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civilization, it remainsvitalized.As far
asweknow, onlywe,humanbeings,
guideourselvesbasedonvalues, and
not justby instinct andneed. In the
samewayonlywe, basedon invisible
values, buildcivilization.
Uneasinesswithin
theorganization
PERICLESPINHEIROMACHADO JR.
PÁG. 70
Therelationshipbetweenorganizational
cultureand itspotential restrictive
effectsupon thehumancapacityof
creatingsolutionsand implementing
changes isexplored in thisarticle
under theprismof thepsychoanalysis
groupphenomenawithin thecorporate
context.Theconceptof culture, and
mainly thatoforganizational culture,
ispresentedasacomplex tapestryof
specificcodes,traditionsandmeanings
that confer to individuals thesense
of identityandbelonging toasocial
group.Theorganizational culture
whenunderstoodasagroup
phenomenon is theproductof the
creativeneedsof individuals,but it
alsorepresentsa factor to restrict full
expressionof individuality.When
analyzing theparadoxical relationship
betweenbelongingand individuality,
theauthordiscusses thedifficulties
and resistances facedby leaders that
managechangeswhich involve
thecultureof anorganization.
National cultureand
organizational culture
LIVIABARBOSA
PÁG. 76
National cultureandorganizational
cultureare twoconcepts that, since the
1970s,havedwelledamongst the
administrativeareaacademiaaswell
ascompaniesandmanagerial
consultancies.Theseare iconicconcepts
offeringtwodistinctperspectiveson the
roleof culturewithinorganizations.
Thefirst emphasizes the importance
ofnational vis-à-visorganizational
culture.Thesecondascertains the
importanceof the founder’s role in
constructingauniverseof exclusive
values fordifferentorganizations. In
thisarticle, the intention is toaddress
twoaspects.Thefirsthas todowith
theconceptof cultureassociatedwith
these termsand thesecondwith the
relationshipbetween them.The
definitionused for culture in this
articlerepositions thedilemmabetween
nationalandorganizational culture.
The issue thenbecomes: towhatextent
dothosesymbols,meaningsandpractices
thatwe identify,under certain
circumstances, asnational relatewith
others thatweconsiderwithin the
contextoforganizationsasbeing
partof theentrepreneurial, business,
corporate,managerialworld,
amongothers.
Management literature
onorganizational culture
ILANAVRICHIR
PÁG. 80
In thisarticle, theauthorpresents
literatureconceptsonorganizational
culture.He triesdoing thisbyusing
commonplaceanddown-to-earth
language, inorder to familiarizewith
thismaterial those readers thathave
notbeenbroken into the languageof
so-calledscientificarticlesandbooks.
Thearticlecompares“managerialistic”
messageswith thoseofotherswhoare
quitecriticalwith regard tomanagerial
ideology. In thefirstgroupareTom
PetersandRobertWaterman; James
Collinsand JamesPorras;AlanDeal,
TerrenceKennedyandEdgrard
Schein.Theseareauthorswhohave
achievedsuccesswithbusinessbooks.
Theybecame famousconsultantsand
conferencespeakersandmaybe for
this reason theyareknown to readers.
In thesecondgroup, thatof “the
opposition”, are JohnVanMaanen,
MichaelRosen,not lessprestigious
amongacademia, butmuch less
known to themajorityof thepublic.
