Cameron and Freeman's model of organizational culture. The four types of cultures identified by that model are Clan culture, Hierarchy culture, Adhocracy culture and Market culture. Every culture has its own unique attributes and characteristics which are explained later in this project. And how the level of contentment of employees varies in each type of culture is also the part of this study.

　　Figure I.I Overview of the Relationship

　　Overview of the Relationship

　　Market Culture

　　Hierarchy Culture

　　Adhocracy Culture

　　Clan Culture

　　Job Satisfaction

　　1.2 Background

　　1.2.1 Organizational Culture

　　The Concept of the organizational culture gained recognition in the early 1980s when prominent business periodicals featured articles on Corporate Culture and Organization (Lewis, 1996: Sheridan, 1992. Peters and Waterman (1985) article, in the search of the Excellence was the one of driving force behind the proliferation of this concept. Organizational Culture is extremely broad and inclusive in scope. It comprises a complex, interrelated, comprehensive and ambiguous set of factors (Quinn &; Cameron 1999).

　　According to Schein 1999, culture is the property of a group that is formed when the group develops enough common experience. He stated that culture is very important phenomenon because it is an unconscious set of forces, Determining both individual and collective behaviors, Values, thought patterns, and way of perceiving.

　　At the organizational level, Schein (1999) stated that organizational culture is very critical because cultural elements determine strategy, goals, and modes of operating. He postulated that for organizations to become more efficient and effective, the role that culture plays in organizational life must be fully understood because decisions made without awareness of the operative cultural forces may have anticipated and undesirable consequences.

　　Hatch and Schultz (1997) promulgated that organizational culture develops at all hierarchical levels, is founded on a broad-based history, and involves all organizational members. They perceived organizational culture as a symbolic context within which interpretation of organizational identity is formed and intentions to influence organizational image are formulated. The culture, they stated, should be considered in explanation of the development and maintenance of organizational identity.

　　Actually Organizational Culture one of the few areas, in fact, in which organizational scholars led practicing managers in identifying a crucial factor affecting organizational performance. In most instances, practice has led research, and scholars have focused mainly on documenting, explaining, and building models of organizational phenomena that were already being tried by management (e.g., TQM, downsizing, reengineering, and information technology). Organizational culture, however, has been an area in which conceptual work and scholarship have provided guidance for managers as they have searched for ways to improve their organizations' effectiveness.

　　The reason organizational culture was ignored as an important factor in accounting for organizational performance is that it refers to the taken-for-granted values, underlying assumptions, expectations, and definitions present in an organization. It represents 'how things are around here.' It reflects the prevailing ideology that people carry inside their heads. It conveys a sense of identity to employees, provides unwritten and, often, unspoken guidelines for how to get along in the organization, and enhances the stability of the social system that they experience. Unfortunately, people are unaware of their culture until it is challenged, until they experience a new culture, or until it is made overt and explicit through, for example, a framework or model. This is why culture was ignored for so long by managers and scholars. It is simply undetectable most of the time.

　　1.2.2 Job Satisfaction

　　Job satisfaction has received significant attention in the studies of work place. This is due to general recognition that this variable can be major determinant of organizational performance and effectiveness. Some studies have reported strong correlations of the job satisfaction and organizational commitment (Behnkoff 1997). When the employees are dissatisfied at work, they less committed and will look for other opportunities to quit. If the opportunities are unavailable, they may emotionally or mentally withdraw from the organization. Thus the job

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