The Development Process and Implications of Organizational Culture : A Case Study of a New Non-Profit Organzation

• Main Authors: CHENG,PO-YUAN, 鄭栢元
• Other Authors: LIU,CHAO-MING
• Format: Others
• Language: zh-TW
• Published: 2017
• Online Access: http://ndltd.ncl.edu.tw/handle/49736933915469429664

碩士 === 輔仁大學 === 心理學系 === 105 === The purpose of this study was to find out the implication of organizational culture in a successful new organization and supplement the implication of contemporary organizational theory. Therefore, the study focused on how and what organizational culture of Teach For Taiwan (TFT) was developed by participant observation, in-depth interviews, and organizational narrative. The study used organizational culture theory by Schein as a framework to analyze the organizational culture of TFT. The result revealed nine basic assumptions: dialectical truth; examinational truth; cautious action; begin with the end in mind; human-centered convergence need; basic goodness; sharing space; and personal time. The study then discussed discrepancies between findings and the organizational culture theory by Schein. Results found that Taiwan culture had some shared basic assumptions, such as constitutive individualism, composite self and supported basic assumptions individualistic groupism with the findings of Schein’s EBD case in Singapore. Moreover, the study found authentic way time, egalitarianism and begin with the end in mind to be additional assumptions to supplement the culture theory by Schein. In summary, the study conducted in an attempt to interpret the reason why TFT could be a successful new organization from a cultural perspective. Recommendations for practice: leader can elevate organizational effectiveness by the creation of humanistic culture. Recommendations for future research can focus on the dialectical synthesis of oriental and western cultures.