The Process of Organizational Design to Bridge the Culture Gap

Part III describes the organizational change that was adopted. Using the elements of the research, the company was able to combine the best of both worlds and created a new Council, as an innovative organ within the company structure, enabling the involvement of frontline workers and bridging the gap with management. This chapter provides the design: the set-up; the expectations of management; the selection of members; the first meeting and naming the council; the organization and formulation of mission and values; and finally the activities that were planned. The Council was officially called the Culture Council while informally the name Soba Council remained in vogue.