Corporate Culture: From Vicious to Virtuous CirclesThe culture of an organization defines appropriate behaviour, bonds and motivates individuals and asserts solutions where there is ambiguity. It governs the way a company processes information, its internal relations and its values. It functions at all levels from subconscious to visible. In the world of increasingly "flat" companies and sophisticated "knowledge-based" products, control and understanding of an organization's corporate culture are a key responsibility of leaders, as well as a vital tool for mangement if it is to encourage high performance and maintain shareholder value |
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