COLLAPSE SUBDISCUSSIONJennifer LewisJennifer LewisSaturdaySep 18 at 3:24pmManage Discussion EntryHi...

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COLLAPSE SUBDISCUSSIONJennifer LewisJennifer LewisSaturdaySep 18 at 3:24pmManage Discussion EntryHi Marcus,Great synthesis of Ciba Geigy. While this definitely keeps the company's reputation in check, are there any issues with this hierarchical structure that could cause breakdown in the company's reputation or perceived reputation? It seems that they address issues head-on and face controversies so their reputation stays intact and clean (Humphreys & Langford, XXXXXXXXXXWhat about growth? Do you think that their growth is stumped because there is a 'line to follow' or stick to with regards to behavior and structure? I'm asking this from a perspective of technology where slogans are often 'move fast and break things' and they create psychological safety through encouragement to fail and the ability for individuals to have a voice and question authority. I feel this type of employee may not work well in a place like Ciba Geigy where there's a specific place in line that an employee needs to fall and rules to follow. But, in turn, it may hurt their creativity and all of the good things that come from open door creative environments. Just curious on your thoughts.Thank you!ReferenceHumphreys, J., & Langford, H XXXXXXXXXXManaging a Corporate Cultural'Slide'.MIT Sloan Management Review,49(3), 25.COLLAPSE SUBDISCUSSIONMary PriceMary PriceYesterdaySep 20 at 2:28pmManage Discussion EntryHi Marcus,I agree that the example of the Ciba Geigy organization is harmonious as well as effective and maintaining a strong company culture. The strong lines of communication and transparency from senior management to all employees shows the management's team dedication to their employees and organizational goals. Their concern for their reputation is also critical as it holds them accountable and to a high standard. As a leader, what are some takeaways or key themes from this example that you plan on implementing into your own work?Thanks!Mary

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The case study analysis of Ciba Geigy opposite the company's reputation has not been disrupted even though there was a cultural transformation going to the margin of the two companies Ciba and Geigy. But I would agree with your point that an employee who has a strategic move in the organization will face difficulty if he tries to incorporate his creativity in the organization. Too much restriction in the organization in order to keep every aspect of the organization under control disrupts the psychological safety within the organization. These restrictions on the hierarchical structure, in the long run, will not be sustained if effective measures of cultural diffusion are not implemented in the organization such that employees can serve proactively by using technological aspects within the organization. 
It is quite obvious that psychological safety would not be maintained in such a situation in the organization.

COLLAPSE SUBDISCUSSIONJennifer Lewis Jennifer Lewis SaturdaySep 18 at 3:24pmManage Discussion Entry Hi Marcus, Great synthesis of Ciba Geigy. While this definitely keeps the company's reputation in...

Jennifer Lewis

Mary Price

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