Creating corporate culture: from discord to harmony
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | Undetermined |
| Published: |
Reading, Mass. <<[u.a.]>>
Addison-Wesley Publ.
1992
|
| Edition: | 1. print. |
| Series: | The economic books
International management series |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XIV, 256 S. |
| ISBN: | 0201608014 |
Staff View
MARC
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| 245 | 1 | 0 | |a Creating corporate culture |b from discord to harmony |c Charles Hampden-Turner |
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| 264 | 1 | |a Reading, Mass. <<[u.a.]>> |b Addison-Wesley Publ. |c 1992 | |
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Record in the Search Index
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| adam_text | Contents
List of Figures ix
List of Tables xi
Acknowledgments xiii
1 What Is Corporate Culture? 1
Some Characteristics of Corporate Culture 2
Culture and Leadership 7
A Definition of Culture 12
Classifying a Culture 13
Visualizing a Corporate Culture 18
Vicious and Virtuous Circles 21
2 National Macrocultures: Which Nations
Are Developing and Why 25
Manager-Worker Tensions 26
Hierarchy or Equality in Communications 31
Analytic or Synthetic Styles of Thinking 37
Individualism or Cooperativism: Two Visions of Capitalism 47
Macrocultures and Advanced Manufacturing 52
3 Conflict in the Workplace: Oil, Beer, and Unions ... 53
Anheuser-Busch: A Decade of Cultural Improvement
through Communication 53
Western Oil: A Culture for Safety 64
A Diagrammatic Summary 74
4 The Ascent of British Airways 78
Summary 78
The Study: Turning Around in Midair 78
A Diagrammatic Summary 96
vi Creating Corporate Culture
5 Getting ICs Faster to Market: What Americans
Learned from Their Japanese Partners 99
Summary 99
The Learning Process 100
Lessons Saratoga Learned from KE 104
Mapping the Cultural Differences Between Saratoga and KE 112
Where to Begin: Using Dilemmas in Practice 120
Conclusion 124
6 The Year of Ideas:
How BAHCO Turned Around 125
Summary 125
The Study: A New Man Takes Charge 125
Conclusion 134
A Diagrammatic Summary 135
7 The Adventures of a Trojan Horse:
Boxes, Bubbles, and Russelsteel 139
Summary 139
The Study: Simple Task, Subtle Culture 139
Conclusion 152
A Diagrammatic Summary 153
8 French with a Swedish Accent:
How Volvo Doubled Sales in France 55
Summary 155
The Study: Where the Tires Meet the Road 155
Conclusion 168
A Diagrammatic Summary 169
9 The Castle of Care:
North American Tool and Die 172
Summary 172
The Study: Minute Particulars 172
A Diagrammatic Summary 181
Contents vii
10 Where Angels Fear: Intervening
to Change a Corporate Culture 184
Modes of Intervention 184
1. Find the Dangers 185
2. Bring Conflicts into the Open 188
3. Play Out Corporate Dramas Based on the Findings 193
4. Reinterpret the Corporate Myths 1%
5. Look at the Symbols, Images, and Rituals 199
6. Creating New Learning Systems 202
Conclusion 205
A Diagrammatic Summary 206
Appendices: Experts and Ideas 208
1 Who Does What, Where, and How 208
2 Resource Index 237
Bibliography 244
Index 251
List of Figures
1.1 Schein s three levels of culture 13
1.2 Simple quadrant by Deal and Kennedy 14
1.3 Culture quadrant by Roger Harrison 15
1.4 Culture quadrant by Charles Handy 15
1.5 Avoid both horns of a dilemma 19
1.6a Basic cultural template 20
1.6b Dilemma of adaptation versus integration 20
1.7 The vicious circle 22
1.8 The virtuous circle 23
1.9 The vicious circle 24
1.10 The virtuous circle 24
2.1 Constructive relations and union participation in
selected countries 29
2.2 Management talent at motivating the work force in
selected countries 30
2.3 Willingness of managers to delegate authority in
selected countries 36
2.4 How credible are corporations? 45
2.5 The push and the product 46
2.6 Collaborative values (in IBM executives) and
economic growth 49
2.7 Technology, creativity, and corporate willingness to
exploit innovation 51
3.1 The four-step problem-solving process 61
3.2 Western Oil s five major dilemmas 75
3.3 Western Oil: a vicious circle 77
3.4 Western Oil: a virtuous circle 77
4.1 BA s version of the seven S diagram 89
4.2 BA s lean and mean or fat and happy dilemma 91
x Creating Corporate Culture
4.3 Caring for middle management 92
4.4 Political deal-making 93
4.5 British Airways: a vicious circle 97
4.6 British Airways: a virtuous circle 98
4.7 British Airways: a developmental helix 98
5.1 Saratoga-KE: dilemma 1 114
5.2 Saratoga-KE: dilemma 2 115
5.3 Saratoga-KE: dilemma 3 116
5.4 Saratoga-KE: dilemma 4 118
5.5 Saratoga-KE: dilemma 5 118
5.6 Saratoga-KE: dilemma 6 119
5.7 Saratoga: a vicious circle 121
5.8 Saratoga: a second vicious circle 121
5.9 Saratoga: a virtuous circle 123
5.10 Saratoga: a second virtuous circle 123
5.11 Saratoga: a developmental helix 124
6.1 BAHCO s three major dilemmas 136
6.2 BAHCO: a vicious circle 137
6.3 BAHCO: a virtuous circle 138
7.1 Russelsteel s return on net assets (RONA) trend 150
7.2 Russelsteel s inventory-turns trend, 1984-87 152
7.3 Russelsteel: a vicious circle 153
7.4 Russelsteel: a virtuous circle 154
8.1 New registrations from 1978 to 1988: Volvo s market share
in France 166
8.2 Goran Carstedt s learning system 168
8.3 Volvo France: a vicious circle 170
8.4 Volvo France: a virtuous circle 171
8.5 Volvo France: a developmental helix 171
9.1 North American Tool and Die: a vicious circle 182
9.2 North American Tool and Die: a virtuous circle 182
9.3 North American Tool and Die: a developmental helix 183
10.1 A vicious circle 207
10.2 A virtuous circle 207
Al.l The McKinsey seven S diagram 210
A1.2 CRA s diagnostic framework 217
A1.3 Juanita Brown s circular sequence 226
Al .4 Whole-brain model 231
A1.5 The Piper vision 232
List of Tables
2.1 The attachment of different functions to hierarchy 33
2.2 National attachment to hierarchy 35
2.3 Left- and right-brain characteristics 38
2.4 Left- and right-hemisphere managers 41
2.5 Left- and right-hemisphere job functions 43
3.1 Culture checklist used by Meridian at Anheuser-Busch 62
3.2 The rock and the whirlpool 63
4.1 Real and rhetorical worlds in BA 94
7.1 Boxes and bubbles 145
8.1 Attitudes toward management: France and
Sweden compared 164
10.1 The mechanics of culture change 185
Al .1 The dichotomies between cold triangles and warm squares 211
|
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| id | DE-604.BV026112557 |
| illustrated | Not Illustrated |
| indexdate | 2024-07-09T23:05:21Z |
| institution | BVB |
| isbn | 0201608014 |
| language | Undetermined |
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| physical | XIV, 256 S. |
| publishDate | 1992 |
| publishDateSearch | 1992 |
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| series2 | The economic books International management series |
| spelling | Hampden-Turner, Charles 1934- Verfasser (DE-588)136086519 aut Creating corporate culture from discord to harmony Charles Hampden-Turner 1. print. Reading, Mass. <<[u.a.]>> Addison-Wesley Publ. 1992 XIV, 256 S. txt rdacontent n rdamedia nc rdacarrier The economic books International management series HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=021704314&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Hampden-Turner, Charles 1934- Creating corporate culture from discord to harmony |
| title | Creating corporate culture from discord to harmony |
| title_auth | Creating corporate culture from discord to harmony |
| title_exact_search | Creating corporate culture from discord to harmony |
| title_full | Creating corporate culture from discord to harmony Charles Hampden-Turner |
| title_fullStr | Creating corporate culture from discord to harmony Charles Hampden-Turner |
| title_full_unstemmed | Creating corporate culture from discord to harmony Charles Hampden-Turner |
| title_short | Creating corporate culture |
| title_sort | creating corporate culture from discord to harmony |
| title_sub | from discord to harmony |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=021704314&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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