Internal integration bureaucratic high individual

Info icon This preview shows pages 6–12. Sign up to view the full content.

View Full Document Right Arrow Icon
Internal Integration Bureaucratic (high)  Individual goals (low importance) Non-collaboration (high) No trust (intermediate) External Adaptation Culture Gap (high) Losing Market Share to Competitors  (Intermediate) Un-adaptive Organizational Culture (high)
Image of page 6

Info icon This preview has intentionally blurred sections. Sign up to view the full version.

View Full Document Right Arrow Icon
Adaptive Versus Un-adaptive Cultures Adaptive Organizational Culture Un-adaptive Organizational Culture Visible Behavior Leaders pay close attention to all their constituencies, especially customers, and initiate change when needed to serve their legitimate interests, even if it entails taking some risks Managers tend to behave somewhat insularly, politically, and bureaucratically. As a result, they do not change their strategies quickly to adjust to or take advantage of changes in their business environments Expressed Values Leaders care deeply about customers, stockholders, and employees. They also strongly value people and processes that can create useful change (e.g., leadership initiatives up and down the management hierarchy) Managers care mainly about themselves, their immediate work group, or some product (or technology) associated with that work group. They value the orderly and risk-reducing management processes much more highly than leadership initiatives Underlying Assumption Serve whole organization, trust others Meet own needs, distrust others 7
Image of page 7
Four Corporate Cultures
Image of page 8

Info icon This preview has intentionally blurred sections. Sign up to view the full version.

View Full Document Right Arrow Icon
Bureaucratic Culture
Image of page 9
Would you expect that changing the culture at forest would be easily accomplished now that a new CEO is committed to change? Why or why not? Managers wish to remain in control Loyal employees used to current culture Unethical organizational values
Image of page 10

Info icon This preview has intentionally blurred sections. Sign up to view the full version.

View Full Document Right Arrow Icon
Culture Change- Unfreeze-Move-Refreeze
Image of page 11
If you were lisa benavides, what  suggestions would you make to forest’s  new CEO?
Image of page 12
This is the end of the preview. Sign up to access the rest of the document.

{[ snackBarMessage ]}

What students are saying

  • Left Quote Icon

    As a current student on this bumpy collegiate pathway, I stumbled upon Course Hero, where I can find study resources for nearly all my courses, get online help from tutors 24/7, and even share my old projects, papers, and lecture notes with other students.

    Student Picture

    Kiran Temple University Fox School of Business ‘17, Course Hero Intern

  • Left Quote Icon

    I cannot even describe how much Course Hero helped me this summer. It’s truly become something I can always rely on and help me. In the end, I was not only able to survive summer classes, but I was able to thrive thanks to Course Hero.

    Student Picture

    Dana University of Pennsylvania ‘17, Course Hero Intern

  • Left Quote Icon

    The ability to access any university’s resources through Course Hero proved invaluable in my case. I was behind on Tulane coursework and actually used UCLA’s materials to help me move forward and get everything together on time.

    Student Picture

    Jill Tulane University ‘16, Course Hero Intern