The Nature of Organizational CultureThe Subsequent chapters so far have been concerned with the external culture.Regardless of whether this environment or cultural context impacts on the MNC,when individuals join an MNC,not only do they bring their national culture ,which greatly affects their learned beliefs,attitudes ,values,and behaviors ,with them,but at the same time they enter into an organizational culture. Employees of MNCs are expected to "fit in ".For example ,at PepsiCo,personal are expected to show self-confidence,assertiveness,and machismo.Regardless of the external environment or their national culture,managers and employees must understand and follow their organizational's culture to be successful.In this section,after first defining organizational culture,we analyze the interaction of national and organizational cultures.An understanding of this interaction has become recognized as vital to effective international management.组织文化的本质在下面的章节我们将关注外来文化。
不管这是否对跨国公司的环境或文化背景有影响，当个人加入跨国公司时，他们不仅仅带来了他们的文化，与之伴随的信仰、态度、价值观和行为也对跨国公司有着重大的影响，但是在这同时他们也加入到了组织的文化中。
跨国公司期望雇员们能够适应这种组织文化。
例如，百事公司，公司希望他们能展现出他们的自信和男子气概。
无论外部环境或本国文化，管理者和员工必须了解并遵循其组织的文化是成功的。
在这个部分，首先确定组织文化，分析相互作用的国家和组织文化。
了解这种互动已成为公认的重要的有效的国际管理。
Definition and CharacteristicsOrganizational culture has been defined in several different ways.In its most basic form,organizational culture can be defined as the shared values and beliefs that enable members to understand their roles and the norms of the organization.A more detailed definition is offered by organizational cultural theorist Edgar Schein,who defines it as a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration,and that has worked well enough to be considered valid and,therefore,to be taught to new members as the correct way to perceive,think,and feel in relation to those problems.Regardless of how the term is defined,a number of important characteristics are associated with an organization's culture.These have been summarized as:1.Observed behavioral regularities,as typified by common language,terminology,and rituals.2.Norms,as reflected by things such as the amount of work to be done and the degree of cooperation between management and employees.3.Dominant values that the organization advocates and expects participants to share,such as high product and service quality,low absenteeism,and high efficiency.4.A philosophy that is set forth in the MNC's beliefs regarding how employees and customers should be treated.5.Rules that dictate the do's and don'ts of employee behavior relating to areas such as productivity,customer relations,and intergroup cooperation.anizational climate,or the overall atmosphere of the enterprise as reflected by the way that participants interact with each other,conduct themselves with customers,and feel about the way they are treated by higher-level management.定义和特点组织文化有多种不同的定义方式。
它最基本的定义形式为，组织文化可以定义为使成员了解他们的角色和组织规范的共同的价值观和信仰,。
一个更为详细的定义是由组织文化理论学家埃德加·郑海涛所给出的,他将此定义成一个一系列共通的基本假设，组织中的人使用它解决了自身外部相容和内部整合的问题,这已经足以被认为是有效的,所以,要教新成员如何以正确的方法来感知、思考、和感受之间的关系这些问题的方法。
不管它怎么样去定义,组织的文化总是有着一些重要的特点。
这些被概括为:1 观察到的行为规律,用普通的语言、术语和仪式来代表。
2 规范,反映为需要完成的业务的数量和管理层和雇员之间的合作程度。
3 组织主导的价值观提倡并希望参与者分享,例如高产量和优质的服务的质量,低旷工率和高生产效率。
4 应如何处理与雇员和顾客的关系的哲学思想被摆在MNC的第四项理念。
5 员工的行为规范，哪些该做哪些不该做与生产力、客户关系、成员的合作等有关系。
6 组织环境、或企业的整体氛围,通过成员间的交互,与客户之间的交流,和对高层管理者管理方式的感受所反映出来。
This list is not intended to be all-inclusive , but it does help to illustrate the nature of organizational culture . The major problem is that sometimes an MNC’s organizational culture in one country’s facility differs sharply from organizational cultures in other countries . For example , managers who do well in England may be ineffective in Germany , despite the fact that they work for the same MNC . In addition , the cultures of the English and German subsidiaries may differ sharply from those of the home U.S location . Effectively dealing with this multiculturalism within the various locations of an MNC in a major challenge for international management .这一清单并不打算包罗一切，但它确实有助于说明组织文化的性质。
主要的问题是，有时一个跨国公司的组织文化在一个国家的工厂与在其他国家，结果会大相径庭。
例如，在英格兰的高绩效经理在德国可能是无效的，尽管他们为同一跨国公司工作。
此外，英国和德国子公司的文化可能会因美国家庭的位置而有所不同。
在国际化管理中有效处理具有不同地点的跨国公司的多元文化是一个重大挑战。
A good example is provided by the German MNC Hoechst AG, the very large chemical company that employs more people on the other side of the Atlantic than in Germany. As its chairman has noted,“We are not merely a German company with foreign interests. One could almost say we are a nonnational company.”And because of the high labor costs in Germany, the firm has been expanding its operations to lower-cost regions. It has also been selling some of its German operations while purchasing businesses in other countries. In the process, Hoechst has also made its top management less German. For example, a Brazilian and an American are members of the firm’s nine-member board. The company is also trying to change its culture through new performance-based pay programs. However, getting people to buy into the new culture has proven a challenge.一个很好的例子是由德国跨国公司Hoechst AG提出的,大型化工公司在大西洋的另一边比在德国雇用的人更多。