ORGANIZATIONAL CULTURE Organizational Culture and Leadership, 3rd Edition

224 ORGANIZATIONAL CULTURE AND LEADERSHIPof the organization, thereby creating a stable culture. In ChapterFourteen the growth and evolution of the organization into subunitsis described and the growth of subcultures is noted.As organizations grow and evolve, so do their cultures. In ChapterFifteen I describe ten different mechanisms or processes thatcause cultures to change, and I point out the role that leaders canand should play in using these processes to skew cultural evolutionto their purposes. All of these are natural processes that should bedistinguished from what I call managed change, the process by whichleaders set out to solve specific organizational problems that may ormay not involve cultural elements. In Chapter Sixteen I provide ageneral model of managed change that needs to be understood byleaders as change agents. Then in Chapter Seventeen I lay out afocused process of culture assessment that should be used in thecontext of change programs. Finally, in Chapter Eighteen I describein detail how Ciba-Geigy made a major change involving cultureassessment and in Chapter Nineteen I conclude with implicationsfor leadership of this kind of cultural perspective.