This five-part volume has two purposes: to explore the connections between culture inside and outside organizations, and to focus on a diverse range of methodologies useful in understanding organizational symbols, rituals, language, and distribution of power. Part One focuses on theoretical discussions and analyses of organizational culture. In Part Two, the contributors distinguish the process of cultural change from the deliberate management of that process. Part Three confronts the problem of how to conduct and manage research. Part Four places organizational culture in a wider social context. Part Five looks at the future of this area of organizational study.
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Prologue by Anthony G Athos
PERSPECTIVES ON ORGANIZATIONAL CULTURE
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acquisition action adhocracy analysis anthropologists approach aspects assumptions behavior beliefs branch bank British Columbia bureaucratic Canadian chapter concept concerns conflict context corporate culture countercultural create culture change culture research decision discussion dominant dynamics emphasize employees environment ethical event histories example exist experience expression external focus folklore folkloristics founder framework function GrandCo hierarchy human important individual industry influence interac interaction interests interpretation interview involved issues King Arthur leaders levels managerial managing culture meaning mergers mergers and acquisitions metaphor myths organization organization's organizational behavior organizational culture organizational learning organizational studies orientation paradigm patterns percent perspective potential problems question rational reality relations relationships response role sense shared situations social stage stories strategy structure subcultures symbolic field theory Tintagel tion tional top management transaction costs understanding union University values workplace cultures