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Read the case study of Ciba-Geigy presented in Chapter 4 of the (Humphrey’s 2008), and then discuss this organization in terms of any two of the typologies presented in Chapter 14. Must be at least 300 words or more.

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                                                                              References

Humphreys, J. & Langford, H. (2008). Managing a Corporate Cultural ‘Slide’. MIT Sloan Management Review, 49(3), 25-27.

Schein, E. H. (2016). Organizational culture and leadership (5th ed.). San Francisco: Jossey-Bass:

  • Chapter 13. Deciphering Culture
  • Chapter 14. The Diagnostic Quantitative Approach to Assessment and Planned Change
  • Chapter 15. The Dialogic Qualitative Culture Assessment Process

O’Reilly III, C. A., Caldwell, D. F., Chatman, J. A., and Doerr, B. (2014). The Promise and Problems of Organizational Culture: CEO Personality, Culture, and Firm

Campbell, J. & Göritz, A. S. (2014). Culture Corrupts! A Qualitative Study of Organizational Culture in Corrupt Organizations.  Journal of Business Ethics, 120(3), 291–311.

Denison, D., Nieminen, L. & Kotrba, L. (2014). Diagnosing organizational cultures: A conceptual and empirical review of culture effectiveness surveys. Journal European Journal of Work and Organizational Psychology, 23(1), 1-64. Retrieved from https://pdfs.semanticscholar.org/413c/205ea91f7553748c6c3e47d73d25289c7226.pdf