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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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发表于 2007-7-18 12:14:00
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