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"Engineering Culture" is an award-winning ethnography of the engineering division of a large American high-tech corporation. Now, this influential book - which has been translated into Japanese, Italian and Hebrew - has been revised to bring it up to date. In "Engineering Culture", Gideon Kunda offers a critical analysis of an American company's well-known and widely emulated "corporate culture." Kunda uses detailed descriptions of everyday interactions and rituals in which the culture is brought to life, excerpts from in-depth interviews and a wide variety of corporate texts to vividly portray managerial attempts to design and impose the culture and the ways in which it is experienced by members of the organization. The company's management, Kunda reveals, uses a variety of methods to promulgate what it claims is a non-authoritarian, informal, and flexible work environment that enhances and rewards individual commitment, initiative, and creativity while promoting personal growth. The author demonstrates, however, that these pervasive efforts mask an elaborate and subtle form of normative control in which the members' minds and hearts become the target of corporate influence. Kunda carefully dissects the impact this form of control has on employees' work behavior and on their sense of self. In the conclusion written especially for this edition, Kunda reviews the company's fortunes in the years that followed publication of the first edition, reevaluates the arguments in the book, and explores the relevance of corporate culture and its management today
How do we create value for ourselves and others while at the same time participating in today's free market economy? How do we produce results while at the same time developing relationships where we take care of each other in the process? Today, instead of productively and joyfully engaging with broad networks of people, we are increasingly stressed by our working relationships. With networked technology, disconnecting is becoming increasingly more difficult. In order to build productive and trusting relationships, we must learn skills that will enable us to build trust, coordinate our commitments more effectively, listen to each other and build networks of commitments for the sake of producing value for ourselves, for our families, for the organizations in which we participate, for our communities, and for our world as a whole. The essays in this collection offer a framework for developing more effective, productive relationships in the workplace or in any context where a person must coordinate with others to make something happen. The essays describe how to effectively make commitments that allow us to create something of value. Describing Flores' network of commitments/conversations for action framework, a framework that has been cited in more than three thousand books, the author paints a vivid view of language as action rather than just words that transfer information from one place (the speaker) to another (the listener). When people engage in conversations, commitments are made, and spaces of possibilities are opened up. Therefore, the theme is of "instilling a culture of commitment" in our working relationships, allowing us to focus on what we are creating of value together rather than the ongoing stress of attempting to calculate tradeoffs of individual interests. Edited by Maria Flores Letelier, it was Maria's mission to make available works that had rested as private papers in hard copy form only for twenty to thirty years. She selected and edited a group of essays and placed them in an effective order for the reader.
This book presents selected papers from the 32nd Eurasia Business and Economics Society (EBES) Conference - Istanbul. Due to the COVID-19 restrictions, the conference presentation mode has been switched to “online/virtual presentation only”. The theoretical and empirical papers gathered here cover diverse areas of business, economics and finance in various geographic regions, including not only topics from HR, management, finance, marketing but also contributions on public economics, political economy and regional studies.
Formation of company citizenship leads to success for the multinational companies by creating psychological alignments of the employee. This, therefore, should be considered as the international strategy of a multinational firm to create unique resources for competitive success. Successful multinational firms develop a common pattern of business performance by creating company citizenships, which include a primary focus on such values as organizational innovation, and a goal orientation. These values ultimately create commitment of the employees. This book proposes that there are some specific espoused values in every important multinational company, which form their organizational cultures and create values, which in turn may create enhanced performance of the organization. We can call this interrelationship between culture and performance as the company citizenship. This company citizenship can be transmitted from one part of the globe to another through the transmission of its corporate management and operations management system as a strategy of a multinational company.
Going far beyond previous empirical work, John Kotter and James Heskett provide the first comprehensive critical analysis of how the "culture" of a corporation powerfully influences its economic performance, for better or for worse. Through painstaking research at such firms as Hewlett-Packard, Xerox, ICI, Nissan, and First Chicago, as well as a quantitative study of the relationship between culture and performance in more than 200 companies, the authors describe how shared values and unwritten rules can profoundly enhance economic success or, conversely, lead to failure to adapt to changing markets and environments. With penetrating insight, Kotter and Heskett trace the roots of both healthy and unhealthy cultures, demonstrating how easily the latter emerge, especially in firms which have experienced much past success. Challenging the widely held belief that "strong" corporate cultures create excellent business performance, Kotter and Heskett show that while many shared values and institutionalized practices can promote good performances in some instances, those cultures can also be characterized by arrogance, inward focus, and bureaucracy -- features that undermine an organization's ability to adapt to change. They also show that even "contextually or strategically appropriate" cultures -- ones that fit a firm's strategy and business context -- will not promote excellent performance over long periods of time unless they facilitate the adoption of strategies and practices that continuously respond to changing markets and new competitive environments. Fundamental to the process of reversing unhealthy cultures and making them more adaptive, the authors assert, is effective leadership. At the heart of this groundbreaking book, Kotter and Heskett describe how executives in ten corporations established new visions, aligned and motivated their managers to provide leadership to serve their customers, employees, and stockholders, and thus created more externally focused and responsive cultures.
THE GOOD SOCIETY examines how many of our institutions- from the family to the government itself- fell from grace, and offers concrete proposals for revitalizing them.
A revised edition of the classic text on the sociology of management and organization.
What could your company accomplish if it could attract and retain employees who buy into your organization’s mission 100%? Culture Wins is a practical yet challenging modern guidebook for organizations that want to own the future. Its firsthand insights into building a contagious culture will drive sustainable growth and innovation for any organization. You will build a healthy workplace, increase revenue, and change the world with the lessons you’ll learn. Stop losing employees, grow your team, and build a contagious company culture that outlasts the competition. There are books on general team building, there are books on workplace best practices, and there are books on leadership—but there is not a book that shows forward-thinking leaders how to integrate it into today’s new job-hopping culture. William Vanderbloemen uses his company’s proven experience in staffing and organizational consulting to provide a global perspective of effective, thriving cultures—and how to create them.