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Kunda, G. (1992). Engineering Culture

Kunda, G. (1992). Engineering Culture

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Notes on Kunda, Gideon. 1992. Engineering Culture: Control and Commitment in a High-Tech Corporation. Philadelphia, PA: Temple University Press.
Notes on Kunda, Gideon. 1992. Engineering Culture: Control and Commitment in a High-Tech Corporation. Philadelphia, PA: Temple University Press.

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Published by: Ariadna Setentaytres on Nov 01, 2012
Copyright:Attribution Non-commercial

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10/20/2013

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Notes on “Engineering Culture”Prepared by Ariadna73 Page 1 of 2
Reference
:
 
Kunda,
 
G.
 
(1992).
 
Engineering
 
Culture:
 
Control
 
and
 
Commitment
 
in
 
a
 
High
Tech
 
Corporation.
 
Philadelphia,
 
PA:
 
Temple
 
University
 
Press.
Chapter 1 "Culture and organization"
9
 
Description of Tech. A company where there is a strong culture of work
 
Dave Carpenter is a manager that work long hours 
The idea is to educate people without them knowing it
o
let them work off some steam 
o
show them that they are not out on their own 
Generate enthusiasm
o
celebrate some of the successes 
o
make his presence felt 
 
Ellen Cohen will run a "Culture module" in a presentation 
She gave up coding and started to make educational modules
Culture is a people issue - a personnel OD (Organizational Development) type of thing
That company is a dangerous place. People can get hurt, lose marriages, but the work isrewarding (apparently)
 
For both of them the culture has a dual nature 
It is the context
It is also the object of their work lives
9
 
Culture is a mechanism of control
 
It is generally viewed as the shared rules governing cognitive and affective aspects of membership in an organization 
 
According to Edgar Shein, there is a potentially manageable relationship between the behavior of senior managers and cultural outcomes 
 
Understanding the practical consequences of normative in bureaucratic settings becomes very important 
9
 
Consequences of control (There are distinct views)
 
The view of supporters and proponents 
It is the wave of the future
Normative is liberating: it erases conflict between organization and individual
o
Freedom 
o
Autonomy 
o
Creativity 
It is technically feasible
 
The view of critics 
It is a tyranny
The soul is lost
It is dysfunctional
o
Cannot last 
o
The cost is too high and there is no loyalty 
o
In the example, there is a poor tech guy that became an alcoholic because he couldn't cope 

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