Philippine Christian University

1648 Taft Avenue corner Pedro Gil Streets

Malate, Manila
 

Principles of Management
管理学原理
Course:Organizational Culture
（组织文化） Leader : Li Ming Yue

Members :   Qu Li Mei, Niu Kuan, chen Zailiang

• The eighth group

• jun./6/2021
1.Meaning of the organizational culture （组织文化的含义）

It is a unique cultural image of an organization composed of its values, beliefs,

rituals, symbols and ways of dealing with things. It is the basic belief and
cognition formed by the organization to solve the problems of survival and
development, regarded and shared by the organization members as effective, and
followed together. It embodies the core proposition of an enterprise
management, and the resulting organizational behavior.

是一个组织由其价值观、信念、仪式、符号、处事方式等组成的其特有的文
化形象，是组织为解决生存和发展的问题的而树立形成的，被组织成员认为
有效而共享，并共同遵循的基本信念和认知。集中体现了一个企业经营管理
的核心主张，以及由此产生的组织行为。
• Organizational culture is the sum of the mission, vision, purpose, spirit, value
s and business philosophy gradually formed by the organization, recognized b
y all employees in the management practice of all employees, with the chara
cteristics of the organization, as well as the embodiment of these concepts in
production and operation practice, management system, employee behavior
mode and external image. Simply put, it is a unique cultural image composed
of its values, beliefs, rituals, symbols and ways of doing affairs. Any organizati
on began to form a certain organizational culture since preparing for its estab
lishment. Organizational culture largely determines the perception of the em
ployees and the reflection of the world around them.

• 组织文化是组织在其管理实践中，逐步形成的、为全体员工所认同并遵
守的、带有本组织特点的使命、愿景、宗旨、精神、价值观和经营理念
，以及这些理念在生产经营实践、管理制度、员工行为方式与对外形象
的体现的总和。简单讲是一个组织的价值观、信念、仪式、符号、处事
方式等组成的特有的文化形象。任何组织从筹备建立时便开始逐步形成
某种特定的组织文化。组织文化在很大程度上决定了员工的看法和对周
围世界的反映。
2.Function and creation of organizational culture
（组织文化的功能及创建）
1. It makes organizations unique and distinguishes different organizations from
each other.
它起看分界线的作用使组织独具特色 , 使不同的组织相互区别开来。
2.It expresses a sense of identity of group members with the organization.
它表达了组成员对组织的一种认同感。
3.It enables the group to focus not only on self-interests, but also on
organizational interests.
它使组就成员不仅仅注至自我利益 , 更考虑到组织利益。
4. It helps to enhance the stability of the social system Culture A social
integration that unites an organization by providing the difficulties of its
members.
它有助于增强社会系统的稳定性文化足一种社会合制 , 它通过为组织成员提
供言行举止的标难 , 而把个组织聚合起来。
5. It is able to guide and shape the employee attitude and behavior.
它能够引导和塑造员工的态度与行为。
Through the comparative research of the textbook knowledge, the function of
the organizational culture is summarized into the following five categories:
通过对课本知识的比较研究 , 将组织文化的功能归纳为以下五类：

1.Codensfunction （凝聚功能）

2.Guidance function （导向功能）

3.Conaint function （约束功能）

4.Incentive function （激励功能）

5.Radiation function （辐射功能）

3.Characteristics of the organizational cultur
组织文化的特征

1.Invisible and tangible. （无形与有形性。）

2.Soft constraints. （软约束性。 )

3.Continuity.( 连续性。 )

4.Innovative nature.( 创新性。 )

• 4.The Importance of the organizational culture
组织文化的重要性

•The Guiding Role of Corporate Culture.

企业文化的导向作用
•The cohesion role of corporate culture.
企业文化的凝聚作用
•The Standardized Role of Corporate Culture
企业文化的规范作用
•Incentive role of corporate culture.
企业文化的激励作用
•The Social Impact of the Corporate Culture.
企业文化的社会影响
5.Organizational Culture Comparison between Haier and LG
海尔和 LG 的组织文化比较

The management of enterprise organizational culture is different from other mana

gement. The complex social, economic and cultural background has a great influen
ce on the management of enterprise organization and culture. Different ethnic gro
ups have different ideas and behavior habits and need different management meth
ods. multinational enterprises can only be successful by combining the two well. Ta
ke Haier Group and LG Group as an example to analyze and compare their differen
ces in employee training, performance appraisal, and employee promotion, so as t
o provide reference for the mutual learning and exchange of the organizational cult
ure of China and Korean enterprises.

企业组织文化的管理与其他管理不同 , 复杂的社会经济文化背景对企业组织
文化管理的影响极大 , 不同的民族有不同的思想观念和行为习惯 , 需要不同的
管理方式。跨国企业只有将两者很好地结合 , 才能取得成功。这里以海尔集
团和 LG 集团为例 , 分析比较它们在员工培训、绩效考核、员工晋升等方面的
异同 , 以期对中韩企业组织文化的相互学习与交流提供借鉴。
1.Haier's organizational culture( 海尔的组织文化 )
• Innovation is very big.( 创新为大。 )

• Talent use and development simultaneously.( 人才使用与开发并举。 )

• Establish a systematic employee incentive mechanism.( 建立系统化的员工激励机

制。 )

• Training is the eternal theme and core link of enterprises. Haier has established a vi
rtuous enterprise talent development mechanism of training, use, selection, rewar
ds and punishment.( 培训是企业的永恒主题和核心环节 , 海尔建立了培训、使
用、选拔、奖惩等良性循环的企业入才开发机制。 )

• Pay attention to and give full play to the gathering function of enterprise organizati
onal culture.( 重视和发挥企业组织文化的聚功能。 )
2.LG's organizational culture.(LG 的组织文化。 )

• Talent captures Britain on the spot.( 人才就地撷英。 )

• Integrate into Chinese culture.( 融入中国文化。 )

• Chinese management.( 中国式管理。 )

• Establish Chinese-chemical enterprises.( 建立中国化企业。 )

3.Haier and LG( 海尔和 LG 的企业组织文化比较 )

•Corporate organization of cultural training is the core of employee training.

Haier and LG attach great importance to organizing cultural training.
( 企业组织文化培训是员工培训的核心。海尔和 LG 对企业组织文化培训
都非常重视。 )
•The first part of Haier's internal training is the training of Haier culture. When
employees enter Haier, the first training is the training in Haier culture, includi
ng the overall goals, mission, management philosophy and values of the organ
ization.
•海尔内部培训的第一个部分，就是海尔文化的培训。员工进入海尔，首
先接受的培训就是海尔文化方面的培训，包括组织的总体目标、使命、
管理哲学和价值观。
• LG has always adhered to the creed of "taking his career as the cause of L
G 's business", based on the original "stability, coordination and respect" c
orporate culture, put forward the business philosophy of "create value for
customers" and "respect for personality management", the company' s to
p management efforts to establish and strengthen four New cultural ——
challenges, speed, simplicity, unbounded.

• LG 一直秉承“将自己的职业作为 LG 的事业”的信条，在原先“稳定
、协调和尊重”的企业文化基础上，提出了“为顾客创造价值”和
“尊重人格的经营”的经营理念，公司最高管理层努力建立和强化四
种新的文化——挑战、速度、简单化、无界性。
• Pay great attention to employee career planning.
( 重视员工职业生涯规划。 )
Haier believes that making career plans for employees to help employees grow a
nd encourage employees to work in Haier for a long time can help enterprises ret
ain outstanding talents. In the specific implementation, first of all, establish the e
mployee personal database to analyze and locate the employees. Secondly, help
employees to make career choices and determine the business policies and devel
opment strategies in the next few years. Finally, effectively combine their develop
ment goals with the opinions of the enterprise, gradually decompose the goals, a
nd help employees determine their career roadmap.
• 海尔认为，为员工做职业生涯规划，帮助员工成长发展，激励员工在海
尔长期干下去，可以帮助企业留住优秀人才。在具体实施上，首先，建
立员工个人资料库，对员工进行分析定位。其次，帮助员工进行职业选
择，确定今后几年的经营方针和发展战略。最后，将员工的发展目标与
企业的意见有效结合，逐步对目标进行分解，帮助员工确定职业生涯路
线图。
• LG provides each employee with the opportunity to develop their strengths and po
tential, designing them two development paths, one for professional development
and the other for management. LG has also developed and implemented employe
e career management measures. The management of professional career pays atte
ntion to the collection of all kinds of information for employees. Through the accu
mulation of a certain period of time, it not only provides basis support for all kinds
of rewards and punishments, promotion, appointment and removal, training selec
tion and rotation, but also provides first-hand original information for the subsequ
ent career planning. LG provides horizontal and vertical space for employees to ser
ve and create value while The value has also been improved, realizing the common
development and interests of the enterprise and its employees.
• LG 给每位员工提供发挥所长及潜能的机会，为他们设计了两条发展道路，一
条是专业发展道路，另一条是管理道路。 LG 还制定实施了员工职业生涯管理
办法。职业生涯的管理注重对员工各类资料的收集，通过这些资料的一定时
间段的积累，既为各类奖惩、晋级、任免、选送培训、轮岗提供依据支持，
也为后续职业生涯规划工作提供第一手的原始资料。 LG 为员工提供横向和纵
向的发展空间，使员工在服务企业、为企业创造价值的同时，自身价值也得
到提升，实现了企业和员工的共同发展和利益共同化。
• There are differences between the talent selection and promotion mecha
nism.
( 人才选拔与晋升机制存在差异。 )

Haier believes that "everyone is talent", and what the enterprise lacks is not t
alent, but the mechanism of producing talents.Specific include: the capable
(employee promotion), mediocre, flat let.
海尔认为，“人人是人才”，企业缺的不是人才，而是出人才的机制。
具体包括：能者上（员工升迁），庸者下，平者让。

LG implements multi-angle enterprise cultural management of organization.

LG 则实行多角度的企业组织文化管理。
• Differences between employee performance evaluation systems.
( 员工绩效评价制度的区别。 )
Haier's performance management is a OEC-based market chain mechanism. OE
C management method consists of three systems; one-day target system and one i
ncentive mechanism.
海尔的绩效管理是以 OEC 为基础的市场链机制。 OEC 管理法由三个体系构成
；目标体系一日清体系一激励机制。
LG pays more attention to the overall quality of employees. The employee perform
ance evaluation system is guided by the company's business strategy and annual b
usiness objectives, based on the function and rank level management system, thro
ugh the evaluation of employee performance, ability and attitude, encourage adva
nced, improve backward, realize the continuous improvement of performance, and
take this as the basis for promotion, salary raising, education, etc. LG's performanc
e evaluation is divided into three categories: transaction job evaluation, skill job ev
aluation, and special job evaluation.
LG 更注重员工的全面素质。其员工绩效评价制度是以公司经营战略和年度经
营目标为指导，以职能、职级等级管理制度为 基础，通过对员工的业绩、能
力、态度等的评价，鼓励先进，改进落后，实现绩效的持续改进，并以此作
为晋升、提薪、教育等的依据。 LG 的绩效评价分为三大类：事务职评价，技
能职评价，特殊职评价。