tailieunhanh - Strategic Cultures of Transformative Organization_1

Cuốn sách thú vị với bối cảnh toàn cầu đa dạng của nó rộng rãi giải thích bản chất và ý nghĩa của các tổ chức khu vực khác nhau của thế giới. Nó nhấn mạnh như thế nào các nhà lãnh đạo năng động và có thể làm mang lại giá trị có ý nghĩa với thế giới bằng cách tạo ra và chuyển đổi tổ chức. | 62 TRANSFORMATIVE ORGANIZATIONS the organization exist the ownership problem the formative challenge by whom should the organization be defined in terms of vision and values the integration problem the normative challenge and of whom the organization would assume responsibility the boundary problem the fulfillment challenge . These challenges are best understood in the context of the organization as a democratic citizen seeking to sustain and further the democratic spirit of the international society. By focusing on supporting exchange among the stockholders and other stakeholders multiple local institutions and diverse contributors to the organizational functioning the transformative organization can better fulfill its formative and normative roles without necessarily favoring one constituency over the other and one institutional system over the other. We showed how the evolutionary perspective invokes the concept of mutation as a God-given gift in order to explain the formative force in effective organizational design. We underlined that this God-given gift can be cultivated through learning conversations about the mission and vision of the organization within the pioneering group and then enhanced through normative development that brings the organization into the mainstream. The final test of the organizational effectiveness is highlighted by the summative evaluation which captures the milestones achieved by the organization. Our case analysis of the Wesman Group in the State of West Bengal in India showed that the firm has reached tremendous milestones in terms of its market position and respect by the international partners. However from a normative perspective the commitment of its top management was not strongly related to the optimism about the organization s future though both were moderately and equally positive. Though neither top management commitment nor top management optimism were part of the firm s formative vision the current CEO had become .