communicating the financial expectations. The CEOs did not just want to paint a “rosy but wanted to demonstrate that they were doing all they could to improve their picture” financial outlook. Internally, Tengblad found that the CEOs used a variety of assessments to evaluate the senior managers. These assessments created a and “carrot (pg. 596) approach to managing internal expectations. Similar to stick” Selznick’s original conclusions, Tengblad concluded that the CEOs in his study spent enormous energy in managing the external expectations of their organizations. However, this management process did not automatically lead to changes to the organization. The role of stories and text in institutional maintenance Selznick describes one task of institutional leadership that helps in the institutionalization process as elaboration of socially integrating myths (pg “the 151)”. These myths are used to help day-to-day behavior with long-run meaning and “infuse purpose (pg. is clear that institutional leaders play an active role in developing 151)”. It the vision and mission of the organization. However, while some scholars view the vision setting process as a strategic or organizational function (Boal and Schultz, 2007; Nutt and Backoff, 1997), from an institutional perspective, vision setting is also inherently political. Organizational visions give rise to stories, myths, and ceremonies (Meyer and Rowan, 1977) they enable the organization to remember the “good old days” or to reinforce some key values of the organization (Bolman and Deal, 2003). Gregory are a fundamental way through which we understand the Berry (2001) notes, “Stories understanding the stories of organizations, we can claim partial world….By understanding of the reasons behind As such the exchange of visible behavior” (p. 59).
communicating the financial expectations. The CEOs did not just want to paint a “rosy picture” but wanted to demonstrate that they were doing all they could to improve their financial outlook. Internally, Tengblad found that the CEOs used a variety of assessments to evaluate the senior managers. These assessments created a “carrot and stick” (pg. 596) approach to managing internal expectations. Similar to Selznick’s original conclusions, Tengblad concluded that the CEOs in his study spent enormous energy in managing the external expectations of their organizations. However, this management process did not automatically lead to changes to the organization. The role of stories and text in institutional maintenance Selznick describes one task of institutional leadership that helps in the institutionalization process as “the elaboration of socially integrating myths (pg 151)”. These myths are used to help “infuse day-to-day behavior with long-run meaning and purpose (pg. 151)”. It is clear that institutional leaders play an active role in developing the vision and mission of the organization. However, while some scholars view the vision setting process as a strategic or organizational function (Boal and Schultz, 2007; Nutt and Backoff, 1997), from an institutional perspective, vision setting is also inherently political. Organizational visions give rise to stories, myths, and ceremonies (Meyer and Rowan, 1977) they enable the organization to remember the “good old days” or to reinforce some key values of the organization (Bolman and Deal, 2003). Gregory Berry (2001) notes, “Stories are a fundamental way through which we understand the world….By understanding the stories of organizations, we can claim partial understanding of the reasons behind visible behavior” (p. 59). As such the exchange of
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