[雙語翻譯]酒店管理外文翻譯--希臘中高端酒店的組織文化（英文）

1、International Journal of Sport Management, Recreation & Tourism Organizational Culture in Middle and Upper Level Hotel Units in Greece Thanos Kriemadis1, Michael Koniordos4, Stella Leivadi1, Christiana Mavromatis1, N

2、ickos Kartakoullis2, George Karlis3, Jacquelyn Oncescu3 1. University of Peloponnese 2. University of Nicosia 3. University of Ottawa 4. TEI Peiraia Correspondence with: Nickos Kartakoullis kartakoullis.n@unic.ac.cy Inte

3、rnational Journal of Sport Management Recreation & Tourism, Vol.1, pp.31-44, 2008 © 2008 I.J.S.Ma.R.T. All rights reserved. ISSN: 1791-874X To link to this article: http://dx.doi.org/ DOI: 10.5199/ijsmart-1791-

4、874X-1c International Journal of Sport Management, Recreation & Tourism 33 Organizational Culture Among Middle and Upper Level Hotel Units in Greece. Introduction In today’s rapidly changing environment, organization

5、al culture (OC) has become an important component to organizational effectiveness. OC’s evolution began when organizations started to question their effectiveness, and wanted to obtain and develop clearly defined goals a

6、nd objectives. OC are the basic assumptions in which a group “has invented, discovered, or developed in learning to cope with its problems of external adaptation and internal integration, and that have worked well enough

7、 to be valid” (Schein, 1984, pg. 3). These assumptions are then taught to new group members as a standard way to perceive, think, and feel in relation to problems faced. In fact, Goffee and Jones (1996) claim that OC is

8、the “glue that holds organisations together” while Gerstner (2002) adds that OC “is not just one aspect of the game – it is the game”. Part in parcel to organisations, are the diverse range of people who posses differen

9、t characteristics, values, beliefs and personalities, which influence the OC. Those who have worked in an organisation, regardless of its size, have encountered different OCs because of the diverse characteristics, goals

10、 and objectives that influence the OC in an organisation. Hence, OC is a micrograph of the world, of society, and of the different cultures of the world. Although OC’s evolution began during the early 1980s, its roots c

11、an be traced back to the 1940s where human relations became important for business survival and success. Consequently, OC became a business phenomenon after the release of four seminal books in the early 1980’s, which st

12、imulated further study and analyses among researchers. In particular, the OC literature highlighted the significance of OC in creating a strong base for the organizational performance and introduced the idea of corporate

13、 culture being manageable for improving the image and performance of an organization. Due to the growth of OC research, there was an increased interest among scientists and practitioners, who felt that too much focus wa

14、s based on OC in terms of functional and technical aspects of management in quantitative research. As such, researchers shifted their focus to qualitative research to provide a balanced perspective. Consequently, this op

15、ened a new wave of literature on leadership and differing OC variants, and led to an increased understanding of business success in the areas of communications, partnerships, and networks. The concept of OC created a hug