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学校“组织文化”的重塑是引领教职员工度过学校合并重组磨合期非常有效的手段。学校“组织文化”建设重在构建全体教职工认同的共同愿景和价值观,发挥教职工的主观能动作用,运用标杆效应规范和引导学校教职员工的行为。通过开展文化培训,加强宣传与沟通,增强校园“组织文化”的渗透力,增加组织成员对组织的认同感、归宿感,从而打造具有共同价值意识、职业理想、组织归宿感的学校事业共同体。
The remodeling of the school “organizational culture ” is a very effective means of leading faculty members through the merger and reorganization of schools. The construction of the school “Organizational Culture ” focuses on building a common vision and values that all faculty and staff members agree with, giving play to the subjective and active role of faculty members, standardizing benchmarking and guiding the behavior of school faculty and staff. Through carrying out cultural training, strengthening publicity and communication, enhancing the infiltration power of campus “culture of organization” and increasing the sense of identity and sense of belonging among the members of the organization, so as to create a school enterprise with common sense of values, professional ideal and organizational sense of belonging community.