Organisational culture:
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
London
Financial Times Pitman Publ.
1998
|
| Edition: | 2. ed. |
| Series: | Financial Times Management
|
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XIII, 318 S. |
| ISBN: | 0273631470 |
Staff View
MARC
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| 245 | 1 | 0 | |a Organisational culture |c Andrew D. Brown |
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| 650 | 4 | |a Organizational behavior | |
| 650 | 4 | |a Organizational change | |
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Record in the Search Index
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|---|---|
| adam_text | CONTENTS List of figures vii
List of exhibits viii
List of mini cases ix
Preface xi
Acknowledgements xiii
1 An introduction to organisational culture 1
Objectives • Introduction • Organisational culture: origins of the current interest •
Intellectual origins • Organisational culture and organisational theory • Organisational
culture: definitions of a concept • Culture as metaphor • Contents of an organisational
culture • Culture, interpretation and meaning • Summary and conclusions • Key concepts •
Questions • Case study A culture in transition: Bassett Foods pic • Notes
2 Exploring organisational culture 41
Objectives • Introduction • The sources of organisational culture • The development of
organisational culture • The perpetuation of organisational culture • Discovering
organisational culture • Typologies of organisational culture • Assessing the strength of
an organisational culture • Summary and conclusions • Key concepts • Questions • Case
study Exploring organisational culture: Omega College • Notes
3 Discovering issues in organisational culture 83
Objectives • Introduction • Culture, subculture and multiculturalism in organisations •
The functions of organisational culture • Culture and identity • Culture for all? • Culture
and learning • Culture and groupthink • Culture and ethics • Organisational culture and
postmodernism • Summary and conclusions • Key concepts • Questions • Case study
Politics, symbolic action and myth making at Bassett Foods pic
4 Understanding organisational culture change 115
Objectives • Introduction • Issues in understanding culture change • Models for
understanding culture change • Lessons from the models of culture change • Rethinking
culture change: the role of culture • Final thoughts • Summary and conclusions • Key
concepts • Questions • Case study Understanding culture change at the Royal Mail,
Gamma District • Notes
5 Managing organisational culture change 160
Objectives • Introduction • The feasibility of managing organisational culture • A framework
for managing organisational culture • Managing culture: the role of human resource
V
CONTENTS
management • Managing culture • Strategies for cultural change • A model for the man¬
agement of culture change • Final thoughts • Summary and conclusions • Key concepts •
Questions • Case study Managing culture at Digital Equipment Company (UK) Ltd • Notes
6 Organisational culture, strategy and performance 207
Objectives • Introduction • Culture strategy and performance • Implementing strategy •
Mergers, acquisition and culture • Understanding culture and strategy • Culture and
performance • Understanding culture, strategy and performance • Summary and
conclusions • Key concepts • Questions • Case study Culture, strategy and performance
at Shell Chemicals (UK) • Notes
7 Integrative case studies 253
Hierarchy and handshakes: how things happen at Renault Vehicules Industriels • Renault
and Volvo: a broken engagement • Tudor Rose: a glimpse of organisational culture • The
management of change in the NHS: a study of the Resource Management Initiative • Stanhof
Systems a merger made in heaven? • Notes
8 Conclusions 292
Objectives • Introduction • Reviewing organisational culture • Organisational culture: an
academic field of interest • Conclusions
References 298
Name index 305
Index 311
LIST OF FIGURES 1.1 Classifying definitions of organisational culture 9
1.2 Manifestations of culture: from shallow to deep 11
1.3 Levels of culture and their interaction 12
1.4 Bassett Foods pic 36
2.1 The perpetuation of organisational culture 55
2.2 Culture and socialisation 59
2.3 Handy s four organisational cultures 66
2.4 The evolution induced dimension 73
2.5 The internal induced dimension 73
2.6 Examples of strong and weak cultures 76
2.7 Omega College of Technology 78
4.1 The organisational learning cycle of culture change 119
4.2 The cycle of cultural evolution in organisations 124
4.3 Growth stages, functions of culture, and mechanisms of change 128
4.4 Cultural change as an incremental process 137
4.5 Understanding organisational culture change: three related domains 140
4.6 Gamma District: organisation structure 152
5.1 Normative systems model for organisational change 190
5.2 Digital (UK) Ltd: summary overview of desired state culture 201
5.3 Cultural matrix for the evaluation of human resource programmes 205
6.1 Assessing cultural risk 215
6.2 Culture and effectiveness model 234
6.3 Understanding culture, strategy and performance 243
6.4 Structure of the Royal Dutch/Shell Group of Companies 248
6.5 Shell Chemicals, performance data 249
7.1 NHS organisation structure 276
7.2 Information systems overall architecture 279
7.3 Sources of data for case mix 280
LIST OF EXHIBITS
1.1 Definitions of organisational culture 7
1.2 Mission statements 14
1.3 Corporate architecture in British Railway companies 15
1.4 The language of corporate takeovers 17
1.5 Organisational stories 19
1.6 Common organisational stories 20
1.7 Three examples of organisational rite 22
1.8 Organisational norms developed by the Los Angeles Olympic Organizing Committee 23
1.9 A classification of functions and types of organisational symbolism 24
1.10 A selection of beliefs/values commonly found in commercial organisations 27
2.1 The sources of an organisation s culture 42
2.2 Hofstede s analysis of national cultural differences 44
2.3 Australian individualism: Foster McKensie Pharmacy 45
2.4 Business recipes in south east Asia 47
2.5 Culture analysis questionnaire: diagnosing organisation ideology 61
2.6 Sample semistructured interview questions 65
2.7 Typology of organisational cultures 72
2.8 Measuring the strength of an organisational culture: an artefactual approach 74
2.9 Principal power at Omega College 80
3.1 Non managerial subcultures 85
4.1 The Post Office mission statement 154
4.2 Letter from the Personal Assistant to the Chief Executive of the Post Office 157
5.1 Principles of cultural change 163
5.2 Some problems associated with culture analysis 165
5.3 Can culture change be managed? 197
6.1 Organisational culture and strategy: the Miles and Snow typology 222
7.1 Employment at RVI 256
LIST OF MINI CASES
1.1 Jan Carlzon: A hero in decline at SAS? 25
1.2 Philips Electronics 29
1.3 Cadbury 32
2.1 Leadership and organisational culture in the Bouygues Group 49
2.2 Shareholder influence at HomerLines 51
2.3 The cultures of two university departments: cold fusion and social kinetics 53
2.4 The perpetuation of organisational culture at Disneyland 56
2.5 The Management Services Division of the Pakistan Cabinet Secretariat: a role culture 68
3.1 General Motors 87
3.2 Culture for all at Aussie Co.? 95
3.3 Organizational culture, gender and career narratives 98
4.1 Culture change at Ciba Geigy 121
4.2 Culture change at Nissan 126
4.3 Birth and early growth: culture change at the Garibaldi School 130
4.4 Organisational maturity: turnaround at BAHCO 134
4.5 Incremental culture change at Industrial Products Limited 138
4.6 Culture change at British Airways 144
5.1 Managing culture at First Direct 177
5.2 Symbolic leadership at Telecommunications Inc. (TI) 181
5.3 Managing culture change at Hambro 194
6.1 Strategy formulation at Regional Industrial Bank (RIB) 214
6.2 Culture, strategy and innovation at Smith Electronics 216
6.3 Quality at CSL 219
6.4 The Acme and Equatorial advertising agencies: a clash of cultures 223
6.5 Culture and performance at National Petroleum Company (NFC) 228
6.6 Culture and performance at Jaguar Cars 237
6.7 IKEA: evolution of a high performance culture 240
|
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| indexdate | 2024-07-09T18:18:30Z |
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| language | English |
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| physical | XIII, 318 S. |
| publishDate | 1998 |
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| spelling | Brown, Andrew D. Verfasser aut Organisational culture Andrew D. Brown 2. ed. London Financial Times Pitman Publ. 1998 XIII, 318 S. txt rdacontent n rdamedia nc rdacarrier Financial Times Management Organisatiecultuur gtt Corporate culture Organizational behavior Organizational change Organisationskultur (DE-588)4115463-0 gnd rswk-swf Soziologie (DE-588)4077624-4 gnd rswk-swf Organisationskultur (DE-588)4115463-0 s Soziologie (DE-588)4077624-4 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008054326&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Brown, Andrew D. Organisational culture Organisatiecultuur gtt Corporate culture Organizational behavior Organizational change Organisationskultur (DE-588)4115463-0 gnd Soziologie (DE-588)4077624-4 gnd |
| subject_GND | (DE-588)4115463-0 (DE-588)4077624-4 |
| title | Organisational culture |
| title_auth | Organisational culture |
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| title_full | Organisational culture Andrew D. Brown |
| title_fullStr | Organisational culture Andrew D. Brown |
| title_full_unstemmed | Organisational culture Andrew D. Brown |
| title_short | Organisational culture |
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