The Management Culture

THREE CULTURES OF MANAGEMENT The Key to Organizational Learning in the 21st Century EXTERNAL PROBLEMS **** MISSION & STRATEGY CORRECTION MEANS LEADERS SHOULD FOCUS ON THE EXTERNAL PROBLEMS & HELP TO BUILD TRUST 70% WE CANNOT UNDERSTAND ORGANIZATIONAL LEARNING AND PLANNED CHANGE UNLESS WE CONSIDER CULTURE AS THE PRIMARY SOURCE OF RESISTANCE TO CHANGE OF CHANGE EFFORTS FAIL WHY DO ORGANIZATIONS FAIL TO LEARNAND INNOVATE? EXECUTIVE CULTURE 01 FINANCIAL FOCUS 02 SELF-IMAGE (THE LONE HERO) 03 HIERARCHICAL FOCUS 04 TASK AND CONTROL FOCUS The Organization becomes depersonalized and abstract.. personal relations are just means to the ends OPERATOR CULTURE PEOPLE'S KNOWLEDGE, SKILL, LEARNING ABILITY SUCCESSFUL MANAGEMENTOF EXTERNAL PROBLEMS WILL DETERMINE YOUR SUCCESS VALUES: COLLABORATION, COMMUNICATION, OPENNESS, MUTUAL TRUST ENGINEERING CULTURE IDEAL WORLD: ELEGANT MACHINES & PERFECT PROCESSES LEARN TO& DEAL WITH UNPREDICTABLE CONTIGENCIES PROACTIVELY OPTIMISTIC. NATURE CAN & SHOULD BE ( MASTERED LINEAR & QUANTITATIVE THINKING, ABSOLUTIST VIEW OF REALITY Piktochart MSEL 532 DESIGNING ORGANIZATIONAL CULTURE Master of Science in Executive Leadership - USD Cohort "Lucky 13" - January 2013 REFEREMCES: Schein, E. (1996). Three Cultures of Management Schein, E. (2010). Organizational Culture and Leadership (4th Ed.) Sonia M. Farace MEASUREMENT GOALS