1. Mission and StrategyA shared understanding of core mission, primary task, and manifest and latent functions

What justifies the organization’s existence?

Public justifications = manifest functions Private (unspoken) justifications = latent

functions

Example: A major strategic decision was made at Ciba-Geigy based on culture, not marketing or financial info

Scientific research is the source of truth and good ideas

Truth and wisdom reside in those who have more education and

experience

There is enough time. Quality,

accuracy, and truth are more important

than speed.

Individual and organizational

autonomy are the key to success as long as

one stays closely linked to one’s “parents.”

The mission is to make a better world through

science and “important” products

The strength of the organization is in the

expertness of each role occupant. A job is

one’s own turf.

We are one family and take care of each other, but a family is a

hierarchy, and children have to obey.

2 . Goals Mission and strategy often “timeless”

but goals must be concrete

Require consensus Organizational structure

Division of labor

Reward system

Authority system

Example: DEC clear on mission but faced lack of agreement on meaning of “marketing”

•Engineering arrogance

•We know what is best

•Idealism•Responsible

people of good will can solve the

problem

•Moral commitment to

solving the customer’s

problem

•Keep central control

•Internal competition

•Let the market decide

3. MeansThe group cannot achieve its goals and fulfill its mission without clear consensus on the means by which goals will be met

At Ciba-GeigyNorm developed about expertise and turf

At DECNorm developed that “turf” is accountability for tasks and accomplishments, not budgets, space, and people

Scientific research is the source of truth and good ideas

Truth and wisdom reside in those who have more education and

experience

There is enough time. Quality,

accuracy, and truth are more important

than speed.

Individual and organizational

autonomy are the key to success as long as

one stays closely linked to one’s “parents.”

The mission is to make a better world through

science and “important” products

The strength of the organization is in the

expertness of each role occupant. A job is

one’s own turf.

We are one family and take care of each other, but a family is a

hierarchy, and children have to obey.

•Rugged individualism

•Entrepreneurial spirit

•Technical innovation•Work is fun

•Do the right thing•He who proposes,

does•Individual

responsibility

•Paternalistic family

•Job security

•Truth through conflict•Rush back and get buy

in

4. Measurement4. Measurement Developing consensus on criteria to use in Developing consensus on criteria to use in

measuring how well the group is doing in measuring how well the group is doing in fulfilling its goalsfulfilling its goals

Debates can occur on whether financial Debates can occur on whether financial criteria override customer satisfaction, criteria override customer satisfaction, market share, or employee moralemarket share, or employee morale

Involves obtaining info, getting info to right Involves obtaining info, getting info to right place within the organization, and digesting place within the organization, and digesting it so corrective actions can be takenit so corrective actions can be taken

5. CorrectionDeveloping consensus on the appropriate remedial or repair strategies to be used if goals are not being met.

Chapter 6

Creating a common language and conceptual categories

Defining group boundaries and criteria for inclusion and exclusion

Distributing power and status

Developing norms of intimacy

Defining and allocating rewards and punishments

Explaining the unexplainable – ideology and religion