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Analysing
and Realigning Organizational Culture. |
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Presents
a process developed by the authors that can be used to help
organizational leaders and change agents make alignments between
their ‘espoused’ and ‘existing’ organizational cultures.
The immediacy of the changes produced by ‘tune-ups’ can build
trust and commitment to the change process. The process can also
initiate deeper change in the form of rebuilds and replacements.
Finally, the process provides organizational leaders and members
with a working mental model of culture and its powerful effects on
behaviour. :Kimberly Buch & David Wetzel :Leadership &
Organizational Development Journal 22/1 2001 MCB University Press.
:6/1/2001 :Article |
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The
Organizational Culture Saga 2: From OD to TQM: A Critical
Review of the Literature. |
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The
second in a series of two articles tracing the saga of the
organizational culture literature from the organization
development model through to the recent interest in total quality
management (TQM), forming a link between the three concepts. All
efforts at culture change have been seen to be determined by the
measures laid down in traditional OD theory. Transformational
leadership strategies involving the use of power are discussed
:Dianne Lewis :Leadership & Organization Development Journal
17/2 [1996] 9–16 :6/1/1996 :Article |
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Overcoming
the Problems of Cultural Differences to Establish Success for
International Management Teams |
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In
developing effective international management teams it appears
that the following areas should be considered: Identifying the
nature and implications of national cultural differences within
the team; Establishing a basis for building understanding and
awareness of cultural differences and how they may be managed;
Formulating a framework for developing a high performing team
which takes account of cultural differences and leverages the
diversity present is an international team. This article sets out
to explore each of these areas and propose an overall framework
for building in international management teams. :Malcolm Higgs
:Team Performance Management: An International Journal. V 2 N. 1
Page: 36 -- 43 :6/1/1996 :Article |
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The
Corporate Culture Survival Guide: Sense and Nonsense About Culture
Change |
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Examines
corporate culture on three levels -- behaviors, values, and shared
assumptions -- and shows how each factors into change initiatives.
Framed around the questions managers ask most often, the book uses
case studies to show what successful change looks like and to
demonstrate how you can dismantle a dysfunctional culture. :Edgar
H. Schein :Warren Bennis Books/JosseyBass :9/1/1999 :Book |
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Moving
corporate culture beyond the executive suite. |
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In
its fiduciary role, the board of directors should select a CEO who
mirrors the desired ethos of the company. If the board remains
cognizant of cultural compatibility as a central criterion in the
hiring process, it may engage in strategic oversight without undue
interference in the internal operations of the business. Once the
board has fulfilled its selection mandate, problems of cultural
execution await the CEO, especially in companies trying to effect
cultural change. By using human resources as a strategic lever,
however, chief executives can meet the Board's mandate for unity
of purpose based on core values. :David P Boyd; Thomas M Begley
:Corporate Governance: The Int. J. of Effective Board Performance,
Volume: 2 :6/1/2002 :Article |
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Managing
for Value: It's Not Just About the Numbers |
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In
theory, value-based management programs sound seductively simple.
Putting VBM into practice requires a great deal of patience,
effort, and money. According to the authors' study, companies that
successfully use VBM programs share five main characteristics.
Properly applied, a VBM program will put your company's
profitability firmly on track. That's because, the authors
contend, the successful VBM program is really about introducing
fundamental changes to a big company's culture. :Philippe C.
Haspeslagh ; Tsutomu Noda ; Fares Boulos :Harvard Business Review
:7/1/2001 :Article |