MOB CLASS THURSDAY

WEEK 3 1- CULTURE
 AGENDA
• Jieliang
• The 3 cases (facebook/google, slaughterhouse, sex in the city) interpreted
from the perspective of Deal & Kennedy
• The 3 cases interpreted form the perspective of Quinn and Cameron
• Box Inc. and the organizational dynamics model.
 DEAL & KENNEDY
• Diagnose the cases based on the dimensions in Deal and Kennedy.
• Assume that you want to change the culture from one box to another what
will you do?
 QUINN & CAMERON
• Diagnose the cases based on the dimensions in Quinn and Cameron.
• Assume that you want to change the culture from one box to another what
will you do?
 BOX INC CAN THEY CONTINUE TO
GROW?
• Box Inc. are considering what is key in their culture for their success
• They are asking how they can keep the key culture for their success
(entrepreneurship etc.)
• What should be changed in order to support their culture.
WHAT ARE THE ELEMENTS OF
CULTURE?
 TOOLKITS – CULTURAL ACTION
SCRIPTS THAT WE CAN USE.
• DESIGN AND DEVELOPMENT:
• We can use the ”given” practice to reform, change and develop artefacts.
• Alessi: Steel and art -

• LEADING AND MANAGEMENT:

• Task oriented, person oriented, Barami

• HOW WE SHOULD ORGANIZE:

• Hierarchies, heterarchical, delegation or……..
CATEGORIES – CONCEPTUAL DISTINCTION
• Male • Female
• Director/manager • Factory worker
• Office worker • Receptionist
• Doctor • Model
• Government officer • Student
• Journalist • Waitress
• Engineer • Airhostess
 FRAMES – THAT DELIMIT WHAT
WE PAY ATTENTION TO

• Queen Saovabha Phongsri

STORIES – CREATING ANECDOTES
ON LEADERSHIP
 TASK 1
• Find the different cultural elements:
• Values/assumptions = statements of what we prefer, hold dear, or desire
• Categories= supply systems that define and structure conceptual distinctions
• Toolkit= a set of components that actors use to construct actions
• Frames = Filters and brackets that delimit what we pay attention to
• Stories/narratives = casually-linked sequences of events with a beginning, a
middle and an end.

• Notice Giorgi et al 2015 do not talk about the actants explicitly only in her
examples.
 SEEING THE WHOLE CULTURES
DYNAMIC AND WHAT TO CHANGE
 ORGANIZATIONAL DYNAMICS
MODEL AND BOX INC.
• Find some key assumptions in Box Inc.
• How are this assumption made manifest in the values?
• Find a key value in Box Inc.
• How are this value realized in an artifact?
• Find a key artifact in Box Inc.
• How is this artifact symbolized in a symbol?
• Find a key symbol in Box Inc.
• How is that symbol used to interpret and confirm basic assumptions
 MAKING BOX CONTINUOUSLY
INNOVATIVE AND ENTREPRENEURIAL
• Discuss and explain how you would avoid Box inc. to loose its level of
innovation and entrepreneurial spirit.
• You must point toward WHAT you would change, and which process that
involves.