ORGANIZATIONAL CULTURE Organizational Culture and Leadership, 3rd Edition

IndexAAcademy of Management Review, 162Accuracy, degree of, 157–160Acquisitions, 315–316, 411–414Activity orientation, 185–186. See alsoOrientationAdhocracy, 195Adorno, T., 145African culture, 154Agilent, 241, 242Airwick, 91–92, 375Alcoa, 247Allan, J., 268Alpha Power, 5, 155, 310, 321, 334, 404American culture, 145. See United States,culture ofAmoco, 4, 128, 129, 321, 326Ancona, D. G., 162, 194Anderson, P., 294, 316Anxiety avoidance, 80. See also Learninganxiety; Survival anxietyApple Computers, 240–242, 301, 344;culture assessment at, 351–355Argyris, C., 13, 29–31, 173, 306Artifacts: at Ciba-Geigy, 50–53; and culture,25–27; at DEC, 40–42; elicitingdescriptions of, 342–343Ashkanasy, N. M., 12, 13, 246Asian culture, 182Assumptions: about appropriate humanactivity, 175–178; about externaladaptation, 87–109; about reality,137–149; how leaders embed, 246;leadership ability to change cultural,417; nature of human nature, 171–175,396–397; proactivity, 394–395; reporting,347–348; shared tacit, identifying,344–346; tacit, 344–346Assumptions, basic: versus basic values,25; at Ciba-Geigy, 54–59; and underlyingassumptions, 30–36Athos, A. G., 13, 145Australia, 181Austria, 181–182, 185BBailyn, L., 33, 159Barley, S. R., 13, 131, 160, 161, 185, 210,275Bartunek, J., 31Basel “aristocracy” (Ciba-Geigy), 119,280, 302, 374, 388, 391Basic assumptions: basic values versus, 25;and Ciba-Geigy paradigm, 54–59; andDEC paradigm, 45–49Bass, B. M., 192Beckhard, R., 124, 378, 382Behavior, derivative, 19–20Behavioral norms, building, 72–75Being orientation, 176. See also OrientationBeing-in-becoming orientation, 176–177.See also OrientationBenne, K. D., 64Bennis, W., 64, 71, 245, 315Berg, P. O., 167Beyer, J. M., 12, 13, 15, 266Bhopal explosion, 310Bion, W. R., 71, 72, 79, 80Blake, R. R., 73, 193, 304; ManagerialGrid by, 304Bluedorn, A. C., 156, 162Body language, 167–168Boundaries, group, 116–120Bowditch, J. L., 411Bradford, L. P., 64British Petroleum (BP), 4, 128429