Kane-Urrabazo Christine
Nursing Doctoral Student, Texas Woman's University, Denton, TX 79912, USA.
J Nurs Manag. 2006 Apr;14(3):188-94. doi: 10.1111/j.1365-2934.2006.00590.x.
The present study addresses the importance of the manager's role in the development and maintenance of organizational culture. It describes the types of cultures that exist and manager characteristics that are essential to facilitating a healthy workplace.
While many managers do not deny the importance of organizational culture in employee satisfaction, few fail to realize the direct impact they have in shaping it. It is oftentimes believed that cultures are predetermined; however, this is a false assumption. It is crucial that managers at all levels are aware of their roles and responsibilities in upholding positive workplace environments that can increase employee satisfaction. Dissatisfaction is the major cause of turnover and can have detrimental cost and environmental effects on the agency.
Four critical components of culture (i.e. trust and trustworthiness, empowerment and delegation, consistency and mentorship) are discussed, as is the role of managers in turning these into positive cultural traits. The viewpoints of several authors, such as Stephen Covey, Mark McCormack and Charles Handy, are explored in relation to the development of organizational culture. Additional theories--Kanter's 'Theory of Organizational Empowerment', Locke's 'Goal-setting Theory' and the 'Social Exchange Theory'- supplement these viewpoints.
Managers are always under the magnifying glass, with each action carefully scrutinized by subordinates. They must exercise caution when making decisions, ensuring that fairness and equitability exists among staff, and that ethical standards are upheld on a continual basis. The four cultural components, viewed as managerial traits of trust and trustworthiness, empowerment, consistency and mentorship coexist at all times regardless of the type of culture. Managers must put support systems and other mechanisms into place that allow employees the opportunity to empower themselves and to flourish, thus increasing their own effectiveness as well as that of the organization.
本研究探讨管理者在组织文化发展与维持中的作用。它描述了现存的文化类型以及对营造健康工作场所至关重要的管理者特质。
虽然许多管理者并不否认组织文化对员工满意度的重要性，但很少有人意识到他们在塑造组织文化方面所产生的直接影响。人们常常认为文化是预先确定的；然而，这是一个错误的假设。各级管理者必须清楚地认识到他们在维护积极的工作场所环境、提高员工满意度方面的角色和责任，这一点至关重要。员工不满是人员流动的主要原因，会给机构带来有害的成本和环境影响。
本文讨论了文化的四个关键要素（即信任与可信度、授权与委托、一致性与指导），以及管理者在将这些要素转化为积极文化特质方面的作用。探讨了几位作者（如斯蒂芬·科维、马克·麦科马克和查尔斯·汉迪）关于组织文化发展的观点。其他理论——坎特的“组织授权理论”、洛克的“目标设定理论”和“社会交换理论”——补充了这些观点。
管理者总是处于放大镜之下，他们的每一个行为都会被下属仔细审视。他们在做决策时必须谨慎，确保员工之间存在公平与公正，并持续维护道德标准。这四个文化要素，即被视为管理者特质的信任与可信度、授权、一致性与指导，无论文化类型如何，始终共存。管理者必须建立支持系统和其他机制，让员工有机会自我授权并蓬勃发展，从而提高他们自身以及组织的效率。
