1Preface
788.5 Temporal Symmetry, Pacing, and Entrainment
2Part One: Organizational Culture and Leadership Defined
798.6 Summary
3Chapter 1. The Concept of Organizational Culture: Why Bother?
808.7 Shared Assumptions About the Nature of Space
41.1 Four Brief Examples
818.8 Distance and Relative Placement
51.2 Culture: An Empirically Based Abstraction
828.9 The Symbolic of Space
61.3 What Needs to Be Explained?
838.10 Body Language
71.4 Culture and Leadership
848.11 Time, Space, and Activity Interaction
81.5 Toward a Formal Definition of Culture
858.12 Summary and Conclusions
91.6 Structural Stability
868.13 EXERCISE
101.7 Breadth
87Chapter 9. Assumptions About Human Nature, Activity, and Relationships
111.8 Patterning or Integration
889.1 Assumptions About the Nature of Human Nature
121.9 How Does Culture Form?
899.2 Assumptions About Appropriate Human Activity
131.10 Culture Formally Defined
909.2.1 The Doing Orientation
141.11 The Process of Socialization
919.2.2 The Being Orientation
151.12 Behavior
929.2.3 The Being-in-Becoming Orientation
161.13 Can a Large Organization or Occupation Have One Culture? : 1.13.1 Do Occupations Have Cultures?
939.3 Organization/Environment Relations
171.14 Are Some Assumptions More Important than Others?
949.4 Assumptions About the Nature of Human Relationships
181.15 Summary and Conclusions
959.5 What Problems Must be Resolved?
191.16 EXERCISE
969.6 Individualism and Groupism
20Chapter 2. The Levels of Culture
979.7 Power Distance
212.1 Artifacts
989.8 Basics Characteristics of Role Relationships
222.2 Espoused Beliefs and Values
999.9 Summary and Conclusions
232.3 Basic Underlying Assumptions
1009.10 EXERCISE
242.4 Summary and Conclusions
101Chapter 10. Cultural Typologies
252.5 EXERCISE
10210.1 Why Typologies?
26Chapter 3. Cultures in Organizations: Two Case Examples
10310.2 Typologies That Focus on Assumptions about Participation and Involvement
273.1 The Digital Equipment Corp
10410.3 Typologies of Corporate Character and Culture
283.1.1 Artifacts: Encountering the Company
10510.4 Intra organizational Typologies
293.1.2 Espoused Beliefs and Values
10610.5 Summary and Conclusions
303.1.3 Basic Assumptions: The DEC Paradigm
10710.6 EXERCISE
313.2 Ciba-Geigy
10811 Deciphering Culture
323.2.1 Artifacts—Encountering Ciba-Geigy
10911.1 Why Might One Want to Decipher or Assess Culture?
333.2.2 Espoused Beliefs and Values
11011.2 Alternative Data-Gathering Methods
343.2.3 Basic Assumptions— The Ciba-Geigy Company Paradigm
11111.3 The Clinical Research Model
353.3 Summary and Conclusions
11211.4 Ethical Problems in Studying Organizational Cultures
363.4 EXERCISE
11311.4.1 Risks of an Analysis for Research Purposes
37Chapter 4. How Culture Emerges in New Groups
11411.4.2 Risks of an Internal Analysis
384.1 Group Formation Through Originating and Marker Events
11511.5 Professional Obligations of the Culture Analyst
394.2 Stages of Group Evolution
11611.6 The Inquiry/Assessment Process
404.2.1 Stage One: Group Formation
11711.7 Summary and Conclusions
414.2.2 Stage Two: Group Building
11811.8 EXERCISE
424.2.3 Stage Three: Group Work and Functional Familiarity
119Part Three: The Leadership Role in Culture Building, Embedding, and Evolving
434.2.4 Stage Four: Group Maturity
120Chapter 12. How Leaders Begin Culture Creation
444.3 Summary and Conclusions
12112.1 Culture Beginnings and the Impact of Founders as Leaders
454.4 EXERCISE
12212.2 Steinbergs
46Part Two: The Dimensions of Culture
12312.3 Smithfield Enterprises
47Chapter 5. Assumptions About External Adaptation Issues
12412.4 DEC
485.1 Shared Assumptions About Mission and Strategy
12512.5 Apple, IBM, and Hewlett-Packard (HP)
495.2 Shared Assumptions About Goals Derived from the Mission
12612.6 Summary and Conclusions
505.3 Shared Assumptions About Means to Achieve Goals
12712.7 EXERCISE
515.4 Shared Assumptions About Measuring Results
128Chapter 13. How Leaders Embed and Transmit Culture
525.4.1 Measurement Criteria: Consensus on What to Measure
12913.1 Primary Embedding Mechanisms : 13.1.1 What Leaders Pay Attention to, Measure, and Control
535.4.2 Consensus on Means of Measurement
13013.2 Leader Reactions to Critical Incidents and Organizational Crises
545.5 Shared Assumptions About Remedial and Repair Strategies
13113.3 How Leaders Allocate Resources
555.6 Summary and Conclusions
13213.4 Deliberate Role Modeling, Teaching, and Coaching
565.7 EXERCISE
13313.5 How Leaders Allocate Rewards and Status
57Chapter 6. Assumptions About Managing Internal Integration
13413.6 How Leaders Recruit, Select, Promote, and Excommunicate
586.1 Creating a Common Language and Conceptual Categories
13513.7 Primary Embedding Mechanisms: Some Concluding Observations
596.2 Defining Group Boundaries and Identity
13613.8 Secondary Articulation and Reinforcement Mechanisms
606.3 Distributing power and status
13713.9 Organizational Design and Structure
616.4 Developing Rules for Intimacy, Friendship, and Love
13813.10 Organizational Systems and Procedures
626.5 Allocating Rewards and Punishment
13913.11 Rites and Rituals of the Organization
636.6 Managing the Unmanageable and Explaining the Unexplainable
14013.12 Formal Statements of Organizational Philosophy, Creeds, and Charters
646.7 Summary and Conclusions
14113.13 Summary and Conclusions
656.8 EXERCISE
14213.14 EXERCISE
66Chapter 7. Deeper Cultural Assumptions About Reality and Truth
143Chapter 14. The Changing Role of Leadership in Organizational “Midlife”
677.1 Shared Assumptions About the Nature of Reality and Truth
14414.1 Differentiation into Subgroups and the Growth of Subcultures
687.2 Levels of Reality
14514.2 Functional/Occupational Differentiation
697.3 High Context and Low Context
14614.3 Geographical Differentiation
707.4 Moralism-Pragmatism
14714.4 Differentiation by Product, Market, or Technology
717.5 What Is “Information”?
14814.5 Divisionalization
727.6 EXERCISE
14914.6 Differentiation by Hierarchical Level
73Chapter 8. Assumptions About The Nature of Time and Space
15014.7 Summary and Conclusions
748.1 Basic Time Orientation
15114.8 EXERCISE
758.2 Monochronic and Polychronic Time
152Appendix
768.3 Planning Time and Development Time
153Glossary
778.4 Discretionary Time Horizons and Degree of “Accuracy.”
154Index
