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Business experts everywhere have been finding that corporations run not only on numbers, but on culture. In this revised and updated 2000 edition ofCorporate Cultures, organization consultants Terrence Deal and Allan Kennedy probe the conference rooms and corridors of corporate America to discover the key to business excellence. They find that the health of the bottom line is not ultimately guaranteed by attention to the rational aspects of managing-financial planning, personnel policies, cost controls, and the like. What's more important to long-term prosperity is the company's culture-the inner values, rites, rituals, and heroes-that strongly influence its success, from top management to the secretarial pool.For junior and senior managers alike, Deal and Kennedy offer explicit guidelines for diagnosing the state of one's own corporate culture and for using the power of culture to wield significant influence on how business gets done.

The iconic American banana man of the early twentieth century--the white "banana cowboy" pushing the edges of a tropical frontier--was the product of the corporate colonialism embodied by the United Fruit Company. This study of the United Fruit Company shows how the business depended on these complicated employees, especially on acclimatizing them to life as tropical Americans.

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The iconic American banana man of the early twentieth century--the white "banana cowboy" pushing the edges of a tropical frontier--was the product of the corporate colonialism embodied by the United Fruit Company. This study of the United Fruit Company shows how the business depended on these complicated employees, especially on acclimatizing them to life as tropical Americans.

A piercingly honest and highly personal story of how a software firm that accidentally became a dotcom darling and eventually a $3 billion public company, survived its struggles in the face of daunting obstacles. Delivers a wealth of insight, information, and advice for entrepreneurs. An unflinching look at both the dark and the bright sides of corporate culture.

Draws from research at such firms as Hewlett-Packard, Xerox, ICI, and Nissan to show how the culture--shared beliefs, attitudes, and practices--of a company can influence its performance for better or worse.

Driven to the Brink is a collection of short stories about corporate disasters and how inadequate governance and flawed culture caused a massive destruction of shareholder value. Look at any major corporate meltdown and two factors emerge: a failure of corporate governance and a culture where short-termism and greed are rewarded and risk is encouraged to flourish unchecked.  Two years before the latest crash, Alicia Micklethwait co-wrote the best-selling Greed and Corporate Failure which examined some of the high profile corporate disasters of the early years of the 21st century. Sadly those lessons were forgotten.  Companies have continued to be Driven to the Brink of disaster.  Now, with co-author Patty Dimond, they examine what we must learn this time around. Drawing on in-depth case studies of the Libor scandal, Olympus, Co-op, Kids Company and others, Dimond and Micklethwait ask what have we learned and more importantly, what can we do to prevent these disasters from happening again? They also examine the large, emerging and less widely understood world of Corporate China with detailed discussion of the Lixel and Glaxo frauds. On a positive note, staying with China, they look at the story of Alibaba and ask is an ethical culture enough to protect shareholder rights?

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Winner, Association of American Publishers' Professional and Scholarly Publishing Award in Business, Management and AccountingIn the late nineteenth century, corporate managers began to rely on photography for everything from motion studies to employee selection to advertising. This practice gave rise to many features of modern industry familiar to us today: consulting, "scientific" approaches to business practice, illustrated advertising, and the use of applied psychology.In this imaginative study, Elspeth H. Brown examines the intersection of photography as a mass technology with corporate concerns about efficiency in the Progressive period. Discussing, among others, the work of Frederick W. Taylor, Eadweard Muybridge, Frank Gilbreth, and Lewis Hine, Brown explores this intersection through a variety of examples, including racial discrimination in hiring, the problem of photographic realism, and the gendered assumptions at work in the origins of modern marketing. She concludes that the goal uniting the various forms and applications of photographic production in that era was the increased rationalization of the modern economy through a set of interlocking managerial innovations, technologies that sought to redesign not only industrial production but the modern subject as well.

How national culture impacts organizational culture—and business success Using extensive case studies of successful global corporations, this book explores the impact of national culture on the corporate strategy and its execution, and through this ultimately business success—or failure. It does not argue that different cultures lead to different business results, but that all cultures impact organizations in ways both positive and negative, depending on the business cycle, the particular business, and the particular strategies being pursued. Depending on all of these factors, cultural dynamics can either enable or derail performance. But recognizing those cultural factors is difficult for business leaders; like everyone else, they too can be blind to the culture of which they are a part. The book offers managers and leaders eight recommendations for recognizing those cultural factors that negatively impact performance, as well as those that can be harnessed to encourage superior performance. With real case studies from companies in Asia, Europe, and the United States, this book offers a truly global approach to organizational culture. Offers a fresh approach to the effects of national culture on organizational culture that is applicable to any country in any region Based on case studies of such companies as Toyota, Samsung, General Motors, Nokia, Walmart, Kone and British Leyland It describes the origins and nature of the most common corporate crisis and how culture impacts the response to such a crisis Ideal for managers, business leaders, and board members, as well as business school students A welcome response to the flat-Earth fad that argues we're all alike, this book offers a nuanced and practical view of cultural differentiators and how they can enable or derail business performance.

The authors of the hugely influential Corporate Cultures reunite to assess the effects of the last two decades of management trends and to offer new strategies for achieving corporate renewal.

The father of the corporate culture field and pioneer in organizational psychology on today's changing corporate culture....This is the definitive guide to corporate culture for practitioners. Recognized expert Edgar H. Schein explains what culture is and why it's important, how to evaluate your organization's culture, and how to improve it, using straightforward, practical tools based on decades of research and real-world case studies. This new edition reflects the massive changes in the business world over the past 10 years, exploring the influence of globalization, new technology, and mergers on culture and organization change. New case examples help illustrate the principals at work and bring focus to emerging issues in international, nonprofit, and government organizations as well as business. Organized around the questions that change agents most often ask, this new edition of the classic book will help anyone from line managers to CEOs assess their culture and make it more effective.Offers a new edition of a classic work with a focus on practitionersIncludes new case examples and information on globalization, the effects of technology, and managerial competenciesCovers the basics on changing culture and includes a wealth of practical advice

Business experts everywhere have been finding that corporations run not only on numbers, but on culture. Organization consultants Terrence Deal and Allan Kennedy probe the conference rooms and corridors of corporate America to discover the key to business excellence. They find that the health of the bottom line is not ultimately d by attention to the rational aspects of managing€”financial planning, personnel policies, cost controls, and the like. What€™s more important to long-term prosperity is the company€™s culture€”the inner values, rites, rituals, and heroes€”that strongly influence its success, from top management to the secretarial pool.For junior and senior managers alike, Deal and Kennedy offer explicit guidelines for diagnosing the state of one€™s own corporate culture and for using the power of culture to wield significant influence on how business gets done.

This book explains how corporate culture develops and how it determines the quality of the corporation's output. It also describes methods for testing and assessing corporate culture and discusses strategies for making changes in the work enviroment that will bring about increased productivity.

Argues that the Dilbert comic strip actually promotes negative images of employees and reinforces the positions of management

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In the Commonwealth Caribbean, the majority of the merchant firms that evolved into diversified conglomerates had their origins in the commercial merchant princes of the 19th century. They were an integral part of the colonial elite, and their wealth was premised principally on sugar, cocoa or bananas, as well as the import of finished goods and various materials from Europe and North America.

Learn breakthrough concepts and access practical tools and methodologies that will ensure you turn your innovations into thriving new businesses or lines of business and that are instrumental in deploying any organic growth strategy and in creating a culture of innovation and corporate entrepreneurship. You’ve heard how established companies such as IBM, Virgin, Boeing, Google, Apple, 3M, McKinsey, and Dupont monetize innovations by successfully launching and scaling up new businesses. What separates these corporate entrepreneurs from the many that fail at intrapreneurship despite favorable market conditions? How can you ensure the profitable launch of your new business? The answers lie in understanding what happens inside the startup as it struggles to coexist with its parent company and fend off corporate interference long enough to succeed in the marketplace. Whether you have adopted the lean startup methodology, a staged-gate innovation process, agile software development methods, or other means of encouraging innovation and accelerating customer adoption, to succeed at intrapreneurship you must tackle the 12 labors identified in this book. In Winning at Intrapreneurship you will accompany the intrapreneur as he or she works within the corporation to prepare for the launch of a new business venture and actively engage in change management activities to gain the support necessary to grow the new business. You will be introduced to innovative intrapreneurial concepts that will ensure you successfully bring innovations to the market. Some of the concepts covered include defining and aligning expectations, leveraging corporate force multipliers, developing a market awareness warning system, avoiding corporate descent into failure, and facing your own corporation’s lines of defence. Filled with real examples from the business world, the book provides a solid framework and practical solutions the reader can implement immediately.

Leading authorities share their approaches to understanding, managing and changing organizational cultures. Includes methods for identifying cultural norms, reinforcing the positive aspects of existing culture, and building new cultures that support organizational goals and strategies.