ORGANIZATIONAL CULTURE Organizational Culture and Leadership, 3rd Edition

276 ORGANIZATIONAL CULTURE AND LEADERSHIP• More information is always better than less• The more quantifiable information is, the better• Information can be captured and frozen in time on thecomputer screen, and so on; hence a paperless office is possibleand desirable• Technology leads and people should adapt• People can and should learn the language and methods of IT• Management will give up hierarchy if IT provides better coordinationmechanisms• The more fully connected an organization is, the better it willperform• People will use information responsibly and appropriately• Paper can be replaced by electronically stored informationBy way of contrast, both the operator culture and the executiveculture might hold contrary assumptions. For example, operatorsand/or executives often make the following assumptions:• Information relevant to operations must include face-to-facehuman contact in order to be accurately understood• Information must be extracted from raw data and will bemeaningful only in a particular context that is itself perpetuallychanging• Meaning derives only from complex patterns• The costs associated with speed may not be worth it• Too much connectivity produces information overload• The more information you have, the more you need• Certain kinds of information, such as personal feedback inperformance appraisal, should not be quantitative and shouldnot be computerized• The ability to see and manipulate paper is intrinsic to manykinds of tasks