Chapter 7 Organizational Culture PDF

Course Name : Organizational Behavior Code :HUR 212 Chapter :6 Organizational Culture Organizational Behavior (HUR 212) 1 ‫اﻟﺜﻘﺎﻓﺔ اﻟﺘﻨﻈﻴﻤﻴﺔ‬ Organizational Culture ‫اﻟﺜﻘﺎﻓﺔ اﻟﺘﻨﻈﻴﻤﻴﺔ‬  Organizational Culture ‫ﺗﺼﻮر ﻣﺸﺘﺮك ﺑﲔ أﻋﻀﺎء اﳌﻨﻈﻤﺔ ؛‬ ‫ﻧﻈﺎم اﳌﻌﻨﻰ اﳌﺸﺘﺮك‬ A common perception held by t...

Course Name : Organizational Behavior Code :HUR 212 Chapter :6 Organizational Culture Organizational Behavior (HUR 212) 1 ‫اﻟﺜﻘﺎﻓﺔ اﻟﺘﻨﻈﻴﻤﻴﺔ‬ Organizational Culture ‫اﻟﺜﻘﺎﻓﺔ اﻟﺘﻨﻈﻴﻤﻴﺔ‬  Organizational Culture ‫ﺗﺼﻮر ﻣﺸﺘﺮك ﺑﲔ أﻋﻀﺎء اﳌﻨﻈﻤﺔ ؛‬ ‫ﻧﻈﺎم اﳌﻌﻨﻰ اﳌﺸﺘﺮك‬ A common perception held by the organization’s members; a system of shared meaning  Seven primary characteristics ‫ﺳﺒﻊ ﺧﺼﺎﺋﺺ أﺳﺎﺳﻴﺔ‬ 1. Innovation and risk taking ‫ﺎﻃﺮ‬$‫اﻻﺑﺘﻜﺎر وﲢﻤﻞ ا‬ ‫اﻧﺘﺒﻪ ﻟﻠﺘﻔﺎﺻﻴﻞ‬ 2. Attention to detail ‫ﻧﺎﰋ اﻟﺘﻮﺟﻴﻬﺎت‬ 3. Outcome orientation ‫ﺗﻮﺟﻪ اﻟﻨﺎس‬ 4. People orientation ‫ﺗﻮﺟﻪ اﻟﻔﺮﻳﻖ‬ 5. Team orientation 6. Aggressiveness ‫ﻋﺪواﻧﻴﺔ‬ 7. Stability ‫اﺳﺘﻘﺮار‬  Organizational Behavior (HUR 212) 2 ‫اﻟﺜﻘﺎﻓﺔ اﻟﺘﻨﻈﻴﻤﻴﺔ‬ Organizational Culture ‫ ﻟﻠﺜﻘﺎﻓﺔ ﺗﺄﺛﻴﺮ ﻛﺒﻴﺮ‬.‫ﺗﻌﺪ اﻟﺜﻘﺎﻓﺔ اﻟﺘﻨﻈﻴﻤﻴﺔ ﻣﻔﻬﻮﻣًﺎ ﻣﻬﻤًﺎ ﰲ دراﺳﺔ ﻛﻴﻔﻴﺔ ﺗﺼﺮف اﳌﻨﻈﻤﺎت‬ .‫ﻋﻠﻰ ﻛﻴﻔﻴﺔ ﺗﻔﺴﻴﺮ اﻷﻓﺮاد ﻟﺘﺄﺛﻴﺮ ﺳﻠﻮﻛﻬﻢ واﺗﺨﺎذ اﻟﻘﺮارات ﺑﺸﺄن أﻓﻌﺎﻟﻬﻢ‬ ‫ﻳﺘﻢ ﺗﻌﺮﻳﻒ اﻟﺜﻘﺎﻓﺔ ﻋﻠﻰ أﻧﻬﺎ ﺗﺼﻮر ﻣﺸﺘﺮك ﻟﺪى أﻋﻀﺎء اﳌﻨﻈﻤﺔ أو ﺷﻌﻮر ﺑﺎﳌﻌﻨﻰ اﳌﺸﺘﺮك‬  Organizational culture is an important concept in studying how organizations behave. Culture has significant impact on how individuals interpret the impact of their behavior and make decisions about their actions. Culture is defined as a common perception held by the members of the organization or a sense of shared meaning.  Cultures have 7 primary characteristics that define the organization. They are: innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, and . ‫ ﺧﺼﺎﺋﺺ أﺳﺎﺳﻴﺔ ﺗﺘﺤﺪى اﻟﺘﻨﻈﻴﻢ‬7 ‫ﻟﻠﺜﻘﺎﻓﺎت‬ stability. ‫ وﺗﻮﺟﻴﻪ‬،‫ﺎﻃﺮة واﻻﻫﺘﻤﺎم ﺑﺎﻟﺘﻔﺎﺻﻴﻞ‬e‫ اﻻﺑﺘﻜﺎر وا‬:‫وﻫﻲ‬ ‫ واﺳﺘﻘﺮار اﻟﻌﺪواﻧﻴﺔ‬،‫ وﺗﻮﺟﻴﻪ اﻟﻔﺮﻳﻖ‬،‫ ﻟﻜﻞ اﲡﺎه‬،‫اﻟﻨﺘﺎﺋﺞ‬ Organizational Behavior (HUR 212) 3 ‫ﻫﻞ ﻟﺪى اﳌﻨﻈﻤﺎت ﺛﻘﺎﻓﺎت ﻣﻮﺣﺪة؟‬ Do Organizations Have Uniform Cultures? ‫ ﳝﻜﻦ أن ﺗﻜﻮن ﲟﺜﺎﺑﺔ ﺑﺪﻳﻞ ﻹﺿﻔﺎء اﻟﻄﺎﺑﻊ اﻟﺮﺳﻤﻲ‬:‫اﻟﺜﻘﺎﻓﺔ ﻣﺼﻄﻠﺢ وﺻﻔﻲ‬  Culture is a descriptive term: it may act as a substitute for formalization  Dominant Culture ‫اﻟﺜﻘﺎﻓﺔ اﻟﺴﺎﺋﺪة‬   Subcultures ‫اﻟﺜﻘﺎﻓﺎت اﻟﻔﺮﻋﻴﺔ‬   Mini cultures within an organization, typically defined by department designations and geographical separation Core Values ‫اﻟﻘﻴﻢ اﳉﻮﻫﺮﻳﺔ‬   Expresses the core values that are shared by a majority of the organization’s members ‫ﻳﻌﺒﺮ ﻋﻦ اﻟﻘﻴﻢ اﻷﺳﺎﺳﻴﺔ اﻟﺘﻲ ﻳﺘﻘﺎﺳﻤﻬﺎ أﻏﻠﺒﻴﺔ أﻋﻀﺎء اﳌﻨﻈﻤﺔ‬ ‫ واﻟﺘﻲ ﻳﺘﻢ ﲢﺪﻳﺪﻫﺎ‬،‫اﻟﺜﻘﺎﻓﺎت اﳌﺼﻐﺮة داﺧﻞ اﳌﻨﻈﻤﺔ‬ ‫ﻋﺎدةً ﻣﻦ ﺧﻼل ﺗﺴﻤﻴﺎت اﻷﻗﺴﺎم واﻟﻔﺼﻞ اﳉﻐﺮاﰲ‬ The primary or dominant values that are accepted throughout the organization ‫اﻟﻘﻴﻢ اﻷﺳﺎﺳﻴﺔ أو اﻟﺴﺎﺋﺪة اﳌﻘﺒﻮﻟﺔ ﰲ ﺟﻤﻴﻊ أﻧﺤﺎء اﳌﻨﻈﻤﺔ‬ Strong Culture ‫ﺛﻘﺎﻓﺔ ﻗﻮﻳﺔ‬  A culture in which the core values are intensely held and widely shared ‫ﺛﻘﺎﻓﺔ ﻳﺘﻢ ﻓﻴﻬﺎ اﻻﺣﺘﻔﺎظ ﺑﺎﻟﻘﻴﻢ اﻷﺳﺎﺳﻴﺔ ﺑﺸﻜﻞ ﻣﻜﺜﻒ وﻣﺸﺎرﻛﺘﻬﺎ ﻋﻠﻰ ﻧﻄﺎق واﺳﻊ‬ Organizational Behavior (HUR 212) 4 ‫ﻣﺎذا ﺗﻔﻌﻞ اﻟﺜﻘﺎﻓﺎت؟‬ What Do Cultures Do? ‫وﻇﺎﺋﻒ اﻟﺜﻘﺎﻓﺔ‬  Culture’s Functions 1. Defines the boundary between one organization and others ‫ﻳﺤﺪد اﳊﺪود ﺑﲔ ﻣﻨﻈﻤﺔ واﺣﺪة وﻏﻴﺮﻫﺎ‬ 2. Conveys a sense of identity for its members ‫ﻳﻨﻘﻞ اﻟﺸﻌﻮر ﺑﺎﻟﻬﻮﻳﺔ ﻷﻋﻀﺎﺋﻪ‬ 3. Facilitates the generation of commitment to something larger than self-interest ‫ﻳﺴﻬﻞ ﺗﻮﻟﻴﺪ اﻻﻟﺘﺰام ﺑﺸﻲء أﻛﺒﺮ ﻣﻦ اﳌﺼﻠﺤﺔ اﻟﺬاﺗﻴﺔ‬ 4. Enhances the stability of the social system ‫ﻳﻌﺰز اﺳﺘﻘﺮار اﻟﻨﻈﺎم اﻻﺟﺘﻤﺎﻋﻲ‬ 5. Serves as a sense-making and control mechanism for fitting employees in the organization ‫ﲟﺜﺎﺑﺔ آﻟﻴﺔ ﺻﻨﻊ اﳌﻌﻨﻰ واﻟﺘﺤﻜﻢ ﻟﺘﺮﻛﻴﺐ اﳌﻮﻇﻔﲔ ﰲ اﳌﻨﻈﻤﺔ‬ Organizational Behavior (HUR 212) 6 ‫اﻟﺜﻘﺎﻓﺔ ﻛﻤﺴﺆوﻟﻴﺔ‬ Culture as a Liability ‫إﺿﻔﺎء اﻟﻄﺎﺑﻊ اﳌﺆﺳﺴﻲ‬  Institutionalization    ‫ﻳﺤﺪث ﻋﻨﺪﻣﺎ ﻻ ﺗﺘﻮاﻓﻖ ﻗﻴﻢ اﻟﺜﻘﺎﻓﺔ ﻣﻊ اﻟﻘﻴﻢ‬ ‫اﻟﻀﺮورﻳﺔ ﻟﻠﺘﻐﻴﻴﺮ اﻟﺴﺮﻳﻊ‬ Occurs when culture’s values are not aligned with the values necessary for rapid change Barrier to diversity ‫ﻋﺎﺋﻖ أﻣﺎم اﻟﺘﻨﻮع‬   A company can become institutionalized where it is valued for itself and not for the goods and services it provides Barrier to change ‫ﺣﺎﺟﺰ ﻟﻠﺘﻐﻴﻴﺮ‬  ‫ﳝﻜﻦ ﻟﻠﺸﺮﻛﺔ أن ﺗﺼﺒﺢ ﻣﺆﺳﺴﻴﺔ ﺣﻴﺚ ﻳﺘﻢ ﺗﻘﻴﻴﻤﻬﺎ ﻟﻨﻔﺴﻬﺎ‬ ‫وﻟﻴﺲ ﻟﻠﺴﻠﻊ واﳋﺪﻣﺎت اﻟﺘﻲ ﺗﻘﺪﻣﻬﺎ‬ ‫ﺗﻀﻊ اﻟﺜﻘﺎﻓﺎت اﻟﻘﻮﻳﺔ ﺿﻐﻮﻃًﺎ ﻛﺒﻴﺮة ﻋﻠﻰ اﳌﻮﻇﻔﲔ‬ ‫ ﳑﺎ ﻗﺪ ﻳﺆدي إﻟﻰ اﻟﺘﺤﻴﺰ اﳌﺆﺳﺴﻲ‬،‫ﻟﻼﻣﺘﺜﺎل‬ Strong cultures put considerable pressure on employees to conform, which may lead to institutionalized bias Barrier to acquisitions and mergers ‫اﻟﻌﻮاﺋﻖ أﻣﺎم ﻋﻤﻠﻴﺎت اﻻﺳﺘﺤﻮاذ واﻻﻧﺪﻣﺎج‬  Incompatible cultures can destroy an otherwise successful merger ‫ﳝﻜﻦ ﻟﻠﺜﻘﺎﻓﺎت ﻏﻴﺮ اﳌﺘﻮاﻓﻘﺔ أن ﺗﺪﻣﺮ أي اﻧﺪﻣﺎج ﻧﺎﺟﺢ‬ Organizational Behavior (HUR 212) 8 ‫ﻛﻴﻒ ﺗﺒﺪأ اﻟﺜﻘﺎﻓﺔ‬ How Culture Begins ‫ﻧﺎﺑﻊ ﻣﻦ ﺗﺼﺮﻓﺎت اﳌﺆﺳﺴﲔ‬  Stems from the actions of the founders:  Founders hire and keep only employees who think and feel ‫ﻳﻘﻮم اﳌﺆﺳﺴﻮن ﺑﺘﻌﻴﲔ‬ the same way they do. ‫واﻻﺣﺘﻔﺎظ ﺑﺎﳌﻮﻇﻔﲔ اﻟﺬﻳﻦ ﻳﻔﻜﺮون وﻳﺸﻌﺮون‬ ‫ﺑﻨﻔﺲ اﻟﻄﺮﻳﻘﺔ اﻟﺘﻲ ﻳﻔﻜﺮون ﺑﻬﺎ‬  Founders indoctrinate and socialize these employees to ‫ﻳﻘﻮم اﳌﺆﺳﺴﻮن ﺑﺘﻠﻘﲔ‬ their way of thinking and feeling. ‫ﻫﺆﻻء اﳌﻮﻇﻔﲔ وﺗﻌﺮﻳﻔﻬﻢ اﺟﺘﻤﺎﻋﻴًﺎ‬ ‫ﺑﻄﺮﻳﻘﺔ ﺗﻔﻜﻴﺮﻫﻢ وﺷﻌﻮرﻫﻢ‬  The founders’ own behavior acts as a role model that encourages employees to identify with them and thereby internalize their beliefs, values, and assumptions. ‫ﻳﻌﻤﻞ ﺳﻠﻮك اﳌﺆﺳﺴﲔ ﻛﻨﻤﻮذج ﻳﺤﺘﺬى ﺑﻪ ﻳﺸﺠﻊ اﳌﻮﻇﻔﲔ ﻋﻠﻰ اﻟﺘﻌﺮف‬ ‫ﻋﻠﻴﻬﻢ وﺑﺎﻟﺘﺎﻟﻲ اﺳﺘﻴﻌﺎب ﻣﻌﺘﻘﺪاﺗﻬﻢ وﻗﻴﻤﻬﻢ واﻓﺘﺮاﺿﺎﺗﻬﻢ‬ Organizational Behavior (HUR 212) 10 ‫ﻣﺮاﺣﻞ ﰲ ﻋﻤﻠﻴﺔ اﻟﺘﻨﺸﺌﺔ اﻻﺟﺘﻤﺎﻋﻴﺔ‬ Stages in the Socialization Process ‫ﻗﺒﻞ اﻟﻮﺻﻮل‬  Prearrival ‫ﻓﺘﺮة اﻟﺘﻌﻠﻢ ﻗﺒﻞ اﻧﻀﻤﺎم اﳌﻮﻇﻒ اﳉﺪﻳﺪ إﻟﻰ اﳌﻨﻈﻤﺔ‬ The period of learning prior to a new employee joining ‫ ﻳﻘﺎﺑﻞ‬the organization ‫ﻋﻨﺪﻣﺎ ﻳﺮى اﳌﻮﻇﻒ اﳉﺪﻳﺪ اﻟﺸﻜﻞ اﳊﻘﻴﻘﻲ ﻟﻠﻤﻨﻈﻤﺔ‬   Encounter ‫وﻳﻮاﺟﻪ اﺣﺘﻤﺎل اﺧﺘﻼف اﻟﺘﻮﻗﻌﺎت واﻟﻮاﻗﻊ‬ When the new employee sees what the organization is really like and confronts the possibility that ‫ اﻟﺘﺤﻮل‬expectations and reality may diverge   ‫ﻋﻨﺪﻣﺎ ﻳﺘﻐﻴﺮ اﳌﻮﻇﻒ اﳉﺪﻳﺪ وﻳﺘﻜﻴﻒ‬ ‫ﻣﻊ اﻟﻌﻤﻞ وﻣﺠﻤﻮﻋﺔ اﻟﻌﻤﻞ واﳌﻨﻈﻤﺔ‬ Metamorphosis  When the new employee changes and adjusts to the work, work group, and organization ‫اﻟﻨﺘﺎﺋﺞ‬ ‫ﻋﻤﻠﻴﺔ اﻟﺘﻨﺸﺌﺔ اﻻﺟﺘﻤﺎﻋﻴﺔ‬ ‫ﻗﺒﻞ اﻟﻮﺻﻮل‬ ‫ﻳﻘﺎﺑﻞ‬ ‫اﻟﺘﺤﻮل‬ ‫اﻧﺘﺎﺟﻴﺔ‬ ‫اﻟﺘﺰام‬ Organizational Behavior (HUR 212) ‫دورات‬ 12 ‫ﺧﻴﺎرات ﺑﺮﻧﺎﻣﺞ اﻟﺘﻨﺸﺌﺔ اﻻﺟﺘﻤﺎﻋﻴﺔ‬ Socialization Program Options :‫اﺧﺘﻴﺎر اﻟﺒﺪاﺋﻞ اﳌﻨﺎﺳﺒﺔ‬  Choose the appropriate alternatives: ‫رﺳﻤﻲ ﻣﻘﺎﺑﻞ ﻏﻴﺮ رﺳﻤﻲ‬  Formal versus Informal ‫اﻟﻔﺮدﻳﺔ ﻣﻘﺎﺑﻞ اﳉﻤﺎﻋﻴﺔ‬  Individual versus Collective ‫ﺛﺎﺑﺖ ﻣﻘﺎﺑﻞ ﻣﺘﻐﻴﺮ‬  Fixed versus Variable ‫اﳌﺴﻠﺴﻞ ﻣﻘﺎﺑﻞ ﻋﺸﻮاﺋﻲ‬  Serial versus Random ‫اﻻﺳﺘﺜﻤﺎر ﻣﻘﺎﺑﻞ اﻟﺘﺠﺮﻳﺪ‬  Investiture versus Divestiture :‫ﻧﺘﺎﺋﺞ اﻟﺘﻨﺸﺌﺔ اﻻﺟﺘﻤﺎﻋﻴﺔ‬  Socialization outcomes:  Higher productivity ‫زﻳﺎدة اﻹﻧﺘﺎﺟﻴﺔ‬  Greater commitment  Lower turnover ‫اﻧﺨﻔﺎض ﻣﻌﺪل دوران‬ Organizational Behavior (HUR 212) ‫اﻟﺘﺰام أﻛﺒﺮ‬ 14 ‫ﻛﻴﻒ ﻳﺘﻌﻠﻢ اﳌﻮﻇﻔﻮن اﻟﺜﻘﺎﻓﺔ‬ How Employees Learn Culture  Stories ‫ﻗﺼﺺ‬    ‫ وﻓﺨﺎﻣﺔ‬،‫ وﺣﺠﻢ اﳌﻜﺘﺐ‬،‫اﳌﻼﺑﺲ اﳌﻘﺒﻮﻟﺔ‬ ‫ واﻻﻣﺘﻴﺎزات اﻟﺘﻨﻔﻴﺬﻳﺔ اﻟﺘﻲ‬،‫أﺛﺎث اﳌﻜﺘﺐ‬ ‫ﺗﻨﻘﻞ ﻟﻠﻤﻮﻇﻔﲔ اﳌﻬﻤﲔ ﰲ اﳌﻨﻈﻤﺔ‬ Acceptable attire, office size, opulence of the office furnishings, and executive perks that convey to employees who is important in the organization Language  ‫ﺗﺴﻠﺴﻼت ﻣﺘﻜﺮرة ﻣﻦ اﻷﻧﺸﻄﺔ اﻟﺘﻲ ﺗﻌﺒﺮ‬ ‫ﻋﻦ اﻟﻘﻴﻢ اﻷﺳﺎﺳﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ وﺗﻌﺰزﻫﺎ‬ Repetitive sequences of activities that express and reinforce the key values of the organization Material Symbols ‫رﻣﻮز اﳌﻮاد‬   Anchor the present into the past and provide explanations and legitimacy for current practices Rituals ‫ﻃﻘﻮس‬  ‫رﺑﻂ اﳊﺎﺿﺮ ﺑﺎﳌﺎﺿﻲ وﺗﻘﺪﱘ ﺗﻔﺴﻴﺮات‬ ‫وﺷﺮﻋﻴﺔ ﻟﻠﻤﻤﺎرﺳﺎت اﳊﺎﻟﻴﺔ‬ ‫ﻟﻐﺔ‬ Jargon and special ways of expressing one’s self to indicate membership in the organization ‫ﺗﺸﻴﺮ اﳌﺼﻄﻠﺤﺎت واﻟﻄﺮق اﳋﺎﺻﺔ ﻟﻠﺘﻌﺒﻴﺮ ﻋﻦ اﻟﺬات إﻟﻰ اﻟﻌﻀﻮﻳﺔ ﰲ اﳌﻨﻈﻤﺔ‬ Organizational Behavior (HUR 212) 18 ‫ﺧﻠﻖ ﺛﻘﺎﻓﺔ ﺗﻨﻈﻴﻤﻴﺔ أﺧﻼﻗﻴﺔ‬ Creating an Ethical Organizational Culture‫ﺧﺼﺎﺋﺺ اﳌﻨﻈﻤﺎت اﻟﺘﻲ ﺗﻀﻊ ﻣﻌﺎﻳﻴﺮ‬  Characteristics of Organizations that Develop High ‫أﺧﻼﻗﻴﺔ ﻋﺎﻟﻴﺔ‬ Ethical Standards  High tolerance for risk  Low to moderate in aggressiveness  Focus on means as well ‫اﳌﻤﺎرﺳﺎت اﻹدارﻳﺔ ﺗﻌﺰﻳﺰ اﻟﺜﻘﺎﻓﺔ اﻷﺧﻼﻗﻴﺔ‬  ‫ﲢﻤﻞ ﻋﺎﻟﻲ ﻟﻠﻤﺨﺎﻃﺮ‬ ‫ﻣﻨﺨﻔﻀﺔ إﻟﻰ ﻣﺘﻮﺳﻄﺔ ﰲ اﻟﻌﺪواﻧﻴﺔ‬ as outcomes ‫اﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ اﻟﻮﺳﺎﺋﻞ وﻛﺬﻟﻚ اﻟﻨﺘﺎﺋﺞ‬ Managerial Practices Promoting an Ethical Culture ‫أن ﺗﻜﻮن ﻗﺪوة واﺿﺤﺔ‬  Being a visible role model  Communicating ethical expectations  Providing ethical training  Rewarding ethical acts and punishing unethical ones  Providing protective mechanisms Organizational Behavior (HUR 212) ‫ﺗﻮﺻﻴﻞ اﻟﺘﻮﻗﻌﺎت اﻷﺧﻼﻗﻴﺔ‬ ‫ﺗﻮﻓﻴﺮ اﻟﺘﺪرﻳﺐ اﻷﺧﻼﻗﻲ‬ ‫ﻣﻜﺎﻓﺄة اﻷﻓﻌﺎل اﻷﺧﻼﻗﻴﺔ وﻣﻌﺎﻗﺒﺔ اﻷﺧﻼﻗﻴﺎت‬ ‫ﺗﻮﻓﻴﺮ آﻟﻴﺎت اﳊﻤﺎﻳﺔ‬ 20 ‫ﺧﻠﻖ ﺛﻘﺎﻓﺔ ﺗﻨﻈﻴﻤﻴﺔ إﻳﺠﺎﺑﻴﺔ‬ Creating a Positive Organizational Culture  Positive Organizational Culture  ‫اﻟﺜﻘﺎﻓﺔ اﻟﺘﻨﻈﻴﻤﻴﺔ اﻹﻳﺠﺎﺑﻴﺔ‬ A culture that: :‫اﻟﺜﻘﺎﻓﺔ اﻟﺘﻲ‬  Builds on employee strengths ‫ﻳﺒﻨﻲ ﻋﻠﻰ ﻧﻘﺎط اﻟﻘﻮة ﻟﺪى اﳌﻮﻇﻔﲔ‬  Focus is on discovering, sharing, and building on the ‫ﻳﻨﺼﺐ اﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ اﻛﺘﺸﺎف ﻧﻘﺎط اﻟﻘﻮة ﻟﺪى‬ strengths of individual employees ‫اﳌﻮﻇﻔﲔ اﻷﻓﺮاد وﻣﺸﺎرﻛﺘﻬﺎ واﻟﺒﻨﺎء ﻋﻠﻴﻬﺎ‬  Rewards more than it punishes ‫ﻳﻜﺎﻓﺊ أﻛﺜﺮ ﳑﺎ ﻳﻌﺎﻗﺐ‬   Emphasizes individual vitality and growth ‫ﻳﺆﻛﺪ ﻋﻠﻰ ﺣﻴﻮﻳﺔ اﻟﻔﺮد وﳕﻮه‬  :‫ﺣﺪود اﻟﺜﻘﺎﻓﺔ اﻹﻳﺠﺎﺑﻴﺔ‬  Articulating praise and “catching employees doing something right” "‫اﻟﺘﻌﺒﻴﺮ ﻋﻦ اﻟﺜﻨﺎء و"اﻟﻘﺒﺾ ﻋﻠﻰ اﳌﻮﻇﻔﲔ وﻫﻢ ﻳﻘﻮﻣﻮن ﺑﺸﻲء ﺻﺤﻴﺢ‬ Helping employees learn and grow in their jobs and careers Limits of Positive Culture:  ‫ﻣﺴﺎﻋﺪة اﳌﻮﻇﻔﲔ ﻋﻠﻰ اﻟﺘﻌﻠﻢ واﻟﻨﻤﻮ ﰲ وﻇﺎﺋﻔﻬﻢ وﻣﻬﻨﻬﻢ‬ May not work for all organizations or everyone within them ‫ﻗﺪ ﻻ ﻳﻌﻤﻞ ﻣﻊ ﺟﻤﻴﻊ اﳌﻨﻈﻤﺎت أو ﻛﻞ ﺷﺨﺺ ﺑﺪاﺧﻠﻬﺎ‬ Organizational Behavior (HUR 212) 22