Critically Discuss about Whether Organizational Management can be Managed
3.1 The main purpose of this article
In the same way asdebatedin the literature review, organizational culture has a role-playing in thecorporationexpansion. Organizationalculture has aproximate affiliationwith organizational performance (Denison, 2005). The associate meansto surveythe organizational culture theories and casesand then include such structureinto the school culture.Explicitly, school culture is vastlyoccupiedwith organizational performance.Such as, effective knowledge management helps with the successof high organizational performance and facilitatesthe squadto formulatecompleteuse of their human resources (Davidson & Voss, 2002). School culture helpsthe procedureof knowledge management throughpressurizingits members’ thinking pattern and values.Conversely, school culture also is looked uponas the majorfactor effectingresourcefulfunction of knowledge management.Consequently, whether culture of aschool can be managed or not is of great significance.
The pointof the pieceis to offeran answer to the research question. Tons of specialistshave spoken their opinions about the question.As, some think cultures can be administeredas one part of strategic management; others think cultures are the natural products of social interaction, and develop and change over time.
批判性讨论是否可管理的组织管理
3.1本文的主要目的
以同样的方式asdebatedin文献回顾，组织文化有一个角色扮演的thecorporationexpansion。 Organizationalculture aproximate affiliationwith组织绩效（丹尼逊，2005年）。联营公司meansto surveythe组织文化理论和casesand包括这样的structureinto的学校culture.Explicitly，学校文化是vastlyoccupiedwith组织performance.Such的，有效的知识管理帮助的successof组织绩效和人力资源的facilitatesthe squadto formulatecompleteuse的（Davidson＆沃斯，2002）。学校文化helpsthe procedureof的知识管理throughpressurizingits成员的思维模式和学校文化values.Conversely，也看了uponas majorfactor effectingresourcefulfunction知识management.Consequently，可以管理或文化aschool是否，不具有十分重要的意义。
pointof的pieceis至offeran研究问题的答案。吨specialistshave说他们的意见有关的question.As的，有些人认为文化可以administeredas战略管理的一部分，有些人认为文化是社会交往的天然产物，随着时间的推移，发展和改变。
