Concludes that the nature of organizations, as in all spheres of activity involving humans, is to have unwritten rules and procedures of the game. Cites a global consumer products company whose three top‐level policies are listed out in full. Spotlights a Figure showing written rules to...

Argues that culture ‐ the commonly held symbols, beliefs, values and behaviours ‐ is perhaps the most powerful force for cohesion in the modern organization. Highlights two broad types of social relationships which are not mutually exclusive but are difficult to combine successfully:...

Investigates the organization of clans ‐ which have, as their basic community, ideals and clanship (ideology going beyond profit). Posits that clan organizations acknowledge their two‐way responsibilities between individuals and communities. Describes DHL International as a key player in...

Explains what an organization needs to do before, during and after a crisis, and also what skills and expertise are required. Defines a crisis as an event that can destroy or affect an entire organization, pointing out it can threaten the existence of products or operating divisions, harm...

Divides corporate disasters into two kinds: soft disasters, e.g. computer‐related incidents which are non‐life‐threatening (business disasters); and hard disasters — a violent invasion of one's workspace. Charts these are the ones with the potential to cause prolonged...

States cultural differences affect the process of doing business and managing but does warn that US solutions do not always solve other nation's dilemmas. Employs three Figures showing the differences in cultural areas. Identifies five ways people relate to each other: rules versus...

Projects that even the most battle‐hardened project manager will acknowledge that manager’s mental models, their attitudes, the competences they rate, etc., all have major implications. Looks at in‐house cultures, external cultures, dysfunctional cultures and international cultures. Uses 2...

Analyses, in depth, two US centres of innovation — in Silicon Valley, California, and Route 128, west of Boston, Massachusetts, stressing the former was successful and the latter not so. Discusses them in full and gives the pluses and minuses for both. Looks at regional culture, among others,...