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Timothy Devinney
2  
 |        

ocal a

 Conditions Orgn Cultural

Orgn History
ocal

/ Technology
Sociodemographic Orgn Structure
Conditions istn of Business
ocal
 Environment Product Structr
Firm
Strategic
isposition
Orgn Cultural
Orgn History
Technology
Orgn Structure St Firm
r
istn of Business isp ateg ocal a

 Conditions
Product Structr os ic
iti ocal

/
on Sociodemographic
Conditions
a

 ocal
 Environment
Conditions
 

   

0 —n a per ect world decision

making would be logical and
rational. owever, our
decision making o ten looks
like this


   

0 —t is also a ected by organizational belie s and culture

½ 
    


0 | µsystem or paradigm¶ shared by management that includes:

è an understanding o why we are (un)success ul
è de inition o what we do and what we are
è a pool o µtacit¶ systemic knowledge

0 |nd serves as both a strength and weakness in that:

è it enables quick action without control or hinders actions that should
be taken quickly by being too strong a control
è it provides ocus to employees albeit at times an incorrect ocus
è de ines the irm¶s strategic intent or reveals its lack o intent
|

 

 

The visual mani estation

"The olitburo's Zil ˜edan"

The stories that represent ˜ymbols The actual source o power

key history
" ow Uncle Joe saved "The olitburo"
ower
us at ˜talingrad" ˜tories &
˜tructures
Myths
2


rganisational
Rituals & ˜tructures The way you are organised
The ways o doing things
Routines "The hierarchical organisation"
" veryone queues up here"
ontrol
˜ystems

ow the system measures and rewards you

"You meet or quota or your shot"

  Johnson (1992)
|

 ! "  !

˜ 

˜am Walton -
enthusiastic, listening,
˜

   ocusse & rugal
˜atellite communications
˜trong leadership at



˜am Walton visits  lattopstructure with little ˜  

istribution centre with
onuts an gives a pep power in the middle
talk rom on top o  j

˜ 
 —mportance o
all
 igh value employees
a table
merchandise at
"everyday low prices"
|lways change ahead
|nnual "Yes we can o
the industry Top management
˜am" suggestion aware o
operations
program Technology allows
or
¦eople greeters delegation without
Weekly cycle o
senior management
losing touch
regional managers ¦ro
it sharing
meetings
˜tock ownership
mpowerment  

 

 Training & learning ˜  



˜ 


  | apte
rom  eaver
 (1995)
| #  $ 

˜

 Macho personalities

˜ymbols o hierarchy:the
an behavior. ˜ 

 
˜coops an coverage o MD¶s Jaguar, portable
   major events. phones, car-parking spaces etc.
˜tories o the past. The ³press´.
Major errors in print. Technical pro uction jargon.
The street ven ors.



˜  

³˜laves to time´ to meet
ea lines or publication. We are in the newspaper
  ³¦ro uct´ evelope in hours business. The parent company
  an minutes not ays an months.



Long work hours common.
Ritualize executive meetings
at senior level.
amphasis on targetting an
bu geting.
To achieve low costs
ur pai -or- aily will always a newspaper group.
be there. The autocratic a .
Rea ers will pay or news. Departmental rivalry
| vertisers nee us. between pro uction,
We serve the local community. commercial an
We re-make our business e itorial epartments.
every ay.
Vertical, hierarchical system:
little lateral communication
an much vertical reerral.
 



 |utocratic. ˜  

˜ 



  


 



 %  &

 


0 ˜pen a ew minutes thinking o how the culture web

applies to the case o ¦hilips-Matsushita
0 aach small group shoul articulate the i erences between
the two companies on one assigne imension
0 verall what are the implications o their internal cultural
orientations on the pursuit o their strategies?
    & |

ëorces or hange

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! 


 '

0 ulture can be a amaging constraint

on the ability o the organization to
grow an evelop

or

0 ulture can be an asset that pulls

you excite ly into the uture