本文選題：價值觀管理 + 佛教社會意識��； 參考：《東北財經(jīng)大學(xué)》2013年碩士論文

【摘要】：作為文化研究的核心——價值觀的研究早己成為社會學(xué)、心理學(xué)等領(lǐng)域研究的熱點,相比之下,從組織管理的角度進行價值觀管理研究卻出現(xiàn)得較晚。20世紀80年代中期,美國學(xué)者托馬斯·彼得斯和羅伯特·沃特曼在其合著的《追求卓越》一書中首次提出,企業(yè)總裁最重要的任務(wù)就是塑造和維持整個組織的價值共識,而這也是為什么有的企業(yè)成功,有的企業(yè)失敗的最大分野。他們在負責麥肯錫咨詢公司的調(diào)查研究項目結(jié)論中歸納出管理的七要素(7s),即戰(zhàn)略、結(jié)構(gòu)、制度、人員、技術(shù)、作風和共同價值觀。他們認為,共享價值觀是一個企業(yè)及其成員的奮斗目標,能夠?qū)T工個人和企業(yè)的目標真正結(jié)合起來。由此開始,價值觀管理逐漸進入了人們的視野,并成為企業(yè)界和學(xué)術(shù)界關(guān)注的熱點。 我們的研究發(fā)現(xiàn),寺廟作為一類特殊的組織,在組織制度、運行方式等方面都與企業(yè)不同。與企業(yè)相比,寺廟價值觀管理的實施是比較成功的,僧眾不僅具有高度一致的價值觀,而且對寺廟以及佛法本身具有極高的忠誠度�；诖�,本文將選取價值觀管理實施比較成功的組織——寺廟進行探索性案例研究,發(fā)掘寺廟組織中價值觀管理的運行機制,以期由此總結(jié)的原則和規(guī)律對企業(yè)和其他組織的價值觀管理提供重要的借鑒。 本文主要采用案例研究的方法,以我國著名的佛教組織——大悲寺和大悲古寺為調(diào)研對象,聚焦于價值觀管理,在文獻探討的基礎(chǔ)上,通過深入寺廟內(nèi)部進行觀察和深度訪談獲得研究所需的原始資料,運用扎根理論的分析方法,對原始資料進行編碼,分析了社會、組織和個體三個層次價值觀之間的相互關(guān)系以及寺廟價值觀管理的實施過程,并比較了研究結(jié)果在僧眾和居士之間的差異。研究發(fā)現(xiàn)：佛教社會意識(帶有“啟蒙”色彩的、基于個體自我理解的佛教社會意識,后文還將詳細解釋)通常作用于個體接觸佛教文化的初期階段,并由于個體理解能力、修行方式等的限制而僅起到有限的教化作用；寺廟價值觀通過修行戒律和日常行為兩種渠道規(guī)范個體的價值觀；相較于僧眾,居士在事前考核、事中監(jiān)督和事后激勵與懲罰階段受到的限制都非常有限。這一價值觀管理機制的揭示,深化了價值觀管理理論的研究,對企業(yè)的價值觀管理具有一定的啟發(fā)意義,在人員的選拔、監(jiān)督以及激勵與懲罰階段為企業(yè)提供了可借鑒的、全新的思路。
[Abstract]:As the core of cultural research, the study of values has long been a hot research topic in sociology, psychology and other fields. In contrast, the study of value management from the perspective of organizational management appeared late in the mid-1980s. Thomas Peters and Robert Waterman, American scholars, first proposed in their book the pursuit of Excellence that the chief executive's most important task is to shape and maintain the value consensus of the entire organization. And this is why some enterprises succeed, some enterprises fail the biggest division. In their findings from the McKinsey research project, they concluded that the seven elements of management are strategic, structural, institutional, personnel, technology, style, and shared values. They believe that shared values are the goals of an enterprise and its members that truly combine individual and corporate goals. From this point of view, value management has gradually entered people's view and become a hot spot in business and academic circles. Our research shows that temples, as a special organization, are different from enterprises in organization system, operation mode and so on. Compared with the enterprise, the implementation of temple value management is more successful, the monks not only have highly consistent values, but also have a high loyalty to the temple and the Dharma itself. Based on this, this paper will select the successful organization of value management-temple for exploratory case study, and explore the operating mechanism of value management in temple organization. In order to sum up the principles and laws for enterprises and other organizations to provide important value management reference. This paper mainly adopts the method of case study, taking the famous Buddhist organizations of our country-Dacheng Temple and Da Bei Ancient Temple as the research object, focusing on the management of values, and on the basis of the literature discussion. Through in-depth observation and in-depth interviews inside the temple to obtain the original data needed for the study, using the root theory of the analysis method, to code the original data, and analyze the society. The relationship between the values of the three levels of organization and individual and the process of implementing the management of temple values are compared. The study found that Buddhist social consciousness (with the color of "enlightenment", based on the individual self-understanding of Buddhist social consciousness, which will be explained in detail later) usually acts on the initial stage of individual exposure to Buddhist culture, and because of the individual ability to understand. The limitation of the way of spiritual practice only plays a limited role in enlightenment; the temple values regulate the values of individuals through two channels of practice discipline and daily behavior; compared with the majority of monks, the nobles are assessed beforehand. Supervision and ex post-incentive and punishment phases are very limited. The revelation of this value management mechanism deepens the research of the theory of value management, and has certain enlightening significance to the value management of the enterprise, which can be used for reference in the stage of personnel selection, supervision and encouragement and punishment. New ideas.
【學(xué)位授予單位】：東北財經(jīng)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：B922

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本文編號：1991314