ORGANIZATIONAL*CULTURE**SUMMARY*UAS*

CHAPTER*14:*HOW*LEADERS*EMBED*AND*TRANSMIT*THEIR*CULTURE*

!! Through(charisma!(ability(to(capture(the(subordinates(attention(and(to(
communicate(major(assumptions(and(values(in(a(vivid(and(clear(manner(
(hard(and(rare(thing(to(have(or(predict).(
!! Embedding(Mechanisms:(
"! Primary*Embedding*Mechanisms!(leaders(are(the(one(who(do(the(
actions(( (
"! what(leaders(pay(attention(to,(measure(and(control(regularly((
"! how(leaders(react(to(crisis( (
"! how(leaders(allocate(resources( (
"! role(modeling,(teaching(and(coaching( (
"! how(leaders(allocate(rewards(and(status( (
"! how(leaders(recruit,(select,(promote(and(dismiss.( >(
importance(of(consistency)in(primary(mechanisms,(as(well(as(
emotional(displays(and(informal(messages((more(powerful(
than(formal(ones)( (
(
"! Secondary*Articulation*and*Reinforcement*Mechanisms(!(
through(artifacts(
"! organizational(design(and(structure( (
"! systems(and(procedures( (
"! rites(and(rituals( (
"! design(of(physical(space( (
"! stories,(myths( (
"! formal(statements(of(vision,(mission,(strategy(=(espoused(
values.( (
*
CHAPTER*15:*The*Changing*Role*of*Leadership*in*Organizational*Midlife*
*
As(organizations(mature(and(differentiate,(the(role(of(leaders(changes.(!(
One(of(the(critical(functions(of(leadership(is(to(recognize(the(cultural(
consequences(of(different(ways(of(differentiating.(Differentiation(happens(
on(the(basis(of:(
"! Function/occupation:(derive(from(the(technology(and(occupational(
culture(of(the(function(
"! Geography:(As(the(organization(grows(geographically,(it(becomes(
necessary(to(create(local(units(
"! Product,*market*or*technology:(As(organizations(mature,(they(
typically(differentiate(themselves(in(terms(of(the(basic(technologies(
they(employ,(the(products(this(leads(to,(and/(or(the(types(of(
customers(they(ultimately(deal(with.(
"! Divisionalization:(Organizations(often(divisionalize(in(the(sense(of(
decentralizing*
"! Hierarchy:*As(the(number(of(people(in(the(organization(increase,(it(
becomes(increasingly(difficult(to(coordinate(their(activities(!(create(
additional(layers(in(the(hierarchy(so(that(the(span(of(control(of(any(
give(manager(remains(reasonable(
(
CHAPTER*16:*WHAT*LEADERS*NEED*TO*KNOW*ABOUT*CULTURE*CHANGES*
Leaders(need(to(be(aware(of(how(culture(changes(naturally.(Schein(
distinguishes(10(culture(change(mechanisms,(depending(on(the(stage(of(the(
groups(evolution:(
(
A.!Founding*and*Early*Growth*
"! Main(cultural(thrust(comes(from(founders(and(their(assumptions(
"! Emphasize(on(differentiating(from(the(environment(and(other(
organization(

2(
 "! Biased(toward(certain(business(functions(
"! Changing(the(culture(would(be(ignored(or(resisted(
(
B.!Transition*to*Midlife*
"! Relinquish(control(to(appointed(managers(
"! Occur(slowly(or(rapidly(
"! Conflicts(arise(from(the(elements(of(culture(itself(
"! Harder(to(change(in(this(stage(compared(to(Growth(since(culture(
is(already(embedded(
(
C.! Organization*Maturity*and*Possible*Decline*
"! Strongly(held(basic(assumptions(becos(it(had(a(long(history(of(
success(
"! Resist(to(reexamine(those(assumptions(
"! Justification(of(the(past(and(are(the(source(of(their(pride(and(self(
esteem(
(

(
(

3(
 1.! Incremental*Change:(not(under(too(much(external(stress(and(the(
founder(are(around(for(a(long(time.(
a.! General*Evolution:(corporate(culture(adaptation(towards(
external(and(internal(structure,(retained(basic(assumptions(with(
change(appearance,(creates(new(behavior(pattern(which(shift(
basic(assumption,(inevitable(consequence(of(growth(and(
differentiation.(
b.! Specific*Evolution:*adaptation(of(specific(parts(of(organization,(
differences(are(tolerated(and(minimized.(
(
2.! Insight*(Self[guided*Evolution):(members(examine(their(culture(and(
redefine(some(of(the(cognitive(elements.(
3.! Hybrids*(Managed*evolution):(systematic(promotion(of(insiders(
whose(assumptions(are(viewed(as(better(adapted(to(the(new(external(
realities.(
(
4.! Systematic*promotion*(from*subcultures):*leaders(evolve(midlife(
organization(by(assessing(SWOT(of(subcultures,(and(promoting(people(
from(one(subculture(to(key(power(positions.(This(occurs(very(slowly.(
5.! Technology*seduction:*culture(changes(may(happen(because(of(the(
introduction(of(new(technology.(E.g.)The)introduction)of)cell)phones)
for)all)operators)has)not)only)made)field)operations)more)efficient)but)
has)changed)relations)between)supervisors)and)front;line)employees.)
6.! Infusion*of*Outsiders:(by(changing(the(composition(of(the(dominant(
groups(or(coalitions(in(an(organization.(E.g.)Board)of)Directors)brings)in)
a)new)CEO)from)outside)the)organization)because)of)acquisition,)
merger,)or)leveraged)buyout.)
)
7.! Scandal*and*Explosion*of*myths:(culture(change(occurs(when(
incongruities(exist(between(espoused(values(and(basic(assumptions,(
create(a(public(and(visible(scandal(that(cannot(be(hidden(or(denied,(or(
triggered(by(a(disastrous(accident.)
!! Public(scandals(force(senior(executives(to(examine(norms(and(

4(
 practices(and(assumptions(that(were(taken(for(granted(and(operated(
out(of(awareness.( (

!! Scandals(create(the(conditions(for(new(practices(and(values(but(they(
become(new(cultural(only(if(produce(better(results.( (

8.! Turnarounds:(a(combination(of(many(of(the(preceding(mechanisms,(
fashioned(into(a(single(program(by(strong(leaders.(Two(leadership(
models:((
(
Transformational(Leadership:(strong(vision(model,(clear(vision,(
specifies(actions,(and(consistently(rewards(efforts.(
!works(well:(predicted(future(and(available(of(a(visionary(leader.(
Fuzzy(Vision(Leadership:(states(forcefully(a(current(intolerable(and(
that(performance(must(improve(within(a(certain(time(frame(
!Relies(on(the(organization(to(develop(new(visions(of(how(to(
actually(get(there(
!works(well(:(the(turnaround(manager(is(outsiders(and(dynamic(
unpredicted(future(
!Longer!range(organization(development(programs(
(
9.! Mergers*and*Acquisition:(cause(culture(clash.(Action(can(be:(do(
nothing(and(let(both(culture(evolve(by(their(selves;(one(culture(will(
dominate(and(either(convert(or(excommunicate(the(members(of(other(
culture;(or(blend(the(two(cultures(by(selecting(elements(of(both(
cultures.(
(
10.! Destruction*and*Rebirth:(a(culture(or(some(of(its(elements(can(
be(destroyed(by(removing(the(key(culture(carriers((by(firing(old(top(
managers(and(replacing(them).((
(
(
(

5(
CHAPTER*17:*CONCEPTUAL*MODEL*OF*MANAGING*CULTURE*CHANGE*
Dynamics(of(organizational(change(in(a(human(system(derived(originally(
from(Kurt(Lewin((1947).(He(defines(3(stages(of(learning/change:((
(
o(unfreezing*/creating(the(motivation(to(change:(Schein(calls(it(
disconfirmation,((transformative(change(implies(that(the(person(or(group(
that(is(the(target(of(change(must(unlearn)something(as(well(as(learn(
something(new.(((p.(301)(>(unlearning(is(the(most(painful(part.((
o(learning*new*concepts,*meanings*and*standards*for*judgment:(learning(
happens(when(survival)anxiety)is(stronger(than(learning)anxiety.) (
There(are(two(ways(to(learn:((
( ( ((imitation(and(identification(with(role(models((less(sustainable)((
( ( ((trial!and!error(and(inventing(your(own(solutions.( (
o(Refreezing*/(internalizing(new(concepts,(meanings(and(standards((
5(key*principles*for(managed(culture(change:((
!! Survival(anxiety(or(guilt(must(be(greater(than(learning(anxiety((
!! Learning(anxiety(must(be(reduced(rather(than(increased(survival(
anxiety( (
!! Change(goal(must(be(defined(concretely(in(terms(of(the(specific(
problem(you(are(trying(to(fix,(not(as((culture(change(( (
!! Old(cultural(elements(can(be(destroyed(by(eliminating(the(people(who(
(carry(them(,(but(new(cultural(elements(can(only(be(learned(if(the(
new(behavior(leads(to(success(and(satisfaction.( (
!! Culture(change(is(always(transformative(change(that(requires(a(
period(of(unlearning(that(is(psychologically(painful. (
( (

6(
CHAPTER*18:*CULTURAL*ASSESSMENT*TECHNIQUE*(10[STEPS)*
Rapid(Deciphering:(
1! Obtaining(Leadership(Commitment(
2! Selecting(Groups(for(Self!Assessment(
3! Selecting(an(appropriate(setting(for(the(group(self!assessment(
4! Explaining(the(purpose(of(the(group(meeting(
5! A(short(lecture(on(how(to(think(about(culture(
6! Eliciting(descriptions(of(the(artifacts(
7! Identifying(espoused(values(and(beliefs(
8! Identifying(shared(underlying(assumptions(
9! Identifying(cultural(aids(and(hindrances(
10!Decisions(on(next(steps(
(
(
CHAPTER*20:*THE*LEARNING*CULTURE*AND*THE*LEARNING*LEADER*
*
A.!Proactivity:(active(problem!solving(leads(to(learning(
B.! Commitment(to(learning(to(learn!(A(learning(culture(must(therefore(
value(reflection(and(experimentation(
C.! Positive(assumptions(about(human(nature!(Humans(are(basically(
good.(!(A(cynical(attitude(toward(human(nature(is(bound(to(create,(
at(best,(bureaucratic(rigidity,(and(at(the(worst(time,(counter!
organizational(subgroups.(
D.!Belief(that(the(environment(can(be(managed(
E.! Commitment(to(truth(through(pragmatism(and(inquiry(!(No(one(
expert(enough(to(provide(answer(alone(in(complex,(uncertain(world.(
F.! Positive(orientation(toward(the(future(
G.!Commitment(to(full(and(open(task!relevant(communication((
!(communication(and(information(are(central(to(the(organizational(
well!(being(and(must(therefore(create(a(multichannel(communication(
system(that(allows(everyone(to(connect(to(everyone(else(

7(
 !(Interpersonal(openness(must(be(combined(with(task!relevant(
information((otherwise(information(overload).(
H.!Commitment(to(cultural(diversity(
I.! Commitment(to(systemic(thinking(!(The(learning(leader(must(believe(
that(the(world(is(intrinsically(complex,(non!linear,(interconnected,(and(
over!determined(in(the(sense(that(most(things(are(multiply(caused.(
J.! Belief(that(cultural(analysis(is(a(valid(set(of(lenses(to(understand(and(
improve(the(world.(
(
(
CHAPTER*21:*CULTURAL*ISLANDS*
Two(techniques(proposed(by(Schein(to(overcome(multicultural(traps(in(
groups/(teams:((
o(temporary*cultural*island:(situation(in(which(the(rules(for(having(to(
maintain(face(are(temporarily(suspended(so(that(we(can(explore(values(
and(tacit(assumptions,(especially(around(authority(and(intimacy.(E.g.(
checklist(is(a(form(of(cultural(island((you(can(understand(it(no(matter(
your(culture,(status(or(relation(to(each(other).((
o(focused*dialogue:(starts(with(check!in(and(then(talking(to(the(campfire,(
to(avoid(face!to!face(conversations.((
(

8(