Read the case study of Ciba-Geigy presented in Chapter 4 of the (Humphrey’s 2008), and then discuss this organization in terms of any two of the typologies presented in Chapter 14. Must be at least 300 words or more.
References
Humphreys, J. & Langford, H. (2008). Managing a Corporate Cultural ‘Slide’. MIT Sloan Management Review, 49(3), 25-27.
Schein, E. H. (2016). Organizational culture and leadership (5th ed.). San Francisco: Jossey-Bass:
- Chapter 13. Deciphering Culture
- Chapter 14. The Diagnostic Quantitative Approach to Assessment and Planned Change
- Chapter 15. The Dialogic Qualitative Culture Assessment Process
O’Reilly III, C. A., Caldwell, D. F., Chatman, J. A., and Doerr, B. (2014). The Promise and Problems of Organizational Culture: CEO Personality, Culture, and Firm
Campbell, J. & Göritz, A. S. (2014). Culture Corrupts! A Qualitative Study of Organizational Culture in Corrupt Organizations. Journal of Business Ethics, 120(3), 291–311.
Denison, D., Nieminen, L. & Kotrba, L. (2014). Diagnosing organizational cultures: A conceptual and empirical review of culture effectiveness surveys. Journal European Journal of Work and Organizational Psychology, 23(1), 1-64. Retrieved from https://pdfs.semanticscholar.org/413c/205ea91f7553748c6c3e47d73d25289c7226.pdf
