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