Artifacts = Visible elements of culture such as rituals and symbols Espoused values = Stated values and norms preferred by an organization Basic underlying assumptions = Unconscious, taken-for-granted beliefs and values Values and beliefs = Underlying beliefs and assumptions shaping behavior and thinking

Cultural web = Artifacts, shared basic assumptions, values, and beliefs Compass model = Assertiveness and responsiveness as behavioral components Objectivist view of culture = Culture as a critical variable explaining organizational differences Schein's three levels of culture = Artifacts, espoused values, and basic underlying assumptions

Formal organization = Visible part of an organization Informal organization = Invisible part of an organization Culture according to Kroeber and Kluckhohn (1952) = Consists of patterned ways of thinking, feeling, and reacting, acquired and transmitted mainly by symbols Schein's definition of organizational culture = Deeper level of basic assumptions and beliefs that are shared by members of an organization

Human relations model = Emphasizes internal focus and integration Open systems model = Emphasizes external focus and differentiation Rational systems model = Emphasizes control through efficiency and stability Internal process model = Emphasizes internal focus through control and stability

Culture can be managed = Belief that culture change is achievable through conscious effort Culture may be manipulated = Idea that culture can be influenced or controlled for specific outcomes Culture cannot be consciously changed = Perspective suggesting resistance to deliberate cultural change Bate's argument on culture change = 'Culture can be changed, in fact it is changing all the time'

Interventions = Initiatives to drive cultural change within an organization Monitoring outcomes = Assessing the impact of cultural change initiatives Adjusting as needed = Modifying cultural change strategies based on outcomes Cultural change facilitation = Process of driving and managing changes in organizational culture

Assess the current situation = Understanding the existing cultural context Have a good idea of the aimed-for situation = Clarity on the desired cultural outcome Advice on achieving culture change = Plentiful guidance on methods for cultural transformation General agreement on the need for culture change = Recognition of the necessity to assess, plan, and implement changes in organizational culture

Culture as deep-seated = Likely resistance to change Bate's argument on culture change = 'Culture can be changed, in fact it is changing all the time' Three perspectives on culture change = Differing beliefs about the feasibility and methods of cultural transformation Advice on achieving culture change = Emphasis on assessing, planning, and implementing changes in organizational culture

Single-loop learning = Individual learning that seldom disseminates into the organization in any coherent way Double-loop learning = Learning that questions not only the means by which goals can be achieved, but also the goals themselves Organizational relearning = A process in which the paradigm of strategic direction is reformulated Cultural change = A process to effect organizational change by reformulating the taken-for-granted aspects and strategic direction

Ignoring the culture = Can be dangerous and carries a high risk of future problems such as disruption to operations and lack of progress Manager around the culture = A possibility given that there are often multiple ways of achieving desired goals Changing the culture (to fit the strategy) = A popular form of management intervention, but can be difficult and lengthy if the culture is strong Changing the strategy to fit the culture = Involves reducing performance expectations to align with existing culture

Identify a best practice operating model = To create a vision of what the new supply chain configuration would look like Implement a comprehensive governance system = For the change project involving new jobs, job descriptions, appointments, and rapid action to fill new jobs Proactively manage stakeholders and employee engagement = Involves tailored communications with stakeholder groups and engaging employees Develop employee capabilities and reinvent the culture = Using teamwork and alignment meetings to enable employees to converse around accelerating project performance

Power culture = Single dominant person or group, centralized decision making, decisions based on influence Role culture = Operates through logic and rules, emphasizes defined roles, least conducive to change Task culture = Focuses on project work, devolves decision making to projects, thrives in creative environments Person culture = Exists to serve members, minimal structures

Tough-guy culture = High risks, focus on speed, high turnover Work-hard/play-hard culture = Emphasizes the team, low risk Bet-your-company culture = Invests heavily in long-term projects, top-down decision making Process culture = Focuses on technical perfection, effective in stable environments

External-induced culture = Stable Internal-induced culture = Reactive Evolution-induced culture = Anticipating = Exploring and creative

Segmentalist culture = Compartmentalizes problems, weak coordinating mechanisms Integrative culture = Combines ideas from unconnected sources, encourages differences, outward looking Single-loop learning = Assumes goals are fixed, only considers ways to reach those goals