Organizational Culture and Leadership

Acknowledgments
Preface
Foreword
About the Authors

Part One: Defining the Structure of Culture

1. How to Define Culture in General
The Problem of Defining Culture Clearly
Summary and Conclusions
Suggestions for Readers

2. The Structure of Culture
Three Levels of Analysis
Summary and Conclusions
Suggestions for Readers

3. A Young and Growing U.S. Engineering Organization
Case 1: Digital Equipment Corporation in Maynard, Massachusetts
Summary and Conclusions
Suggestions for Readers

4. A Mature Swiss–German Chemical Organization
Case 2: Ciba–Geigy Company in Basel, Switzerland
Can Organizational Cultures Be Stronger than National Cultures?
Summary and Conclusions
Questions for Readers

5. A Developmental Government Organization in Singapore
Case 3: Singapore's Economic Development Board
The EDB Nested Cultural Paradigms
Summary and Conclusions: The Multiple Implications of the Three Cases
Questions for Readers

Part Two: What Leaders Need to Know about Macro Cultures

6. Dimensions of the Macro–Cultural Context 81
Travel and Literature
Survey Research
Ethnographic, Observational, and Interview–Based Research
Human Essence and Basic Motivation
Summary and Conclusions
Questions for Readers

7. A Focused Way of Working with Macro Cultures
Cultural Intelligence
How to Foster Cross–Cultural Learning
The Paradox of Macro Culture Understanding
Echelons as Macro Cultures
Summary and Conclusions
Suggestion for the Change Leader: Do Some Experiments with Dialogue
Suggestion for the Recruit
Suggestion for the Scholar or Researcher
Suggestion for the Consultant or Helper 1

Part Three: Culture and Leadership through Stages of Growth

8. How Culture Begins and the Role of the Founder of Organizations
A Model of How Culture Forms in New Groups
The Role of the Founder in the Creation of Cultures
Example 1: Ken Olsen and DEC Revisited
Example 2: Sam Steinberg and Steinberg's of Canada
Example 3: Fred Smithfield, a Serial Entrepreneur
Example 4: Steve Jobs and Apple
Example 5: IBM Thomas Watson Sr. and His Son
Example 6: Hewlett and Packard
Summary and Conclusions
Suggestions for Readers
Implications for Founders and Leaders

9. How External Adaptation and Internal Integration Become Culture
The Socio–Technical Issues of Organizational Growth and Evolution
Issues around the Means: Structure, Systems, and Processes
Summary and Conclusions
Suggestion for the Culture Analyst
Suggestion for the Manager and Leader

10. How Leaders Embed and Transmit Culture
Primary Embedding Mechanisms
Secondary Reinforcement and Stabilizing Mechanisms
Summary and Conclusions
Questions for Researchers, Students, and Employees

11. The Culture Dynamics of Organizational Growth, Maturity, and Decline
General Effects of Success, Growth, and Age
Differentiation and the Growth of Subcultures
The Need for Alignment between Three Generic Subcultures: Operators, Designers, and Executives
The Unique Role of the Executive Function: Subculture Management
Summary and Conclusions
Suggestions for the Reader

12. Natural and Guided Cultural Evolution
Founding and Early Growth
Transition to Midlife: Problems of Succession
Organizational Maturity and Potential Decline
Summary and Conclusions
Questions for Readers

Part Four: Assessing Culture and Leading Planned Change
13. Deciphering Culture
Why Decipher Culture?
How Valid Are Clinically Gathered Data?
Ethical Issues in Deciphering Culture
Professional Obligations of the Culture Analyst
Summary and Conclusions
Questions for the Reader

14. The Diagnostic Quantitative Approach to Assessment and Planned Change
Why Use Typologies, and Why Not?
Typologies that Focus on Assumptions about Authority and Intimacy
Typologies of Corporate Character and Culture
Examples of Survey–Based Profiles of Cultures
Automated Culture Analysis with Software–as–a–Service
Summary and Conclusions
Suggestions for the Reader

15. The Dialogic Qualitative Culture Assessment Process
Case 4: MA–COM Revising a Change Agenda as a Result of Cultural Insight
Case 5: U.S. Army Corps of Engineers Reassessing Their Mission
Case 6: Apple Assessing Its Culture as Part of a Long–Range Planning Process
Case 7: SAAB COMBITECH Building Collaboration in Research Units
Case 8: Using A Priori Criteria for Culture Evaluation
What of DEC, Ciba–Geigy, and Singapore? Did Their Cultures Evolve and Change?
Summary and Conclusions
Suggestion for the Reader

16. A Model of Change Management and the Change Leader
The Change Leader Needs Help in Defining the Change Problem or Goal
General Change Theory
Why Change? Where Is the Pain?
The Stages and Steps of Change Management
Cautions in Regard to Culture Change
Summary and Conclusions
Suggestions for Readers

17. The Change Leader as Learner
What Might a Learning Culture Look Like?
Why These Dimensions?
Learning–Oriented Leadership
A Final Thought: Discover the Culture within My Own Personality

References
Index