Deal And Kennedy Corporate Culture Pdf Free
Corporate Culture
Deal And Kennedy Corporate Culture Pdf Presentation

Organisation culture by using typologies or classifications, which include the following: Deal and Kennedy (1982) identified four generic types of cultures to describe organisational culture, namely the tough-guy/macho culture, the work-hard/play-hard culture, the bet-your company culture and the process culture. See full list on mindtools.com. By Terrence E Deal, Allan A Kennedy Corporate Cultures The Rites and Rituals of Corporate LifeBy Terrence E Deal Allan A Kennedy How to download or read online book: Corporate Cultures TheRites and Rituals of Corporate Life By Terrence E Deal Allan AKennedy? Click the button on this page, you will be directed to the freeregistration form.

Executive Summary

List of Abbreviations

List of Figures

1 Introduction

2 Problem Definition

3 Objectives

4 Methodology

5 Main Part
5.1 Theoretical Models of Corporate Culture
5.1.1 Deal & Kennedys Four Cultures Model
5.1.2 Edgar H. Scheins Three Levels of Culture
5.2 The Need for Culture Change
5.3 Ways to Change Culture
5.3.1 Cycle of Cultural Evolution in Organizations, Dyer
5.3.2 Culture-Management-Process
5.4 Problems and Limitations of Changing
5.5 Business Case “Credit Mutuel Group”

6 Results and Conclusion

Bibliography

Executive Summary

Corporate culture is an important phenomenon of organizations. Values, visions, norms, language, beliefs and habits of the organization are fixed in the cultures contents. A good working culture is important for the company’s success and profit situation. The globalization leads to a dramatic process in the economic markets. Takeovers, cooperation and mergers are typical consequences of the new economic era. This market process is also responsible for the collision of corporate cultures. Different needs justify that willful intervention in the culture system after a takeover. Dissatisfaction, isolation and inefficiency are only a few reasons why a cultural change is recommendable. For a successful change it is decisive to know everything about the old culture and to know what to do for changing it. Several theoretical models and strategies have been developed for this issue. The most reason why a change fails is that problems and limitations have not been taken into consideration or have not been handled the right way. Culture-guides should lead the employees thru the changing process and should help orientating. The change of a culture is a long way and many do are not patient enough to wait. The success of a change is based on many task but the important task is to recognize that problems occurring during the changing process are usual and the solving of these problems lead to the new culture. Problems are indicators for mistakes or wrong planning which have to be solved. Changing operators have to recognize problems as chance for succeeding.

List of Abbreviations

illustration not visible in this excerpt

List of Figures

Figure 1: Deal & Kennedy “Four Cultures Model”

Figure 2: Edgar H. Scheins Three Levels of Culture

Figure 3: Cycle of Cultural Evolution in Organizations, Dyer

Figure 4: Culture-Management-Process

Figure 5: Comparison Citigroup Inc. vs. Credit Mutuel Group

1 Introduction

In the age of globalization, markets become more and more dynamic. For reasons of synergetic potentials, improvements in productivity and possible savings many companies are looking for investments to make themselves more efficient^[1]. Today, takeovers or mergers and acquisitions are usual part of economic life and make a high demand on the work of the Human Resource Department. In the first half year 2012 over 20.000 transactions were counted in this sector in spite of the Financial Crisis we are facing these years^[2]. Beside the legal and bureaucratic complexity, the HR department has to manage the whole personnel consequences resulting from the merger. Integration of employees, cancellation and change of employment agreements, renegotiation of collective agreements and restructuring of work time schedules are only a short enumeration of the multiplicity of demanding duties and responsibilities, which have to be handled. One important challenge for the HR department is the right exposure with different corporate cultures. The integration of companies in organizations can fail, if cultural differences are not considered^[3]. On these grounds identification and influence of organizational culture are critical factors which decide over success or failure of an acquisition. Comparable to domestic political problems within the integration of foreigners with different cultures and religious faith, the establishment or change of an existing organizational culture is a sophisticated and sensitive issue, especially when the responsible people do not even know about their own cultural structure.

2 Problem Definition

The reason why the integration of a company after a takeover fails is not only the ignorance of organizational culture; it is also the lack of knowledge about how to change an existing culture. The changing process is also a complicated and often nontransparent case with many possible problems and limitations which have to be considered. That means that there is no general roadmap of changing or establishing a culture, rather every single cultural change needs its own new roadmap developed. This new roadmap evolves from solving different kind of problems during the changing process. And sometimes there are limitations of change which have to be accepted.^[4]

3 Objectives

The objective of this assignment is to discover what problems and limitations could occur during the changing process of an organizational culture after a takeover. It will be also seek to identify how to handle typical problems and to recognize insuperable limitations. Theoretical models for recognizing a culture type and models for changing an organizational culture should help identifying this problems and limitations.

4 Methodology

The main part of this assignment will start with a theoretical overview of different models, developed to describe different indicators of corporate culture. It will begin with the model of Deal and Kennedy which is based on four different types of organizations. These types vary in how quickly the organization receives feedback, the way members get a return on their investment, and the level of accepted risks^[5]. Afterwards, the Three Levels of Culture Theory by Edgar Schein will be explained. This model defines the organizational culture as something observable, but also as a result of values and basic assumptions^[6]. After the specification of the named models, needed for identifying cultural structures within the community, possible methods aiming for a cultural change will be defined. At the same time problems and limitations will be discussed in this part. A short example of a failed changing try and the appeared problems and limitations will be given to establish a practical relevance. This example will be based on the takeover of the Citigroup retail banking subsidiary company in Germany. In a following chapter the results will be discussed and afterwards a conclusion of this issue will be set.

5 Main Part

5.1 Theoretical models of Corporate Culture

In the past many theoretical models have been established to explain organizational cultures. They all try to explain the different types and groups of the settled culture and the behavior aspects of their members. As a definition can be said, that corporate culture is something common, that counts for every member of the organization. Through values, standards and believes it leaves its marks on their behavior. For the member of the culture community the culture itself is something which is simply there. The members do not reflect the situation and everything happens unconsciously. An important fact is that corporate culture growths from the past. It is established from the unit of the members and it can

Table of Contents

Executive Summary

List of Abbreviations

List of Figures

1 Introduction

2 Problem Definition

3 Objectives

4 Methodology

5 Main Part

5.1 Theoretical models of Corporate Culture

Deal And Kennedy Corporate Culture Pdf