Understanding Organizational Culture in Strategic Management

What is the term used to describe a desired end state or outcome that people seek to achieve?

Which culture framework is described as the community’s ability to pursue shared objectives quickly and effectively?

What type of culture is characterized by sincere friendliness and reciprocity among the members, no strings attached?

What is the disadvantage of a sociable culture as per the text?

Which type of organization lacks conscious organizational membership, identifies more with profession than organization, and is secretive about projects?

What factor contributes to where an organization's culture comes from, according to the text?

What can culture be a source of, according to the text?

What does the text imply about a company that lacks culture?

What is culture all about?

What type of change does the text suggest cultural change can help tackle?

What made a difference for Eco Lab Industrial cleaning company?

What did Richard Anderson oversee after the Delta – Northwest merger?

What did Alan Mullelly's management team at Ford face?

What was a result of the Ciba Geigy and Novartis merger, according to the text?

What is the primary focus of cultural change, according to the text?

What did Edgar Schein define as organizational culture?

What did Dan Vasella emphasize after the Ciba Geigy and Novartis merger?

What was causing a negative impact on customer-centricity at Eco Lab, according to the text?

Organizational Culture

A desired end state or outcome that people seek to achieve is termed a "vision".

Characteristics of Cultures

An "achievement culture" is a culture framework that describes a community's ability to pursue shared objectives quickly and effectively.
A "sociable culture" is characterized by sincere friendliness and reciprocity among members, with no expectations of return favors.
A disadvantage of a sociable culture is that it can lead to a lack of accountability and poor performance.

Types of Organizations

A "professional organization" lacks conscious organizational membership, identifies more with the profession than the organization, and is secretive about projects.

Factors Influencing Organizational Culture

According to the text, an organization's culture comes from its founders, leaders, and industry.

Importance of Culture

Culture can be a source of competitive advantage.
A company that lacks culture is implied to lack direction and cohesion.
Culture is all about how people work together, what they believe in, and how they get things done.

Change and Culture

Cultural change can help tackle cultural and organizational differences that arise from mergers and acquisitions.
After the Delta-Northwest merger, Richard Anderson oversaw the integration of the two airlines' cultures.
Alan Mulally's management team at Ford faced a cultural change challenge in turning around the company.

Leadership and Culture

After the Ciba Geigy and Novartis merger, Dan Vasella emphasized the importance of creating a new culture that combined the strengths of both companies.
Edgar Schein defined organizational culture as a pattern of shared basic assumptions that an organization learns as it solves its problems.

Case Studies

At Eco Lab Industrial cleaning company, a cultural transformation helped to improve customer-centricity, which was being negatively impacted by a lack of accountability and respect among employees.
After the merger, Ciba Geigy and Novartis formed Novartis, a single, unified company with a new culture.