The culture cycle : how to shape the unseen force that transforms performance

Title:

Personal Author:

Heskett, James L.

Physical Description:

xi, 372 p. : ill. ; 24 cm.

ISBN:

9780132779784

Subject Term:

Corporate culture

Organizational behavior

Organizational effectiveness

Organizational change

Available:*

Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... Perpustakaan Raja Zarith Sofiah	35000000001776	HD58.7 H475 2012	Open Access Book	Book	Searching... Unknown
Searching... PSZ JB	30000010293349	HD58.7 H475 2012	Open Access Book	Book	Searching... Unknown

The contribution of culture to organizational performance is substantial and quantifiable. In The Culture Cycle , renowned thought leader James Heskett demonstrates how an effective culture can account for 20-30% of the differential in performance compared with "culturally unremarkable" competitors.

Drawing on decades of field research and dozens of case studies, Heskett introduces a powerful conceptual framework for managing culture, and shows it at work in a real-world setting. Heskett's "culture cycle" identifies cause-and-effect relationships that are crucial to shaping effective cultures, and demonstrates how to calculate culture's economic value through "Four Rs": referrals, retention, returns to labor, and relationships. This book:

Explains how culture evolves, can be shaped and sustained, and serve as the organization's "internal brand." Shows how culture can promote innovation and survival in tough times. Guides leaders in linking culture to strategy and managing forces that challenge it. Shows how to credibly quantify culture's impact on performance, productivity, and profits. Clarifies culture's unique role in mission-driven organizations. A follow-up to the classic Corporate Culture and Performance (authored by Heskett and John Kotter), this is the next indispensable book on organizational culture.

"Heskett (emer., Harvard Business School) provides an exhaustive examination of corporate policies, practices, and behaviors in organizations." Summing Up: Recommended.

Reprinted with permission from CHOICE, copyright by the American Library Association.

Author Notes

James Heskett is Baker Foundation Professor, Emeritus at Harvard University's Business School. A leader in advancing management practice, he remains active at Harvard Business School; serves as a board member at Limited Brands; and consults with companies worldwide. Heskett has won the Council of Logistics Management's John Drury Sheahan Award; Sales and Marketing Executives International's Marketing Educator of the Year Award; and the American Marketing Association's Career Contributions to the Service Discipline Award. He is author and coauthor of several books, including Corporate Culture and Performance (with John P. Kotter); The Value Profit Chain (with W. Earl Sasser, Jr. and Leonard A Schlesinger); and The Ownership Quotient (with Sasser and Joe Wheeler).

Reviews 1

Choice Review

Heskett (emer., Harvard Business School) provides an exhaustive examination of corporate policies, practices, and behaviors in organizations. He sets out to field-test a conceptual framework for the "hard to replicate source of competitive advantage"--culture--in its myriad definitions and manifestations. He posits that as much as half of the difference in operating profit is attributable to culture. In an attempt to support his claim, Heskett uses statistics and stories of corporations waxing rhapsodic about mission, vision, and values. This study of culture as a topic of academic interest and corporate obsession is structured in four distinct sections as the author rolls out the four R's--referrals, retention, returns to labor, and relationships with customers--as the litmus test to take corporations, much maligned and otherwise, past the current anticapitalist fervor of the disaffected masses to produce healthy profits for all. Summing Up: Recommended. Graduate students, researchers, faculty, and practitioners. G. E. Leaf independent scholar

Acknowledgments	p. x
About the Author	p. xii
Introduction	p. 1
Two Visits, One Story	p. 3
Questions to Be Addressed	p. 12
How This Book Is Organized	p. 13
Chapter 1 A Crisis in Organization Culture?	p. 15
What Culture Is and Isn't	p. 17
Stealth Weapon or Humanizing Effort?	p. 17
The Development of Interest in Organization Culture	p. 19
The Nature of an Organization's Culture	p. 22
Culture and the Workplace	p. 35
Culture and the Long-Term Erosion of Job Satisfaction	p. 38
Chapter 2 Culture as "Know How"	p. 41
ING Direct: Shaping a Culture	p. 41
Culture and Purpose ("Know Why")	p. 45
Culture and Strategy ("Know What, When, Where")	p. 46
Culture and Execution ("Know Who")	p. 46
How Successful Managers View the Importance of Culture	p. 48
Culture in the Context of Purpose, Strategy, and Execution	p. 49
Chapter 3 Culture: A Multi-edged Sword	p. 55
Nature and Results of the 1992 Study	p. 59
Strong Cultures Affect Performance	p. 60
Strength of Culture Is Not Correlated with Good Performance	p. 61
Adaptability Keys Long-Term Success	p. 61
The Question of Fit	p. 62
The Role of Leadership	p. 65
Chapter 4 Culture in an Organization's Life Cycle	p. 69
How Cultures Are Formed	p. 69
The Process of Culture Formation	p. 72
How Cultures Are Articulated and Institutionalized	p. 72
How Cultures Are Diluted	p. 75
Enemies of an Effective Culture	p. 77
How Cultures Are Renewed	p. 88
Reinforcing Effective Cultures	p. 90
Chapter 5 Economies of Culture: The "Four Rs"	p. 95
Economic Advantages of an Effective Culture: The "Four Rs"	p. 97
Culture Impact Model	p. 114
Several Caveats	p. 114
Chapter 6 The Culture Cycle: Measuring Effectiveness	p. 119
USAA: Effectiveness Through Trust	p. 121
Nucor Steel: A Study in Learning, Accountability, Self-Direction, and Innovation	p. 124
Toyota and the Importance of Alignment and Agility	p. 128
Measuring a Culture's Strength	p. 132
Measuring a Culture's Health: The Culture Cycle	p. 134
Measuring a Culture's Fit"	p. 146
Caveats	p. 147
Chapter 7 The Four R Model: A Field Test	p. 151
The Setting: RTL, Inc	p. 151
The Research and Findings	p. 152
The Blind Results	p. 156
Blind Result Comparisons	p. 158
Caveats Regarding the Blind Estimates	p. 159
Comparisons of Culture Cycle Elements	p. 160
Management's Interpretation of What Happened	p. 164
Conclusions	p. 165
Chapter 8 Culture and Innovation	p. 169
The Culture Cycle and 3M Innovation	p. 172
Levels of Innovation	p. 174
Adaptability and Innovation	p. 179
Value "Clusters" That Foster Innovation	p. 179
Innovation "Value Clusters" at Apple	p. 187
Chapter 9 Culture and Adversity	p. 197
Adversity and Response at Intuit	p. 197
Adversity and Response at BP	p. 200
9/11 and the Southwest Airlines Response	p. 203
Adversity and Response at Coldman Sachs	p. 204
So What?	p. 209
The Fit Between Culture, Leadership Style, and the Nature of Adversity	p. 210
How Cultures Help and Hurt in Times of Adversity	p. 212
Culture as a "Filter" Between Adversity and Performance	p. 214
Chapter 10 Subcultures and Global Strategies	p. 219
Enter the Culturalists	p. 221
Global Management Challenges from Cultural Differences	p. 223
What Do These Vignettes Suggest?	p. 231
The Selection of Leaders	p. 239
Managing the Relationship Between Headquarters and Subsidiaries	p. 241
Organizing, Coordinating, and Controlling Effort	p. 243
Chapter 11 Mission-Driven Organizations: Special Challenges	p. 251
Supergrowth	p. 251
Loss of Focus: "Mission Creep"	p. 253
Making a Large Organization Seem Small	p. 255
Deploying Human Resources: The Challenge of Volunteer Labor	p. 255
Measuring and Rewarding Effectiveness Among an Organization's Subcultures	p. 257
Coordinating Efforts with Other Mission-Driven Organizations	p. 259
Managing Board and Leadership Conflicts Concerning Basic Assumptions	p. 260
Controlling Zealous Behavior	p. 263
Chapter 12 Dealing with Forces That Challenge Organization Cultures Today	p. 267
Information and Communications Technology	p. 268
Increasing Emphasis on Transparency	p. 270
New Generations of Employees	p. 272
Team-Based Work	p. 276
Employment and Deployment Strategies	p. 277
The Rise of Free Agency	p. 281
The Psychological Shrinking of the World	p. 281
Chapter 13 Leading Culture Change	p. 285
How Do You Know Change Is Needed?	p. 288
Monitoring Links in the Culture Cycle: RTL, Inc. Revisited	p. 289
Changing a Culture	p. 297
Sustaining Culture Change	p. 305
Conclusions	p. 309
The Role of the Leader in Reshaping Culture	p. 310
Chapter 14 Answers and Questions	p. 317
Characteristics of Effective Cultures	p. 318
Economic Outcomes: Profit and Satisfied Stakeholders	p. 320
Behavioral Outcomes: Great Places to Work	p. 320
Some Final Thoughts	p. 322
Appendix A Sample Questions for Measuring the Strength and Health of a Culture	p. 325
Appendix B Four R Assumptions and Computations	p. 329
Appendix C Complete Results of Employee Surveys, 2009 and 2010, for Three RTL, Inc. Offices	p. 333
Endnotes	p. 339
Index	p. 361

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Author Notes

Reviews 1

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Table of Contents