ORGANIZATIONAL CULTURE Organizational Culture and Leadership, 3rd Edition

432 INDEXEspoused beliefs and values, 28–30, 309;at Ciba-Geigy, 53–54; at DEC, 42–45;identifying, 343–344Espoused theories, 29–30, 309Essochem Europe, 176–177, 414Etzioni, A., 191European culture, 145, 154Evolution: general, 294–295; incrementalchange through, 294–295; managed,through hybrids, 297–299; self-guided,through insight, 296–297; specific,295; stages of group, 70–84Executive culture, 197–199, 276–277External adaptation: assumptions about,87–109; and shared assumptions aboutgoals derived from mission, 93–95; andshared assumptions about means toachieve goals, 95–99; and shared assumptionsabout measuring results,99–104; and shared assumptions aboutmission and strategy, 89–99; and sharedassumptions about remedial and repairstrategies, 104–108; steps of, 88External physical reality, 141Exxon, 176–177, 414FFacades, design of, 267–268Festinger, L. A., 141, 325, 326Fifth Discipline, The (Senge), 305Fiorina, C., 242Flight distance, 165Forrester, J., 162, 163Founders, 273; as leaders, 223–225Fragmented culture, 194Frame breaking, 31French culture, 140Freud, S., 124Friendship, rules for, 124–126Frost, P. J., 13, 204, 407Functional familiarity, 82Funkhouser, G. R., 13Fusion, 77–78GGagliardi, P., 13, 27, 167Geertz, C., 13General Foods (GF), 92, 105, 106, 127,166, 216, 259, 282, 411General Motors (GM), 20, 309Gersick, C.J.C., 294, 316Gerstein, M. S., 305Gerstner, L., 240Gibb, J. R., 64Global Business Network, 393Goals: and needs, 179; shared assumptionsabout, derived from mission, 93–95;shared assumptions about means toachieve goals, 95–99Goffee, R., 193–195Goffman, E., 12, 123, 167, 186, 192Goldsmith, M., 393Grenier, R., 169, 305Group(s): boundaries, 116–120; building,77–81; cooperative cultures, 180;emergence of culture in new, 63–84;evolution, stages of, 70–84; formation,70–77; formation of, through originatingand marker events, 64–70; andgroupism, 180–181; groupness, 69;how culture emerges in, 63–84; identity,116–120; maturity, 83–84; meeting,explaining purpose of, 341–342;meetings, 341–342; selecting for interviews,340–341; work, and functionalfamiliarity, 82–83GroupWare, 169Guild, 320, 322HHall, E. T., 97, 143, 153, 163–165Hampden-Turner, C., 137–138, 152, 154,183Hanna, D. P., 98–99Harbison, F., 192Harris, R. T., 378, 382Hatch, M. J., 13, 165Havrylyshyn, B., 180Heinzen, B., 268Henderson, R. M., 13Hergert, M. L., 411Herzberg, F., 173Heskett, J. L., 7, 89, 314Hesselbein, F., 393Hewlett, W., 241Hewlett-Packard, 13, 29, 40, 125, 131,186, 187, 241, 286, 303, 316, 345Hierarchy, 195Hirschhorn, L., 407