Johnson & Scholes' Cultural Web - Revision history

Paulreed at 14:24, 22 September 2012

2012-09-22T14:24:08Z

← Older revision		Revision as of 08:24, 22 September 2012
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	These elements may overlap. Power structures may depend on control systems, which may exploit the very rituals that generate stories.		These elements may overlap. Power structures may depend on control systems, which may exploit the very rituals that generate stories.

			[[File:Culturalweb.jpg\|Johnson and Scholes' Cultural Web.jpg]]

	The imporatnt aspect from the Cultural Web for strategic decision-making is that of coherence. The greater level of coherence the greater likely addvantage ot the organization in competitive markets. Strong cultures are a potent source of competitive advantage becuase they are do difficult to imitate. On the other hand forms can be trapped by their coherent cultures into routines that impair the devlopement of new strategies and lead to terminal decline in the long-run.		The imporatnt aspect from the Cultural Web for strategic decision-making is that of coherence. The greater level of coherence the greater likely addvantage ot the organization in competitive markets. Strong cultures are a potent source of competitive advantage becuase they are do difficult to imitate. On the other hand forms can be trapped by their coherent cultures into routines that impair the devlopement of new strategies and lead to terminal decline in the long-run.

Paulreed at 14:18, 22 September 2012

2012-09-22T14:18:28Z

← Older revision		Revision as of 08:18, 22 September 2012
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	These elements may overlap. Power structures may depend on control systems, which may exploit the very rituals that generate stories.		These elements may overlap. Power structures may depend on control systems, which may exploit the very rituals that generate stories.

	The imporatnt aspect from the Cultural Web for strategic decision-making is that of coherence. The greater level of coherence the greater likely addvantage ot the organization in ~~comoetitive~~ markets. Strong cultures are a potent source of competitive advantage becuase they are do difficult to imitate. On the other hand forms can be trapped by their coherent cultures into routines that impair the devlopement of new strategies and lead to terminal decline in the long-run.		The imporatnt aspect from the Cultural Web for strategic decision-making is that of coherence. The greater level of coherence the greater likely addvantage ot the organization in competitive markets. Strong cultures are a potent source of competitive advantage becuase they are do difficult to imitate. On the other hand forms can be trapped by their coherent cultures into routines that impair the devlopement of new strategies and lead to terminal decline in the long-run.

	Compare and contrast with [[McKinsey's 7's]]		Compare and contrast with [[McKinsey's 7's]]

Paulreed at 14:17, 22 September 2012

2012-09-22T14:17:36Z

← Older revision		Revision as of 08:17, 22 September 2012
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	By describing the distinctive rituals, stories, symbols, power and organisational structures and control systems that can contribute to the organizations worldview one can more clearly characterize an organisation's culture		By describing the distinctive rituals, stories, symbols, power and organisational structures and control systems that can contribute to the organizations worldview one can more clearly characterize an organisation's culture

	~~From Wikipedia~~

	[[Author::Johnson and Scholes]] (1988) described a cultural web, identifying a number of elements that can be used to describe or influence Organizational Culture:		[[Author::Johnson and Scholes]] (1988) described a cultural web, identifying a number of elements that can be used to describe or influence Organizational Culture:
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	These elements may overlap. Power structures may depend on control systems, which may exploit the very rituals that generate stories.		These elements may overlap. Power structures may depend on control systems, which may exploit the very rituals that generate stories.

			The imporatnt aspect from the Cultural Web for strategic decision-making is that of coherence. The greater level of coherence the greater likely addvantage ot the organization in comoetitive markets. Strong cultures are a potent source of competitive advantage becuase they are do difficult to imitate. On the other hand forms can be trapped by their coherent cultures into routines that impair the devlopement of new strategies and lead to terminal decline in the long-run.

	Compare and contrast with [[McKinsey's 7's]]		Compare and contrast with [[McKinsey's 7's]]

Paulreed at 01:30, 22 September 2012

2012-09-22T01:30:36Z

← Older revision		Revision as of 19:30, 21 September 2012
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	Compare and contrast with [[McKinsey's 7's]]		Compare and contrast with [[McKinsey's 7's]]

	See [[Strategy Framework]], [[Strategy and Practice 2 - Corporate Character]]		See also: [[Strategy Framework]],
			*[[Strategy and Practice 2 - Corporate Character]]

	[[Category:Strategy]]		[[Category:Strategy]]

	~~__SHOWFACTBOX__~~

Paulreed at 14:04, 6 July 2012

2012-07-06T14:04:27Z

← Older revision		Revision as of 08:04, 6 July 2012
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	These elements may overlap. Power structures may depend on control systems, which may exploit the very rituals that generate stories.		These elements may overlap. Power structures may depend on control systems, which may exploit the very rituals that generate stories.

			Compare and contrast with [[McKinsey's 7's]]

	See [[Strategy Framework]], [[Strategy and Practice 2 - Corporate Character]]		See [[Strategy Framework]], [[Strategy and Practice 2 - Corporate Character]]

Paulreed at 13:38, 6 July 2012

2012-07-06T13:38:09Z

← Older revision		Revision as of 07:38, 6 July 2012
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	By describing the distinctive rituals, stories, symbols, power and organisational structures and control systems that can contribute to the organizations worldview ~~on e~~ can more clearly characterize an ~~oragnisation~~'s culture		By describing the distinctive rituals, stories, symbols, power and organisational structures and control systems that can contribute to the organizations worldview one can more clearly characterize an organisation's culture

	From Wikipedia		From Wikipedia
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	[[Author::Johnson and Scholes]] (1988) described a cultural web, identifying a number of elements that can be used to describe or influence Organizational Culture:		[[Author::Johnson and Scholes]] (1988) described a cultural web, identifying a number of elements that can be used to describe or influence Organizational Culture:

	The Paradigm: What the organization is about; what it does; its mission; its values?		The Paradigm: What the organization is about; what it does; its mission; its values
	Control Systems: The processes in place to monitor what is going on. Role cultures would have vast rulebooks. There would be more reliance on individualism in a power culture.		*''Control Systems:'' The processes in place to monitor what is going on. Role cultures would have vast rulebooks. There would be more reliance on individualism in a power culture.
	*''Organizational Structures'': Reporting lines, hierarchies, and the way that work flows through the business.		*''Organizational Structures'': Reporting lines, hierarchies, and the way that work flows through the business.
	*''Power Structures'': Who makes the decisions, how widely spread is power, and on what is power based?		*''Power Structures'': Who makes the decisions, how widely spread is power, and on what is power based?

Paulreed at 23:28, 16 October 2011

2011-10-16T23:28:11Z

← Older revision		Revision as of 17:28, 16 October 2011
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	These elements may overlap. Power structures may depend on control systems, which may exploit the very rituals that generate stories.		These elements may overlap. Power structures may depend on control systems, which may exploit the very rituals that generate stories.

	See [[Strategy Framework]]		See [[Strategy Framework]], [[Strategy and Practice 2 - Corporate Character]]

	[[Category:Strategy]]		[[Category:Strategy]]

	__SHOWFACTBOX__		__SHOWFACTBOX__

Paulreed at 23:27, 16 October 2011

2011-10-16T23:27:26Z

← Older revision		Revision as of 17:27, 16 October 2011
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	These elements may overlap. Power structures may depend on control systems, which may exploit the very rituals that generate stories.		These elements may overlap. Power structures may depend on control systems, which may exploit the very rituals that generate stories.

			See [[Strategy Framework]]

	[[Category:Strategy]]		[[Category:Strategy]]

	__SHOWFACTBOX__		__SHOWFACTBOX__

Paulreed at 23:25, 16 October 2011

2011-10-16T23:25:14Z

← Older revision		Revision as of 17:25, 16 October 2011
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	From Wikipedia		From Wikipedia

	Johnson (1988) described a cultural web, identifying a number of elements that can be used to describe or influence Organizational Culture:		[[Author::Johnson and Scholes]] (1988) described a cultural web, identifying a number of elements that can be used to describe or influence Organizational Culture:

	The Paradigm: What the organization is about; what it does; its mission; its values.		The Paradigm: What the organization is about; what it does; its mission; its values?
	Control Systems: The processes in place to monitor what is going on. Role cultures would have vast rulebooks. There would be more reliance on individualism in a power culture.		Control Systems: The processes in place to monitor what is going on. Role cultures would have vast rulebooks. There would be more reliance on individualism in a power culture.
	''Organizational Structures'': Reporting lines, hierarchies, and the way that work flows through the business.		*''Organizational Structures'': Reporting lines, hierarchies, and the way that work flows through the business.
	''Power Structures'': Who makes the decisions, how widely spread is power, and on what is power based?		*''Power Structures'': Who makes the decisions, how widely spread is power, and on what is power based?
	''Symbols'': These include organizational logos and designs, but also extend to symbols of power such as parking spaces and executive washrooms.		*''Symbols'': These include organizational logos and designs, but also extend to symbols of power such as parking spaces and executive washrooms.
	''Rituals and Routines'': Management meetings, board reports and so on may become more habitual than necessary.		*''Rituals and Routines'': Management meetings, board reports and so on may become more habitual than necessary.
	''Stories and Myths'': build up about people and events, and convey a message about what is valued within the organization.		*''Stories and Myths'': build up about people and events, and convey a message about what is valued within the organization.

	These elements may overlap. Power structures may depend on control systems, which may exploit the very rituals that generate stories.		These elements may overlap. Power structures may depend on control systems, which may exploit the very rituals that generate stories.

	[[Category:Strategy]]		[[Category:Strategy]]

			__SHOWFACTBOX__

Paulreed: Created page with "By describing the distinctive rituals, stories, symbols, power and organisational structures and control systems that can contribute to the organizations worldview on e can more ..."

2010-12-18T02:06:24Z

Created page with "By describing the distinctive rituals, stories, symbols, power and organisational structures and control systems that can contribute to the organizations worldview on e can more ..."

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By describing the distinctive rituals, stories, symbols, power and organisational structures and control systems that can contribute to the organizations worldview on e can more clearly characterize an oragnisation's culture

From Wikipedia

Johnson (1988) described a cultural web, identifying a number of elements that can be used to describe or influence Organizational Culture:

The Paradigm: What the organization is about; what it does; its mission; its values.
Control Systems: The processes in place to monitor what is going on. Role cultures would have vast rulebooks. There would be more reliance on individualism in a power culture.
''Organizational Structures'': Reporting lines, hierarchies, and the way that work flows through the business.
''Power Structures'': Who makes the decisions, how widely spread is power, and on what is power based?
''Symbols'': These include organizational logos and designs, but also extend to symbols of power such as parking spaces and executive washrooms.
''Rituals and Routines'': Management meetings, board reports and so on may become more habitual than necessary.
''Stories and Myths'': build up about people and events, and convey a message about what is valued within the organization.
These elements may overlap. Power structures may depend on control systems, which may exploit the very rituals that generate stories.

[[Category:Strategy]]