Managing Corporate Culture Through Reward Systems  

Oleh:

Kerr, Jeffrey ; Slocum, John W., [Jr.]

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: The Academy of Management Executive vol. 1 no. 2 (May 1987), page 99-108.
Topik: Corporate culture; corporate culture; reward systems
Fulltext: AA4_01-02_Jeffrey Kerr.pdf (1.74MB)

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Perpustakaan Pusat (Semanggi) Nomor Panggil: AA4.1 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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The concept of corporate culture has captured the imagination of executives and researchers alike. For executives struggling to manage organizational change, corporate culture has become an important tool. They realize that significant strategic or structural realignment cannot occur if it is not supported by the organization's values and behavioural norms. Yet, culture has proved to be a subtle, intangible phenomenon pervasive but difficult to manage or influence. Many managers have found that culture cannot be manipulated directly. Most have an intuitive understanding of culture. Anthropologist clyde kluckhohn has defined culture as the set of habitual and traditional ways of thinking, feeling and reacting that are characteristic of the way a particular society meets its problems at a particular point in time. A corporation's culture a simultaneously determines and reflects the values, beliefs and attitudes of its members. These values and beliefs foster norms that influence employees' behaviour. While most managers are aware of their companies' cultures, they are unsure about how it is maintained, transmitted or influenced.

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