Showing papers on "Organizational culture published in 1982"

Corporate Cultures: The Rites and Rituals of Corporate Life

Abstract: For junior and senior managers alike, Deal and Kennedy offer explicit guidelines for diagnosing the state of one's own corporate culture and for using the power of culture to wield significant influence on how business gets done.. Business experts everywhere have been finding that corporations run not only on numbers, but on culture. In this revised and updated 2000 edition of Corporate Cultures , organization consultants Terrence Deal and Allan Kennedy probe the conference rooms and corridors of corporate America to discover the key to business excellence. They find that the health of the bottom line is not ultimately guaranteed by attention to the rational aspects of managing-financial planning, personnel policies, cost controls, and the like. What's more important to long-term prosperity is the company's culture-the inner values, rites, rituals, and heroes-that strongly influence its success, from top management to the secretarial pool. For junior and senior managers alike, Deal and Kennedy offer explicit guidelines for diagnosing the state of one's own corporate culture and for using the power of culture to wield significant influence on how business gets done.

Managing Organizational Behavior

Abstract: The field of organizational behaviour organization structure and design organization culture learning and personality attitudes, perceptions and judgement career choice and development motivation theories applications of motivation theories stress group formation, development and structure group dynamics communication decision-making conflict in organizations influence, power and politics in organizations leadership organization change and development organizational behaviour in the global context.

The Management of Academic Culture: Notes on the Management of Meaning and Social Integration.

Abstract: This article is concerned with the management of the symbolic life of academic organizations, an area strangely neglected in discussions of academic management. The adoption by higher education of the techniques of market-based businesses comes at a time when these businesses are being criticized for lack of attention to organizational culture. Academic institutions may best be understood as value-rational organizations grounded in strong cultures described as ideologies and belief systems. Some thoughts on the management of academic culture, on the management of meaning and social integration, are developed.

A Cross-Cultural Study of “Made in” Concepts

Abstract: Cross-cultural studies of the perceptions of countries of origin by industrial users have been few, but they are important because of their managerial implications for multinational firms. This study uses data obtained from American and French Directors of Purchasing of major industrial firms concerning their perceptions of 5 major “made in” concepts. After the data were corrected for response bias, results show both how the respondents perceive the “made in” concepts and the differences between the American and French perceptions.

Necessary Properties of Relevant Research: Lessons from Recent Criticisms of the Organizational Sciences

Abstract: Recent criticisms of the practical relevance of organizational behavior, organization development, and organization theory research are surveyed for the purpose of identifying key components of research relevance Five such components are identified, corresponding to dimensions of practitioner needs: descriptive relevance, goal relevance, operational validity, nonobviousness, and timeliness General implications are discussed for the interaction between researcher and practitioner

Communication and organizational cultures

Abstract: (1982). Communication and organizational cultures. Western Journal of Speech Communication: Vol. 46, Interpretive Approaches to the Study of Organizational Communication, pp. 115-130.

Patterns of Political Behavior in Organization

Abstract: This paper suggests that despite the current renaissance of interest in organizational power and politics, organization theory neglects individual political behavior within organizations. The need for a concern for individual political behavior is explored, and three key dimensions of political behavior are suggested: internal-external, vertical-lateral, and legitimate-illegitimate. A typology based on these dimensions is proposed, and predictions about the different types of political behavior are offered.

Myth Making: A Qualitative Step in OD Interventions:

Abstract: An important aspect of organizational culture, which gives meaning to process and structure in human interaction, is myth making. This article proposes that organizational myths must be analyzed an...

New Information Technology and Organizational Culture

Abstract: Predictions of the effects of office automation on organizations vary widely. This article focuses on changes in individual work patterns, management control, and organizational structure that may occur as a result of implementation of office technology. The most significant change predicted is that organizations will no longer be limited by a central office work environment operating between the traditional office work hours of nine and five. Computer and communications technology will facilitate the relaxing of those physical constraints as necessitated by social and economic pressures. Relevant research to date regarding the effects of the new technology on organizational behavior is reviewed. Management guidelines for preparing for the coming changes are included.

An Idiographic Approach to Organizational Behavior Research: The Use of Single Case Experimental Designs and Direct Measures

Abstract: The underlying assumptions of the dominant nomothetic (group-centered, standardized, and controlled environmental contexts, and quantitative methodologies) and idiographic (individual-centered, naturalistic environmental contexts, and qualitative methodologies) research perspectives are examined. An interactive theoretic (i.e., real people interacting in real organizations) for organizational behavior is suggested—a theoretic assumption that lends itself to an idiographic approach. Intensive single-case experimental designs and direct observational measures are proposed as a potentially powerful methodology for idiographic research of organizational behavior.

Teleconferencing, Concern for Face, and Organizational Culture

Abstract: (1982). Teleconferencing, Concern for Face, and Organizational Culture. Annals of the International Communication Association: Vol. 6, Communication Yearbook 6, pp. 874-904.

New information technology and organizational culture

Abstract: Predictions of the effects of office automation on organizations vary widely. This article focuses on changes in individual work patterns, management control, and organizational structure that may occur as a result of implementation of office technology. The most significant change predicted is that organizations will no longer be limited by a central office work environment operation between the traditional office work hours of nine and five. Computer and communications technology will facilitate the relaxing of these physical constraints as necessitated by societal and economic pressures. Relevant research to date regarding the effects of the new technology on organizational behavior is reviewed. Management guidelines for preparing for the coming changes are included.

Attitudes toward advertising: a multinational study

Abstract: Advertising is emerging as one of the most controversial functions of business. This study surveys an international sample of consumerists, students, academicians, and managers to determine differences in their attitudes toward advertising. The strongest differences exist between managers and consumerists.

An Examination of the Psychometric Properties of Some Commonly Researched Individual Differences, job, and Organizational Variables in two Cultures

Abstract: This study examines the transferability and applicability of selected measures of individual differences, job, and organizational climate factors across two cultures. Questionnaires were administered to a sample of 267 white-collar bank employees in the U.S. and 307 bank employees in India. The individual difference dimensions examined were four manifest needs, sense of competence, and locus of control. The job factors included variety, autonomy, identity, and feedback. The organizational climate factors related to communication, stress, participation in decision making, and self-esteem from the workplace. The data were analyzed for internal consistency, dimensionality, and criterion-related validity. The results showed that the job and organizational climate measures were more reliable and were related more consistently to the criterion measures than the individual difference measures both within and across cultures. The results suggested that psychometrically sound measures may be transferable to other cultures.

Ethical Standards Within Organizational behavior

Abstract: The results of a study of the ethics of publishing and reviewing research indicated (1) substantial dissensus about whether standards exist; (2) vague or nonexistent mechanisms for communicating st...

The Education and Development of Managers for Future Decades

Abstract: * A major report, "Managers for the XXI Century: Their Education and Development," emanated from a landmark international conference in Paris in June 1980, sponsored jointly by the American Assembly of Collegiate Schools of Business (AACSB) and the European Foundation for Management Development (EFMD).1 The report was published in the Fall of 1981 but, thus far, has received little notice from academicians although it culminated a 3-year effort, "Management and Management Education in a World of Changing Expectations," by the AACSB and the EFMD to establish a frame-work to prepare managers better for the forthcoming decades.2 In this article, we present a personal interpretation of the ideas on management education that emerged from the Paris meeting. The various ideas on changes in the direction of management education are certainly worthy of widespread analysis, discussion, and consideration on the part of teachers, researchers, and educators in management-a response that has not occurred up to this time.

The Ethics of MBO

Abstract: Despite the widespread adoption of Management by Objectives (MBO) and its extensive coverage in the literature, few questions have been raised regarding the ethical issues involved in this form of management Points in the MBO process that are particularly likely to create ethical problems for organizational members are identified, and some means that management can use to increase the likelihood that its MBO program will be conducted in an ethical manner are suggested

Some Leadership Attitudes of West German Expatriate Managerial Personnel

Abstract: This investigation provides data about West German expatriate managers' leadership attitudes. The results indicate that the managers' perceptions about their subordinates' qualifications are an important variable influencing participative management. In addition, regional location appears to influence the managers' attitudes concerning their subordinates.

Participatory Forums and Influence

Abstract: The article presents a study which examined whether the presence of a formal participatory body is associated with higher levels of interaction, communication to upper managers, communication from ...

Organizational Culture: Elements in its Portraiture and Some Implications for Organization Functioning

Abstract: Following a cross-company research study of managers' perceptions of potential freedom in their jobs and subsequent behaviour, the author arrived at a framework for charting significant elements of organizational culture. This centered on four "dimensions of difference": a company's stock of managers, the conceptual job model managers used, significant influences onjob performance, and managers' perceptions of freedom. In this article, two of the organizations studied are portrayed in these terms, exploring factors that appear to have influenced theircultures'development. The companies are markedly different in their attitudes toward change, one being particularly optimistic and adaptive, the other typified by feelings of constraint and relative powerlessness. The implications for each organization's ability to cope with change are considered. Finally, the author evaluates the framework as an organization mapping tool.

Analyzing Corporate Culture in Its Strategic Context

Abstract: The topic of corporate culture has been receiving a good deal of attention recently. Academics and practitioners alike have embraced this theme in efforts to explain and perpetuate effective management practices (Peters and Waterman, 1982; Deal and Kennedy, 1982; Pascale and Athos, 1981; Ouchi, 1981; Schwartz and Davis, 1981). Although many authors have recognized and attempted to study the impact of culture on organizational behavior and the use of culture as a strategic management tool, methods by which a company’s current culture can be analyzed and assessed with respect to any particular strategy are relatively few. This paper describes a method by which the impact of a corporate culture can be identified in light of the firm’s strategic situation. The method is a technique that was developed while working with a division of a multinational firm during a strategy development program. The paper will focus on the interactive nature of strategic management and corporate culture and a process by which managers can better understand the importance of this relationship in the context of their