【作者】 李科；

【导师】 王志章；

【作者基本信息】 西南大学 ， 应用心理学， 2009， 硕士

【摘要】 上世纪90年代之前,作为单一宣传工具的“电视台”,如今正在逐步转向“喉舌”功能与“产业”功能并重的时代,传媒作为产业的地位已经确立。这是一个有着巨大发展潜力的产业,同时也是一个相对幼稚的产业。事实上,现在的电视行业竞争已经变得十分激烈,观众的遥控器掌握着电视台的生存问题,靠政府财政的时代已经一去不复返了。而作为电视台的管理者早已经习惯了这样的竞争环境,也在电视台的运营体制、组织结构、管理模式等方面做有益的探索,最终都是为了能够生存和发展。一批优秀的省级电视台脱颖而出,在全国有了较强的影响力和收视份额,但仍然有很多电视台虽然也在不断探索,可收视份额却不见提高,生存压力变大。就目前我国以电视行业为代表的传媒产业而言,个人认为主要问题在于:我国大部份传媒类企业缺乏真正的商业意义上的运作,在由传统事业单位体制下向现代企业制度转变的过程中,部分媒介机构和媒体工作人员很难在观念上转变过来,而尤其保守的组织文化使这些媒介机构逐渐丧失了竞争力。处于激烈竞争时代的省级电视台,其生存发展仍是全国各电视台台长以及员工共同关心的话题。这当中,包括了省级电视台在争取政策支持方面的讨论,但更多的是将电视台作为企业来加以考量,这就涉及到了电视台作为企业应该如何进行管理,电视台的资本应该如何运营等等问题。然而,经过文献查阅,我国还鲜有对电视台(包括省级电视台)从组织文化的角度来加以研究的先例。本文从组织文化的角度出发,以重庆广播电视集团(总台)<以下简称“重庆电视台”>为例,对电视媒介的组织文化特征进行研究。我国对于组织文化的研究始于20世纪80年代中期,这其中对于物质产品生产企业的研究较多,而对于非物质产品生产企业的研究则较少。而电视台,作为20世纪90年代才步入产业化的组织,学界从管理学的角度出发,对于媒介管理的研究较多,但对于媒介的组织文化理论研究与实践,包括媒介组织文化的形成、建设、诊断,以及变革等诸多方面的研究国内可谓凤毛麟角。本文希望通过运用已有的组织文化理论,结合媒介管理的理论与实践,为媒介组织文化的理论充实新的内容。就目前而言,国内许多电视台虽然也提出了自己的组织文化,包括核心价值观、行为规范,以及文化符号、礼仪形式等,但调查中,作者发现拥有自己独特组织文化的却很少,都大同小异。更多的是从形式上引入了组织文化的概念。作者希望通过实证研究,引起电视媒介对组织文化更进一步的认识,依据自己组织的特点,树立属于自己真正的组织文化。本文力图找出重庆电视台的组织文化特征,并从中发现问题,提出重庆电视台组织文化调整或变革的措施,从而有益于重庆电视台的生存与发展。同时,也为市级、县级,乃至中央级电视媒体,以及其他电视媒体提供可资借鉴的范本。本研究运用竞争性价值观框架与组织文化评价量表,对研究对象进行媒介组织文化特征的测量。共获得有效样本255人。通过调查统计,从现状文化类型、期望文化类型,以及文化一致性等方面对重庆电视台组织文化特征进行了研究,获得了以下结论:一、重庆电视台组织文化现状类型为层级型,主导的组织文化类型为层级文化,其次是市场文化,再次是权变文化,最后为团队文化。层级文化作为该组织主导文化特征不明显,缺乏强度,即主导文化不够强势。二、重庆电视台组织文化现状六个维度文化类型之间存在差异,与现状类型也有差异。三、重庆电视台文化一致性方面(一)横向方面,组织各部门的文化类型与母文化的一致性不够,亚文化现象突出。子文化与母文化冲突明显。各部门文化类型差异也较为明显,宣传部门多以层级文化为主导,趋向于稳定与控制,且更注重内部环境。产业部门多以市场文化为主导,趋向于灵活与自由,更注重外部环境。但各部门主导文化都体现出其强势地位,与母文化的主导文化强度不够形成了对比。(二)纵向方面,管理层与员工层文化间有冲突,文化一致性有一定缺失,表明层级间的沟通不够良好,即纵向信息交流不够畅通,也反映出整个组织的文化的主导类型还不够突出,不够强势。四、团队文化在整个现状类型中尤为缺失。从现状文化类型、以及六个维度与各部门文化类型的分析中看出,团队文化几乎都处于四种文化的最末位,表明组织对于团队文化建设较为不重视。组织对员工的关心不够,尤其在员工的培训,以及员工参与组织事务显得缺乏。员工凝聚在一起的不是相互间的信任和关爱,主要还是依靠层级文化中的工作制度来加以管理,员工对组织的忠诚度不高。五、现状文化与期望文化比较结果显示期望文化与现状文化差异较大。现状文化趋向稳定控制和注重内部环境,期望文化则趋向于灵活自由与注重外部环境。期望文化主导特征明显,其主导文化为权变文化,且强度明显。总结,现状文化类型为层级文化,但主导文化强度缺乏,文化的一致性较差,团队文化缺失严重。期望文化与现状文化差别大,主导文化强度大。以上结论表明组织文化正处于转型时期,组织文化变革势在必行。更多还原

【Abstract】 The Chinese television stations, which were born to be the propaganda tool, have been undergoing a transition period from the mouthpiece of the Communist Party to commercial organizations since the early 1990s. As their administrators are well adapted to the competitive environment, some provincial televisions have stood out and the ratios have risen by a great margin after their structural adjustment, leaving many still in hot water.The organization culture studies in China, which emerged in the mid 1980s, are abundant in the industrial sector, but insufficient in the cultural sector. As to the television stations, researches are mostly done from the media management prospective, lacking of organization culture studies though some local televisions have extracted their own core value yet very few demonstrated uniqueness. This essay researches through genuine samples to arouse television organizations’ intention of establishing their characteristic organization culture.By studying the character of China Chongqing Television’s organization culture, the essay makes suggestions on reform and structural adjustment, which are also applicable to other television organizations on various levels. The research statistics displays six dilemmas or differences between the expectations and status quo of CQTV, including the unclear goal of vertical cultural nurture, loose management, and the internal conservative pressure. All the research leads to the conclusion that an organization culture transition is imperative.This research measures the characteristic of media organization culture by using CVF and OCAI. We have got 255 available texts. Through investigation, we make research to CQTV’s organization culture in the aspects of current culture style, hoping culture style and culture coincidence. Finally we make the following conclusions.Firstly: CQTV’s organization culture is the style of levels and ranks whose mainstream one is the levels and ranks culture, the next is market culture, the third is flexibility culture. The levels and ranks culture has not played a significant role as mainstream culture, which lacks intensity. That is to say the mainstream culture is not strong.Secondly: there is existing differences among the presence of organization culture and the other five aspects as well as with presence style.Thirdly: in the aspect of CQTV culture’s coincidenceOne: horizontally, the organization’s branches’ cultural kinds can not coincident with mother culture. Subculture is outstanding. The conflict between mother culture and subculture is clear. The differences among branches are also clear. Publicity organ led by levels and ranks culture becomes smarter and freer. And it focuses more on external environment. But these branches’ mainstream culture is strong, which can’t contrast with organ culture’s mainstream culture intensity.Two: vertically,there are conflicts between management level and workforce level. Culture’s coincidence has some shortcomings, which shows that communication in the levels and ranks is not good. It means that vertical communication is jammed. And it also means that the whole organization’s culture’s mainstream’s style is not outstanding and powerful.Team culture in the whole presence style is especially missing. From the analysis of the status quo cultural type, as well as the six dimensions of culture with various departments cultural types, the team culture, is nearly placed in the lowliest places in the four kinds of culture, and it indicating that the building of the team culture has not been taken seriously by the organization. The Organization is lack of concern for employees, especially in staff training, and employee participation in organization affairs appears to be lacking. Employee’s coagulating together is not the trust and care of mutually, but mainly still relying on work systems within hierarchy culture to take into the management. The employee’s loyalty to the organization is not high.The status quo culture and expected culture comparison showed that the difference between expected culture and the status quo culture is big. The status quo culture inclines to stability control and focuses on the internal environment while expected culture inclines to vivid freedom and flexibility with focus on the external environment. The dominant feature of Expected culture is clear, it the predominant culture changes the culture for the power, and the strength is obvious.Summary, the status quo cultural type is the level culture, but the leading culture intensity lacks, the cultural uniformity is worse, the team culture flaw is serious. The difference between expected culture and the status quo culture is great; the leading culture intensity is big. The above conclusion indicated that the organization culture is being in the reforming time, the organization culture transforms imperative.更多还原