Showing papers on "Culture change published in 1990"

Corporate Culture: from Vicious to Virtuous Circles

Abstract: The "culture" of an organization exerts a powerful influence on motivation, performance and profits. Correctly managed, it can foster the sort of values that make an organization strong. The ability to understand, control and develop this "culture" is therefore a vital senior management skill. Looking at the key issues of corporate culture, this book contains case studies drawn from an international portfolio of companies and resource indexes describing the work of culture change consultants. The book discusses how to analyse and direct the culture of an organization and answers such questions as what is corporate culture, what does it do, why does it matter and how are corporate cultures developed, changed and managed.

Social relations and material culture: A critique of the archaeology of plantation slavery

Abstract: suggestions for enhancing the theoretical underpinnings of archaeological work. First, a look at the use of cultural markers points up the need for a more sophisticated approach to the issue of culture change. Next is an exploration of the ways in which interpretations of material culture can be enriched through a more dynamic understanding of context. Finally, the usefulness of status definitions for modeling plantation social relations is assessed. To begin, a discussion of the relation between historical archaeology and the discipline of history brings out a curious fact: most archaeologists’ notions about the purpose of history have hindered the participation of historical archaeology in some of the most interesting debates in the historiography of American slavery, centering on the meaning of slave culture. Social Relations and Material Culture: A Critique

Creating a learning organisation : a guide to leadership, learning and development

Abstract: New scenarios, new approaches the annual appraisal - overcoming the stereotype personal development assessment for change the development agenda recognizing individuality corporate culture and people managing culture change re-orienting training's contribution evolving the company's career management process.

Organizational Culture: What it is and How to Change it

Abstract: A few years ago the concept of corporate or organizational culture was hardly mentioned by anyone but a few social scientists. Today it is one of the hottest topics around because, it is alleged, a better understanding of how to build the “right” kind of culture or a “strong” culture will solve some of our productivity problems. Several recent books, most notably the Peters and Waterman (1982) report on the McKinsey study of excellent American companies, emphasize that “strong cultures” are a necessary ingredient of excellence. So the hunt is on to find strong cultures, and thereby fix our problem.

Some Truer Method: Reflections on the Heritage of Newton

Abstract: Through the lens of Chinese food, the authors address recent theories in social science concerning cultural identity, ethnicity, boundary formation, consumerism and globalization, and the invention of local cuisine in the context of rapid culture change in East and Southeast Asia.

TQM and Culture Change

Abstract: Describes a TQM methodology model for achieving lasting culture change. Asserts that TQM effectiveness is often limited or negated by a failure to adequately consider the relationship between productivity and cultural behaviour. Proposes a model and techniques that integrate strategies and tasks with values and behaviours to accelerate the TQM process. Asserts that the values held in the organization should be compatible with its strategic goals. Advizes on how to choose domains for gathering and analysis of data. Concludes that successful quality interventions change people′s behaviour and related attitudes.

Avant-gardism as a Mode of Culture Change

Abstract: Alfred Kroeber is considered a culturologist because in his major works (1917, 1957, 1969) he argued for a purely cultural level of change. He was so convinced of the primacy of culture that, when Edward Sapir (1917) challenged him to generalize the notion of the superorganic to other areas, he turned to the fine arts, where it was widely assumed that individuals, not culture patterns, had the greatest shaping effect. While Kroeber acknowledged the importance of superior individuals or geniuses as the agents of culture, he saw them as actors who would simply realize the inherent problems and puzzles of existing cultural traditions. In Configurations of Culture Growth, he argued that the fine arts were domains largely free from societal influence and pragmatic contingencies where culture patterns unfolded according to their own internal dynamic. Structural-functionalists have not followed up on Kroeber' s theory of change because it minimizes the idea of reciprocal relationships in society and because it conjures up the almost metaphysical notion of the superorganic. Nonetheless, his ideas have influenced some major style theorists. Notable among these is Leonard B. Meyer (1967) who shares with culturologists a strong interest in the idea of style patterns and their internal workings. Meyer retains the pattern idea because it helps to explain the persistence of long-term trends in intellectual thought and artistic styles through time. He also concurs with Kroeber's point that, on numerous occasions, extra-stylistic forces, even political revolutions, do not impinge upon the development of a major pattern (Meyer 1967:109). Once its premises have been established, a style will change in its own way. Meyer's most important departure from Kroeber's internal dynamic theory is his rejection of the idea that there is a single mode of artistic change that holds for all times. Rather, he speculates that change can take many guises and that directed change is probably specific to particular cultural periods, such as during the early moder period in Europe (Meyer 1967:99-101, 115). Apparently, this hypothesis, which is central in his book, occurred to him as he pondered why no dominant style had emerged in 20th-century music (Meyer 1967:v-vi). In his revision of the internal dynamic theory, he achieves what Gatewood (1987) terms a reasonable solution to the debate between exogenous and endogenous theories of culture and artistic change.

Enhancing CVD related behavioral changes in the workplace. Corporate comparisons and cultural issues.

Abstract: It is difficult to compare the results of corporate health promotion programs without knowing the level of intervention. Levels of intervention can be defined according to five intervention strategies: Awareness, Motivation, Behavior Change, Maintenance, and Culture Change. Many companies have extensive awareness, motivation, and behavior change strategies, but could improve their maintenance and culture change strategies. Corporate health promotion programs could benefit by more integration with HRD, better relapse prevention technology, more management support, and innovative reward systems. In order to be more effective, there needs to be a fair distribution of responsibility between the organization and the individual employee.

Culture Change: Training

Abstract: Examines training. Considers training is a key element in creating culture change. Explains the importance of managing the learning environment, maintaining interest and developing action plans based on the training experience. Asserts that training should address changing attitudes. Discusses TQM workshops and action learning. Considers the importance of feedback. Concludes that maintaining enthusiasm is probably the most difficult aspect of TQM to control when promoting change oriented towards stimulating long‐term cultural change.

Why engineers must know and manage organizational culture

Abstract: The engineering manager's success is being judged increasingly on qualitative measures concerning the human elements of the work. These new measures require engineers to become as skilled and at ease with the tools, methods, and techniques for qualitative issues as with more traditional quantitative tools, methods, and techniques. It is argued that to achieve success toward these qualitative measures demands a new way of thinking, indeed a new culture embodying new values and traditions. Engineering managers must use culture change mechanisms along with their other management tools. They must view concepts such as just-in-time, total quality management, and continuous performance improvement as integral to culture change efforts; these concepts and corresponding programs require an underlying culture to create an environment for change. It is concluded that engineers who want to manage and change culture and communicate these changes must become comfortable with hoopla and symbolism to add drama and life to their words and plans. >

Invited reaction: Why rhetorical rules are weak levers for culture change

Abstract: How effective is rhetoric as a metaphor for culture? This article analyzes Shapiro and Schall's use of rhetoric as the overlying principle for managing organization-cultures and concludes that the authors are confusing metaphor with reality. In doing so, they leave out some important aspects of organization and culture. The rhetorical “rules” are examined and challenged through an analysis of recent literature and a logical exploration of the problems that arise when organizations are viewed only as influence systems and all action is seen as rhetoric.

Providing Excellent Patient Care with Resource Management

Abstract: A broad consensus seems to have emerged over the last five to ten years about the processes that characterise organisations that have performed well in the rapidly changing 1980s. These ‘excellent’ organisations have much to teach the British National Healtli Service. This paper considers how the Service can learn from them and adapt the lessons to its own situation. It will suggest that resource management could help to move the culture of the Health Service in the right direction, but that unfortunately it could also become an arid bureaucratic exercise in data collection. To encourage managers and professionals to use resource management to develop a culture of organisational excellence, it includes some questions that they could ask themselves as they consider its implementation. Favourable answers to these questions will give cause for optimism that resource management will be used to help the Service to provide more excellent patient care.

Excellence through people

Abstract: Asserts TQ is ostensibly about creating a culture. Outlines the steps required for culture change. Contends culture change rests on changing the nature of relationships within the company so that everyone is “empowered” to promote improvement. Asserts it is a long‐term competitive strategy. Describes how it is based on changing the style of how people are managed and developed and a shift in value systems evidenced by actions not words. Recognizes the need to change. Emphasises the importance of leading through example. Contends senior management teams have to be committed to the initiative. Describes the action plan for change. Concludes that the company is a better place to be but, more importantly it will be a better place to be in the future.