been rapidly spreading the influence of large multinational forms of organization. An integral part of this process has been the rise of organizational cultures unique to particular firms. In a world where such cultures are often in conflict with the societies in which they operate, how can we understand the workings of cultural patterns and the kinds of transformations they can create?
This concise introductory text provides succinct analysis of organizational cultures and types of change they can set in motion. Culture is used in an original way to bring together and make sense of central issues in organizational behavior. The volume explores the way in which forms of culture can influence styles of management, attitudes towards leadership, the level of motivation in the workplace and hidden agendas in group dynamics. It raises the important issue of whether there can be such a thing as a right design for an organization, and brings into focus the major implications and dangers of the growing numbers of supranational firms both in terms of internal structure and for the context in which they function. Throughout, the author succeeds in weaving together behavior and organization, reconciling the traditional divorce between psychology and sociology in the field.
Drawing on case studies from Europe, Asia, and Africa, this book provides a truly international insight into forms of organizational behavior. Detailed chapter objectives and summaries are provided to aid progress and self assessment, as well as comprehensive reading lists.