ercial managers to production issues); 'functional' for more specialized knowledge within disciplines, (e.g. advanced marketing for marketing managers); and 'general management', covering an assortment of strategic and policy issues for all managers. Evaluation criteria for career advancement include: academic or professional qualifications, yearly performance measures, problem solving, decision making, working under pressure, competency in key operational areas, international orientation (language proficiency and international assignments undertaken), leadership and individual potential. It also covers the extent to which they have conducted themselves in line with corporate, i.e. cultural, values. For example, to what extent has a manager upheld professional ethics?; how accessible are they to subordinates? This is designed to internalize cultural values. Career planning therefore requires a careful assessment of managers' developmental needs and aspirations, and the organizational requirements. In this way, individual aspirations and organizational goals become intertwined through the MTD-culture dialectic.Culture at IPIt did not seem useful to measure the attributes of the IP culture. Following Sackman (1992) on inductive research on subcultures as opposed to a prior hypothesizing, I sought to infer the meaning of IP culture by observing managerial behaviour, listening to managers' accounts of lived experiences and what they thought were the distinctive manifestations of their culture. A thematic analysis revealed the following as the most widely accepted features of IP culture: professionalism and business ethics; capacity to see the 'whole business picture' (i.e. generalization rather than specialization); cautious, risk-averse decision-making; highly bureaucratic procedures; non-abrasiveness in communication and personal relations; minimal use of obvious perks and office status symbols; accessibility to managers. [2] Views on IP ...
