Changing a Problem Culture Read the overview below and complete the activities that follow. When a company’s culture is
Posted: Wed Jul 06, 2022 6:04 am
Changing a Problem Culture
Read the overview below and complete the activities thatfollow.
When a company’s culture is unhealthy or otherwise out of syncwith the actions and behaviors needed to execute the strategysuccessfully, the culture must be changed as rapidly as can bemanaged. This means eliminating any unhealthy or dysfunctionalcultural traits as fast as possible and aggressively striving toingrain new behaviors and work practices that will enablefirst-rate strategy execution. The more entrenched the unhealthy ormismatched aspects of a company culture, the more likely theculture will impede strategy execution and the greater the need forchange.
As shown in Figure 12.2 (below), the first step in fixing aproblem culture is for top management to identify those facets ofthe present culture that are dysfunctional and pose obstacles toexecuting strategic initiatives. Second, managers must clearlydefine the desired new behaviors and features of the culture theywant to create. Third, they must convince company personnel of whythe present culture poses problems and why and how new behaviorsand operating approaches will improve company performance—the casefor cultural reform has to be persuasive. Finally, and mostimportant, all the talk about remodeling the present culture mustbe followed swiftly by visible, forceful actions to promote thedesired new behaviors and work practices—actions that companypersonnel will interpret as a determined top-management commitmentto bringing about a different work climate and new ways ofoperating. The actions to implant the new culture must be bothsubstantive and symbolic.
The goal of this exercise is to you to understand the kinds ofactions management can take to change a problem corporate culturethat stands in the way of strategy execution.
Before completing this exercise, be sure to review Chapter 12,“Corporate Culture and Leadership;” specifically, the sectionentitled “Changing a Problem Culture,” as well as Figure 12.2(below).
In cultural change initiatives, arguments for new ways of doingthings and new work practices tend to be embraced more readily ifemployees understand
Multiple Choice
how much more money they will earn.
how they will benefit from the new initiatives.
how they can advance through the company.
what additional training they will be given.
how their colleagues will be affected
What are some of the cultural changing actions that companyexecutives can take?
Multiple Choice
Replacing high profile executives and managers who are covertlyopposing the need for organizational change.
Promoting individuals who can serve as role models for thedesired cultural behavior.
Designing compensation incentives that will reward teams andindividuals who display the desired cultural behavior.
Mandating employee cultural training programs.
All of these are correct.
Read the overview below and complete the activities thatfollow.
When a company’s culture is unhealthy or otherwise out of syncwith the actions and behaviors needed to execute the strategysuccessfully, the culture must be changed as rapidly as can bemanaged. This means eliminating any unhealthy or dysfunctionalcultural traits as fast as possible and aggressively striving toingrain new behaviors and work practices that will enablefirst-rate strategy execution. The more entrenched the unhealthy ormismatched aspects of a company culture, the more likely theculture will impede strategy execution and the greater the need forchange.
As shown in Figure 12.2 (below), the first step in fixing aproblem culture is for top management to identify those facets ofthe present culture that are dysfunctional and pose obstacles toexecuting strategic initiatives. Second, managers must clearlydefine the desired new behaviors and features of the culture theywant to create. Third, they must convince company personnel of whythe present culture poses problems and why and how new behaviorsand operating approaches will improve company performance—the casefor cultural reform has to be persuasive. Finally, and mostimportant, all the talk about remodeling the present culture mustbe followed swiftly by visible, forceful actions to promote thedesired new behaviors and work practices—actions that companypersonnel will interpret as a determined top-management commitmentto bringing about a different work climate and new ways ofoperating. The actions to implant the new culture must be bothsubstantive and symbolic.
The goal of this exercise is to you to understand the kinds ofactions management can take to change a problem corporate culturethat stands in the way of strategy execution.
Before completing this exercise, be sure to review Chapter 12,“Corporate Culture and Leadership;” specifically, the sectionentitled “Changing a Problem Culture,” as well as Figure 12.2(below).
In cultural change initiatives, arguments for new ways of doingthings and new work practices tend to be embraced more readily ifemployees understand
Multiple Choice
how much more money they will earn.
how they will benefit from the new initiatives.
how they can advance through the company.
what additional training they will be given.
how their colleagues will be affected
What are some of the cultural changing actions that companyexecutives can take?
Multiple Choice
Replacing high profile executives and managers who are covertlyopposing the need for organizational change.
Promoting individuals who can serve as role models for thedesired cultural behavior.
Designing compensation incentives that will reward teams andindividuals who display the desired cultural behavior.
Mandating employee cultural training programs.
All of these are correct.