Cultural Differences Between DEC And Ciba-Geigy

Every company has its own unique organizational culture defined internally and externally. An outsider’s perception of a company culture may vary significantly from an employee’s perspective. Schein observed these differences first hand while consulting with DEC and Ciba-Geigy. The two companies were at opposite ends from a cultural standpoint, but were both considered high performing. DEC supported an unconventional open and free-spirited environment that created interesting behaviors within the business (Schein, 2010). Ciba-Geigy operated in a very formal and rigid manner. Authority, rank, and status were observed and well respected within the organization (Schein, 2010).
Schein ultimately determined that in order to prescribe methods
If Schein were to evaluate and analyze the cultural DNA of our company, he will certainly find conservative and disciplined attitudes among its employees. As Schein peels back each layer of the business, he will uncover company paradigms active in the business. Individuals have the feeling of worth, ownership, and value. The organization subscribes to quality control and continuous improvement programs using Total Quality Management (TQM) and Statistical Process Control (SPC). Every employee is trained from the beginning of their career on these two programs and have the immediate opportunity to be involved with Kaizen continuous improvement teams. The Kaizen teams represent microcultures throughout the organization. As a consultant, Schein will likely determine that employees have confidence in the ability to make recommendations to better the company and will be open to new ideas to improve the working environment. As an employee owned company, we create a culture that encourages its employees to contribute ideas and support one another for the long term benefit of the company. Much like the DEC and Ciba-Geigy company paradigms, my company has its own and must be understand before it can be