A positioning theory method for culture analysis and development

Boxer, L 2003, 'A positioning theory method for culture analysis and development', in L. Boxer (ed.) Excellence in the Face of Crisis : Proceedings of the 4th International Conference for the Advancement of Organisational Excellence, Melbourne, Australia, 20-22 October 2003, pp. 1-6.


Document type: Conference Paper
Collection: Conference Papers

Title A positioning theory method for culture analysis and development
Author(s) Boxer, L
Year 2003
Conference name The International Conference for the Advancement of Organisational Excellence
Conference location Melbourne, Australia
Conference dates 20-22 October 2003
Proceedings title Excellence in the Face of Crisis : Proceedings of the 4th International Conference for the Advancement of Organisational Excellence
Editor(s) L. Boxer
Publisher Intergon
Place of publication Melbourne, Australia
Start page 1
End page 6
Total pages 6
Abstract Positioning theory has been used in a range of research to understand the social order or culture that affects how various phenomena occurs. Here a practical positioning theory model is presented that is based on previous research using positioning theory. Various forms and procedures are presented and explained. It is put forward that this model can be applied to social situations as a thought framework to enable greater understanding. It has been shown (Boxer 2003a, 2003b, 2002, 2001) that by breaking culture into four components - rights, duties, morals and actions - the culture can be understood in terms of what people can affect. A gap can be determined through defining the current situation in terms of these four components and then comparing this definition with a desired culture. That gap becomes the objective for cultural change. As change is being implemented its success can be measured through the same method. A manager has an obligation to create a culture conductive to achieving their goals. As an analytical tool, this offers an empirical view of an organisation, which will enable alignment of the culture with organisational objectives. Managers will benefit from the understanding they gain of their current culture and their progress towards their desired culture. The effectiveness of this model may vary due to contextual differences.
Subjects Mechanical Engineering not elsewhere classified
Copyright notice © 2003 Intergon
ISBN 0975154702
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