A
- Accountability
- changes, nature of
- characteristics of
- examples of
- Acculturation process
- Acknowledgment
- Acquisitions
- Activity interaction
- Adaptation
- external
- learning and
- mutual
- in problem solving
- summary
- to technology,
- After Action Reviews
- Agile
- Agilent
- Airwick
- Alcoa
- Alpha Power Company
- change anxiety at
- change program at
- hazard knowledge of
- product diversity of
- rites/rituals of
- “Ambidextrous organizations,”
- Amelio, Gilbert
- Amoco
- evaluation at
- learning at
- rewards/punishment at,
- Analysis
- artifact level
- automated
- belief in
- internal, risk of
- professional obligations in
- risks in,
- Anticipatory socialization
- Anxiety
- Apple
- CEO succession at
- cultural change at
- founding of
- inspiration by
- jargon of
- long-range planning process,
- Army Core of Engineers
- Artifacts
- Ciba-Geigy
- DEC
- definition of
- EDB
- meanings of,
- Assessments. See Diagnostic assessments; Dialogic qualitative assessments; Quantitative assessments
- Assumptions. See also Basic taken-for granted assumptions; Shared assumptions
- authority
- broader
- engineering
- executive subculture
- human activity
- human nature
- idiosyncratic experience of
- intimacy
- shared, basic
- spacial
- technological
- time orientation
- unconscious
- unlearning of
- Authority
- assumptions about
- distribution issues
- in groups
- internal integration of
B
- Bargaining
- Barrier removal
- BART (San Francisco Bay Transit Authority)
- Basic taken-for granted assumptions
- behavior and
- Ciba-Geigy
- DEC example
- distortion potential of
- influence of
- structural stability of
- variation in
- Behaviors
- basic assumptions and
- change order of
- concretely defining of
- culture-inferred from
- group
- norms
- regularities of
- “Being-in-becoming” orientation
- “Being” orientation
- Beliefs
- change order of
- cognitive redefinition of
- in cultural analysis
- dominate systems
- in managed environment
- transmission of (See Embedding mechanisms)
- Bell, Gordon
- Bezos, Jeff
- “Big data,”
- Blakes’ managerial grid
- “Blame culture,”
- Body language
- Boundaries
- defining
- internal integration of
- occupational
- types of
- Boundaryless organizations
- Breadth
- Budgets
E
- Economic development board (EDB)
- artifacts of
- contextual paradigm of
- creation of
- cultural model of
- cultural paradigm of
- diagnostic/quantitative assessment of
- founding of
- goal implementation at
- history of
- implications of
- leadership
- newsletter at
- organizational structure of
- teamwork at
- EDB. See Economic development board (EDB)
- educational “Educational interventions,”
- Electronic Patient Records System
- Embedding mechanisms
- company lore
- crises reactions
- cultural artifacts
- emotional outbursts
- formal statements
- in hiring
- lessons of
- organizational design/structure
- physical space design
- procedures
- in promotions
- resource allocation
- rites/rituals
- role modeling
- summary of
- systematic consistency
- systems
- teaching/coaching
- Emotions. See Feelings
- Employees
- DEC
- hiring of
- indoctrination of
- motivation of
- promotion of
- surveys of
- teamwork by
- whistle blowers
- Employment
- Engagement surveys
- Engineers
- human element
- label of
- professional organizations
- Environment
- declining organizations
- evolution of
- executive
- influence of
- learning
- management of
- mature organization
- new organizations
- orientation of
- preferred
- Espoused beliefs
- analysis of
- Ciba-Geigy
- DEC example
- origins of
- Espoused values
- analysis of
- Ciba-Geigy
- DEC example
- documentation of
- ESSOCHEM
- Ethnography
- Evolution. See also Change
- by acquisitions
- complexity of
- destruction-induced
- general
- incremental
- managed
- mature organizations
- by mergers
- in midlife
- outsider-induced
- overview of
- rebirth-induced
- scandal as
- self-guided
- specific
- subcultures and
- summary of
- technology
- Extended trust relationships
- External adaptation
- Exxon
F
- Feedback
- definition of
- face-to-face
- usefulness of
- Feelings
- family
- group
- space and
- strong
- The Fifth Discipline
- The Fifth Discipline (Senge)
- Fiorina, Carly
- Ford Motor Company
- Ford, William Clay
- Formal statements
- Founders
- cultural insights from
- Hewlett Packard example
- inspiration implications
- jargon created by
- Jobs case
- Olsen example
- role of
- Smithfield case
- Steinberg example
- summary
- Watson example
- “Frame breaking,”
- Friendships
- Functional differentiation
- Functions
- decentralization of
- familiarity with
- growth and
- manifests/latent
- Future
- aspiration for
- orientation to
- plans for
G
- Game, rules of
- General change theory
- anxiety
- cautions in
- disconfirmation process in
- evaluation standards in
- learning process in
- motivation creation
- overview of
- readiness
- summary of
- General Electric
- General Foods
- headquarters design
- reward allocation at
- rites/rituals at
- Geographical differentiation
- Glint
- Globalization
- Goals
- adaption issues in
- agreements about
- definition of
- implementation of
- mission-derived
- Google
- GoogleGlasses
- Government
- Groupism, individualistic
- Groups
- artifacts of
- authority in
- behavior of
- beliefs
- boundaries for
- breadth of
- correction issues in
- culture of
- definition of
- depth of
- external adaption by
- fights in
- formation of
- fundamental problems of
- individual perspective of
- influence in
- internal integration issues in
- measurement issues in
- membership in
- missions of
- new members of
- perception of
- performance in
- perspective of
- process adoption
- purpose of
- recognition in
- self-assessment by
- socialization process in
- structural stability of
- support
- thoughts of
- values
- Growth
- early, evolution in
- general effects of
- subculture alignment and
- subculture differentiation and
H
- Handbook of Cultural Intelligence (Ang and Van Dyne)
- Handy, Charles
- Hawaiians
- “Here-and-now humility,”
- Hewlett-Packard
- Compaq merger
- espoused values of
- founding of
- geographical differentiation
- indoctrination at
- teamwork at
- Hewlett, Bill
- Hierarchy
- macro cultures
- motivation
- spacial positioning and
- subculture differentiation by
- Hiring
- History
- as embedding mechanism
- managers’
- shared
- Hofstede national cultural model
- HP. See Hewlett-Packard
- HSI. See Human Synergistics International (HSI)
- Human resources
- Human Synergistics International (HSI)
- Humans
- activity of
- essence of
- pecking order of
- positive assumptions about
- relationships of
- self-esteem of
- Hybrids
I
- IBM
- Identification mechanisms
- Identity
- characterization of
- finding
- internal integration of
- latent functions and
- loss of
- Imitation
- Inclusion
- Individualism
- analysis of
- collectivism vs.,
- in groups
- recognition of
- Influence
- basic assumptions
- environment
- group
- outsider
- technocracy
- Information
- assumptions about
- in boundaryless organizations
- definition of
- disconfirmation
- distribution of
- in hierarchical organizations
- inaccurate
- reality of
- relevant
- reliable
- technologically-based
- Information technology
- changes in
- implementation of
- introduction of
- subculture of
- Innovation
- Inquiry
- clinical
- commitment to
- truth through
- types of
- Insight
- Internal Integration
- Intervention
- Interview
- Intimacy
- Intrusion distance
- Investments
K
- Knowledge
- distribution of
- multicultural
- organization-based
- presumed
- technological
- Koechlin, Samuel
L
- Language
- common
- context of
- internal integration of
- Latent functions
- Leaders. See also Change leaders
- coaching/teaching by
- consistency by
- crisis reactions by
- emotional outbursts by
- hiring practices
- inconsistency by
- problems ignored by
- promotion practices
- resource allocation
- rewards allocation by
- role modeling by
- status allocation by
- structural/design changes by
- Leadership
- commitment of
- in declining organizations
- during development
- EBD
- learning-orientated
- in mature organizations
- in midlife
- nonhierarchic
- Lean methodology
- Learning
- accumulated
- beliefs about
- change and
- commitment to
- cross-cultural
- in cultural creation
- in declining organizations
- dimensions of
- double-loop
- gene for
- involvement in
- key to
- leadership orientated to
- in mature organizations
- in midlife
- proactive
- problems
- shared
- trial-and-error
- Learning anxiety
- change resistance and
- overview of
- reduction of
- survival anxiety vs.,
- Lee Kuan Yew
- Leupold, Dr. Jürg
- Levine, Jack
- Lily pond metaphor
- Linguistic paradigms
- Linux
- Literature assessments
- Love
N
- Negative relationships
- Netflix
- “Network,”
- New Zealand
- NeXT
- Normative organizations
- Norms
- behavioral
- carrier advancement
- characterization of
- development of
- in dialogue groups
- group
- socio-technical systems
- Novartis
O
- OCAI (organizational culture assessment instrument)
- Occupational differentiation
- Occupations
- culture of
- fundamental problems of
- mission statement
- Olsen, Ken
- behavior of
- conflicts/inconsistencies of
- crisis management by
- emotional outburst by
- family if
- jargon used by
- management system of
- personal history
- remedial actions by
- role modeling/teaching by
- structural changes by
- unit dividing strategy of
- values of
- work ethic of
- Openness
- modulated
- principle of
- in relationships
- Operator function
- adaption by
- assumption of
- bases of
- characterization of
- Organizational cultural profile (OCP)
- Organizational Culture and Leadership Institute
- Organizational effectiveness inventory (OEI)
- Organizations
- ambidextrous
- boundaryless
- coercive
- correction issues at
- declining
- design of
- early evolution of
- EDB as
- external adaption by
- internal integration issues in
- market/hierarchies/clans model
- mature
- measurement issues at
- midlife transition
- missions of
- normative
- rites/rituals of
- structure of
- trust development in
- utilitarian
- Orientations
- OS X
- Outward Bound
P
- Packard, Dave
- Paradigms
- Ciba-Geigy
- contextual
- cultural, EDB
- DEC
- linguistic
- Participant observation assessment
- Personal acquaintance
- Philosophy
- Pignoni
- Pixar
- Planning
- importance of
- long-range
- process of
- short-run
- time
- Polychromic time
- Power
- control and
- distance
- distribution issues
- loss of
- mechanisms
- signals
- technology
- Power distance
- “Practical drift,”
- Pragmatism
- Problem solving
- adaptation/integration
- assumptions in
- consultants’ role in
- culturally defined
- day-to-day
- group meetings for
- methods
- proactive
- process of
- Procedures
- checklist
- formal
- function of
- rituals
- Processes
- Productivity
- Promotion
- differentiation and
- embedding mechanism in
- Psychological safety
- Punishments
- Pure dogma
Q
- Quantitative assessments
- DEC case
- examples of
- overview of
- profile-based
- SaaS for
- summary of
- surveys for
- typologies for
- “Quasi-stationary equilibrium,”
R
- Rapid surveys
- “Rate busters,”
- “Rational-legal” truth
- Reality
- Recognition
- The Reengineering Alternative (Schneider)
- Relationships
- close
- extended trust
- growth impact on
- level in groups
- levels of
- peer
- rules governing
- space and
- transactional role
- working
- Repairs
- Resources
- allocation of
- people as
- providing
- Responsibility
- Revealed dogma
- Rewards
- Risberg, Per
- Rituals
- deference/demeanor
- definition of
- examples of
- formal
- Role modeling
- Roles
- in collectivist societies
- finding
- founders
- helper
- in individualistic societies
- transactional
- Root metaphors
- RoundPegg
- Rules of the game
T
- “Talking to the campfire,”
- “Tall poppy syndrome,”
- Task accomplishment
- Task-relevant communication
- Teamwork
- basis for
- definition of
- pragmatic reason for
- valuing
- Technocracy
- cosmopolitan
- design alignment with
- evolution of
- influence of
- subculture differentiation by
- theories “Theories-in-use,”
- Theory U
- Thinking
- categories of
- group
- habits of
- systemic
- “Thought world,”
- Three-level model
- artifact analysis
- basic assumptions
- espoused beliefs/values
- function of
- lily pond metaphor
- Thurow, Lester
- Time
- development
- monochromic
- orientation of
- planning
- polychromic
- status display and
- Toyota Production System
- Training
- formal
- impact of
- process of
- relevant groups
- Transactional role relationships
- Trial-and-error learning
- Trust
- development of
- extended
- focus on
- internal integration of
- learning to
- levels of
- in relationships
- Truth
- belief in
- commitment to
- criteria for
- nature of
- reluctance to
- telling,
- “Turnaround” management
- Turnaround management
- Typologies
- advantages of
- authority
- character/culture
- employee surveys
- measurement of
- overview of
- simplification of
U
- Unexplainable
- Unilever
- Utilitarian organization
V
- Validation
- Values. See also Espoused values
- change order of
- cognitive redefinition of
- contradictory
- cultural analysis
- transmission of (See Embedding mechanisms)
- Veteran’s Administration
- Vision
W
- Watson, Thomas Jr.
- Welch, Jack
- Wellmade flute
- What Millennials Want From Work,
- Whirlwind
- Whistle blowers
- Whitman, Meg
- Woods Meeting
- Working relationships
- Wozniak, Steve
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