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Q25 to Q27:
A pressing need in the study of
organizations is for more research
into how an organization’s values (an
Line
organization’s guiding principles and
(5)
beliefs as perceived by its members)
affect managerial decision-making.
Traditional theories have been based
on a “rational model,”(传统理论是以"rational model"做基础, rational model 就是理智性的模式, 不过这里只是多于的文词而已, 不用为此意思担心太多.) which focuses
on the decision-maker and either
(10)
ignores the organizational value cli-
mate or conveniently assumes that the
organization’s values are consistent or
clearly prioritized. (传统理论的坏处, 太专一, 疏忽别的因素,比如集体效益的气候或认为集体效益已经稳定, 集体效益的排列已经安定). (然后下面句子说现实中不是这样) In reality, however,
decisions are shaped not only by a
(15)
manager’s own values, but also by
those of the corporate culture and of
organizational superiors.
A recent
study found that managers’ most
stressful decisions involved “value
(20)
contention” (conflicts among any of
these sets of values).
Furthermore,
different types of organizational value
systems were associated with differ-
ent frequencies of contending values
(25)
as well as with different types of man-
agerial response.
Explicit corporate
values, for example, produced a
greater percentage of decisions that
were stressful due to value conten-
(30)
tion.
Hidden values (those that an
organization practices but does not
acknowledge or which a superior
furtively pursues in opposition to the
values of the organization) produced
(35) a lower level of value contention.
Although explicit values created
more value contention, they were
nonetheless more likely to produce
flexible, well-reasoned decisions.
(40) Conversely, managers perplexed by
hidden values reported feeling unable
to identify an appropriate range of
options.
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