5.1
Creation and Maintenance of Organizational Cultures
Organizational members tell stories to make sense of organizational
events and changes, and to emphasize culturally consistent assumptions,
decisions, and actions.43 For example, Mark McCormack, author of What
They Don’t Teach You at Harvard Business School, tells a story that made
the rounds at Ford Motor Company.
Many years ago the Ford Motor Company went through a period in
which the numbers people literally took over the company and were
closing plants left and right in order to cut costs. They had already
succeeded in shutting down plants in Massachusetts and Texas
and seemed to be relishing their newfound power.
Robert McNamara, who was president of Ford at the time,
called a meeting of his top executives to discuss a recommendation
he had received for the closing of yet another plant. Everyone was
against it, but the predictions from the accountants were so glum
that no one was willing to speak up.
5.1
Creation and Maintenance of Organizational Cultures
Organizational members tell stories to make sense of organizational
events and changes, and to emphasize culturally consistent assumptions,
decisions, and actions.43 For example, Mark McCormack, author of What
They Don’t Teach You at Harvard Business School, tells a story that made
the rounds at Ford Motor Company.
Many years ago the Ford Motor Company went through a period in
which the numbers people literally took over the company and were
closing plants left and right in order to cut costs. They had already
succeeded in shutting down plants in Massachusetts and Texas
and seemed to be relishing their newfound power.
Robert McNamara, who was president of Ford at the time,
called a meeting of his top executives to discuss a recommendation
he had received for the closing of yet another plant. Everyone was
against it, but the predictions from the accountants were so glum
that no one was willing to speak up.
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