Business Essay

12596 Words Dec 14th, 2012 51 Pages
McShane−Von Glinow: Organizational Behavior, Second Edition

Part Four Organizational Processes

Organizational Culture

© The McGraw−Hill Companies, 2002

C H A P T E R

15

Organizational Culture
AFTER READING THIS CHAPTER , YOU SHOULD BE ABLE TO :

Learning Objectives

I Describe the elements of organizational culture. I Discuss the importance of organizational subcultures. I List four categories of artifacts through which corporate culture is

communicated.
I Identify three functions of organizational culture. I Discuss the conditions under which cultural strength improves

corporate performance.
I Discuss the effect of organizational culture on business ethics. I Compare and contrast four strategies for merging
…show more content…
Fiorina calls the merger “a catalyst that would rejuvenate the H-P Way,” forcing H-P employees to adopt Compaq’s fast-moving culture. Some industry observers are more concerned that the merger will produce a Hewlett-Packard CEO Carly Fiorina (shown here with Compaq Computer CEO Michael Capellas) monumental clash between Comis trying to reformulate the company’s famous paq’s “cowboy mentality” culture “H-P Way” culture, even to the point of and H-P’s consensus-driven culmerging with former rival Compaq Computer. ture. “It’s an awkward match,” ( Reuters/New Media, Inc./CORBIS) says Laurie McCabe, vice president of Summit Strategies. “At a party, Compaq is the outgoing guy shaking everyone’s hand, while H-P is the introspective, analytical guy.” Mark Specker of SoundView Technology agrees, suggesting that combining these two firms will be like “merging the Texas big hair and the California granola.”1 I

McShane−Von Glinow: Organizational Behavior, Second Edition

Part Four Organizational Processes

Organizational Culture

© The McGraw−Hill Companies, 2002

448

PA R T F O U R

Organizational Processes

organizational culture The basic pattern of shared assumptions, values, and beliefs considered to be the correct way of thinking about and acting on problems and opportunities facing the organization.

C

arly Fiorina and her

Related Documents