Corporate culture for competitive edge: a user's guide
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | Undetermined |
| Veröffentlicht: |
London
Economist Publ.
1990
|
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | V, 182 S. |
| ISBN: | 0850582946 |
Internformat
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Datensatz im Suchindex
| _version_ | 1804144542833704960 |
|---|---|
| adam_text | Table of Contents
List of Tables iii
List of Figures iv
About the Author v
Foreword 1
1 The Concept of Corporate Culture 3
Basic Observations about Corporate Culture 4
The Definition of Culture. 9
Culture and Leadership 10
The Leader as Harmoniser of Complexity 12
Classifying a Culture 15
Why are Corporate Cultures Concerned with Opposites? 16
Visualising a Corporate Culture 19
Action Checklist 24
2 Conflict in the Workplace 25
Introduction 25
Western Oil: a Culture for Safety 29
Annheuser-Busch 38
Action Checklist 47
3 Hierarchy and Communication 49
Equality in Business 49
British Airways 55
Bahco 71
Summing Up °*
Action Checklist 82
4 How Should Corporations Think? 83
Left Brain and Right Brain 83
The Boxes and Bubbles of Russelsteel 91
Action Checklist l03
5 Two Versions of Capitalism: Individualist or Cooperative? 105
The Difference between Asia and The West 105
Volvo l09
North American Tool and Die 122
Using the Macro-Culture 130
Action Checklist 131
i
6 Where Angels Fear - Intervening to Change Your Corporate Culture 133
Modes of Intervention 134
1. Find The Dangers 135
2. Bring Conflicts Into The Open 137
3. Play Out Corporate Dramas Based On Your Findings 141
4. Reinterpret The Corporate Myths 143
5. Look at Your Symbols, Images and Rituals 146
6. Creating New Learning Systems 149
Conclusion 151
Appendix I Using Corporate Identity Consultancy 155
Identity and Culture 155
Who are the Main Corporate Identity Consultants? 158
Appendix II Who Does What, Where And How 159
The McKinsey Model 159
Meredith Belbin 162
Corporate Renewal Associates 164
MIT Systems Dynamics Group 165
Argyris and Schon 167
Juanita Brown 169
James Wilk Associates 171
Piper Trust 172
Other Consulting Organisations 174
Appendix III Resource Index 177
Where to Get Help with Different Elements of Corporate Culture 177
ii
List of Tables
Table 2.1 Culture checklist used by Meridian at Annheuser-Busch 45
Table 2.2 The Rocks and the Whirlpool 46
Table 3.1 The attachment of different functions to hierarchy 51
Table 3.2 National attachment to hierarchy 52
Table 3.3 Real and rhetorical worlds in BA 68
Table 4.1 Left- and right-brain characteristics 83
Table 4.2 Left- and right-hemisphere managers (Figures in %) 86
Table 4.3 Left- and right-hemisphere job functions (Figures in %) 87
Table 4.4 Boxes and bubbles 97
Table 5.1 Attitudes towards Management: France and Sweden Compared 117
Table 6.1 The mechanics of culture change 134
Table App.II.l The dichotomies between cold triangles and warm squares 161
iii
List of Figures
1.1 Schein s three levels of culture 10
1.2 Simple quadrant by Deal and Kennedy 15
1.3 Culture quadrant by Roger Harrison 16
1.4 Culture quadrant by Charles Handy 16
1.5 Avoid both horns of a dilemma 20
1.6 Basic cultural template 21
2.1 Constructive relations and union participation in selected countries 27
2.2 Management talent at motivating the workforce in selected countries 28
2.3 The four-step problem-solving process 44
3.1 Willingness of managers to delegate authority in selected countries 54
3.2 BA s version of the seven S diagram 63
3.3 BA s Mean and mean or fat and happy dilemma 65
3.4 Caring for middle management 66
3.5 Political deal-making 67
4.1 How credible are corporations? 90
4.2 The push and the product 90
4.3 Return on net assets (RONA) trend at Russelsteel 102
4.4 Russelsteel s inventory turns trend 1984-87 102
5.1 Collaborative values (in IBM executives) and economic growth 106
5.2 Technology, creativity and corporate willingness to exploit innovation 107
5.3 New registrations 1978-88: Volvo s market share in France 119
5.4 Goran Carstedt s learning system 120
App. II.l The McKinsey seven S diagram 175
App. II.2 Whole brain model 175
App. II.3 CRA s diagnostic framework 176
iv
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| indexdate | 2024-07-09T23:05:13Z |
| institution | BVB |
| isbn | 0850582946 |
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| spelling | Hampden-Turner, Charles 1934- Verfasser (DE-588)136086519 aut Corporate culture for competitive edge a user's guide Charles Hampden-Turner London Economist Publ. 1990 V, 182 S. txt rdacontent n rdamedia nc rdacarrier HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=021698807&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Hampden-Turner, Charles 1934- Corporate culture for competitive edge a user's guide |
| title | Corporate culture for competitive edge a user's guide |
| title_auth | Corporate culture for competitive edge a user's guide |
| title_exact_search | Corporate culture for competitive edge a user's guide |
| title_full | Corporate culture for competitive edge a user's guide Charles Hampden-Turner |
| title_fullStr | Corporate culture for competitive edge a user's guide Charles Hampden-Turner |
| title_full_unstemmed | Corporate culture for competitive edge a user's guide Charles Hampden-Turner |
| title_short | Corporate culture for competitive edge |
| title_sort | corporate culture for competitive edge a user s guide |
| title_sub | a user's guide |
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