Corporate Culture: From Vicious to Virtuous CirclesThe culture of an organization exerts a powerful influence on motivation, performance and profits. Correctly managed, it can foster the sort of values that make an organization strong. The ability to understand, control and develop this culture is therefore a vital senior management skill. |
Contents
List of Figures | 7 |
Culture and Leadership | 17 |
Visualizing a Corporate Culture | 26 |
Copyright | |
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achieved Action Science Annheuser-Busch BA's BAHCO British Airways bubbles Carstedt cent Chapter Charles Handy clients Colin Marshall conflict consultants Contact cooperative corporate culture create creative cultural change customers cybernetic dealers designers develop dilemmas drivers effect employees environment example feedback Figure Fons Trompenaars French functions hierarchy Hurst ideas individual industry innovation Insead integrated interview investment Japanese leaders learning Left brain Lindström macro-culture Melohn ment Meredith Belbin NATD North American Tool operations organization organizational paradigm patterns performance person problem profit programme reconcile relationships responsibility Right brain rituals Runcorn Russelsteel safety Saratoga Saratoga-KE share skills staff Steve Jobs strategy style subordinates success Sweden Swedish symbols Teamsters tion ture values versus vicious circle virtuous circle vision Volvo France West Germany Western Oil whole Wolff Olins workers