Hampden Circles

September 16, 2016

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All that thanks to the endomarketing and the other tools. This dimension shows until point external operation is structured. On pragmatic units, there is more emphasis on the needs of consumers and the results are more important than procedures; There is also more flexibility in regards to ethics in business. For normative units, the contrary is true; It is believed that the organization contributed pair the well-being of society. Units working under competition are more pragmatic, while monopoly and those who exercise tasks defined by law are regulations. Academic support & AD monograph the contribution of Hampden-Turner (1994) for the attention of corporate culture is also interesting. The author asserts that the corporate cultures are structured around dilemmas and that culture should seek to reconcile such dilemmas.

People reach leadership positions because they have the perception of the dilemmas facing the Organization and offer their members a way of resolution or reconciliation. The dilemma is like a bull’s horns; seek to avoid being struck by any of them. As an example of dilemma may cite forces that prevent organizations for decentralization. Cultures tend to one or another direction, but the degree of sustainable vies is limited. The two tips of the dilemma can form vicious circles (a cyclone, rodamoinho or Vortex) or virtuous circles, such as an ascending spiral or double helix. In the first case, the dilemmas are adversaries and not reconcile, while in the second are synergistic and conciliated and the circle becomes self-balanced and auto-correctivo.

The transformation of potentially vicious circles virtuous circles is what characterizes the role of leaders, with the construction of an important organizational culture. Cultural diversity there is both much organizational nationally and can be found in multicultural organizations. The no-consideracion of this diversity can lead managers to assume that there is uniformity and this result in inefficiency. Otherwise, assume that everything and everyone are different may involve losing the opportunity to build a corporate culture that keep the integrated organization and produce a psychological advantage. All that pressures managers to them to develop new skills to manage in the new scenario.