ORGANIZATIONAL CULTURE Organizational Culture and Leadership, 3rd Edition

436 INDEXRRamlosa bottled water (Sweden), 285Reality: cultural assumptions about,137–149; external physical, 141; individual,143; intersubjective, 143; levelsof, 141–143; nature of, 138; shared assumptionsabout, and truth, 140–149;social, 142Rebirth, organizational, 316Redding, S. G., 152, 182Refreezing, 328–329Relationships, human, 138, 156; activityorientation and role definition in,185–186; assumptions about nature of,178–187; and basic characteristics ofrole relationships, 183–185; individualismand groupism in, 180–181;nature of, 138; and power distance,181–183; problems to be resolved in,179–180; and rules of interaction,186–187Relative placement, 163–166Reorganization, 316Restructuring, cognitive, 325–328. SeeCognitive restructuring; TransformativechangeRewards, allocating, 126–129Rice, A. K., 98–99Risberg, P., 402–404Ritti, R. R., 13Rockart, J. F., 147Roethlisberger, F. J., 172Role, 179; definition, 185–186Rosie the Riveter, 175SSaab Combitech, 402–404Sahlins, M., 209Salk, J., 139, 413Sandoz, 49–50, 178, 299, 391Saturn (General Motors), 309Savage, C. M., 305Saxton, M. J., 12–13Scandal, 309–312Scanning, 325; imitation and identificationversus, 327–328Schein, E. H., 13, 18, 19, 26, 39, 46–48,60, 64, 65, 88, 92, 118, 172–174, 178,185, 196, 197, 205, 207, 208, 227, 246,258, 275, 292, 299, 305, 320, 324, 360,366, 371, 394, 395, 407Schneider, B., 13, 246Schön, D. A., 13, 29–31, 309Schultz, M., 12, 13Schwartz, P., 393Scully, J., 240Senge, P. M., 163, 305, 394, 401–402Sensory screening, 165Service, E. R., 209Shepard, H. A., 71Sherwood, J. J., 98–99Shrivastava, P., 192Singapore, 395Sithi-Amnuai, P., 154Smith, D. M., 31Smithfield Enterprises, 232–234, 249Snyder, R. C., 12Social distance, 164–165Social validation, 29Socialization: process of, 18–19Somerville, I., 393Sorensen, J. B., 7Southeast Asian religions, 177Space: and activity interaction, 168–170;and body language, 167–168; and distanceand relative placement, 163–166; nature of, 138; shared assumptionsabout nature of, 163–168; symbolicsof, 166–167Stanford University, 241Status, defining, 120–126Steele, F. I., 165, 267, 401Steinberg, S., 227–232, 249, 251–253,256, 258, 259Steinbergs (Canada), 124, 184, 227–232,301Sterman, J. D., 163, 401–402Strategic alliances, 413–414Strategy, 94; mission and, 89–93; sharedassumptions about remedial and repair,104–108Strodtbeck, F. L., 30–31, 152, 171, 175,180, 183Subcultures, 198–199, 274–288Subgroups, 274–288Succession: and infusion of outsiders,306–309; problems of, 299–312; andsystematic promotion from selectedsubcultures, 303; and technologicalseduction, 304–306Surveys, 206–207Survival anxiety, 320, 322, 324, 376–377;versus learning anxiety, 329–331