To prepare:
Read the chapter, “Organizational Culture and Control” in Organization Theory and Design and the chapters, “The Diagnostic Quantitative Approach to Assessment and Planned Change” and “Deciphering Culture” in Organizational Culture and Leadership. Pay particular attention to the role of organizational culture in organization design, the descriptors of different types of cultures, and strategies for deciphering cultures.
Read the chapter, “From ‘Hamburger Hell’ to ‘I’m Lovin’ It’: How Organizational Culture Contributed to McDonald’s Turnaround” in The Oxford Handbook of Organizational Climate and Culture. Consider how changes in McDonald’s organizational culture to more closely align to its new strategies contributed to the organization’s turnaround.
Read the assigned pages in the chapter, “Innovation and Change” in Organization Theory and Design and the chapter “How Leaders Embed and Transmit Culture” in Organizational Culture and Leadership. Also, read the article, “Values Statements: The Missing Link Between Organizational Culture, Strategic Management and Strategic Communication.” Think about strategies leaders can use to embed, transmit, and facilitate change in organizational culture.

Reflect on the organization that you selected in Module 1. Based on what you learned about deciphering organizational cultures and different types of organizational cultures, identify the organization’s current culture.

Bring to mind the strategy and structure you recommended that the organization pursue in Weeks 2 and 3, respectively. Consider whether the current organizational culture sufficiently aligns with and supports the strategy and structure that you recommended. If not, identify which type of culture would be more effective and consider why.
Identify one strategy you would recommend that leaders use to facilitate changes to the organizational culture in the context of organization design.