MGMT 490 Ch 12

Assigning employees who fail to display cultural norms to dead-end jobs where the duties are tightly prescribed and strictly enforced

incompatible subcultures; a politicized internal environment; hostility to change and a wariness of people who champion new ways of doing things: an aversion to looking outside the company for best practices, new managerial approaches, and innovative ideas; and executives who exude the negatives of arrogance, ego, greed, and an "ends-justify-the-means" mentality

Top executives are reluctant to change established policies, procedures and work practices or back off strict enforcement of these policies, procedures and work practices (in order to avoid weakening the culture)

The most distinctive and dominating theme of a strong culture company is wide support among both mangers and employees for high ethical standards and ways of operating that are widely considered to a model of socially responsible behavior

The single most important thing the senior company managers can do to deeply embed and perpetuate the company's culture is to hold periodic ceremonies to honor employees who excel in exhibiting and role modeling the desired cultural behaviors

accurate analysis of the circumstances causing unacceptable performance, exercising good judgement in deciding when corrective adjustments are needed and deciding what adjustments to make, and good implementation of the corrective actions that are initiated

have a major culture-building influence because they communicate what actions and behavior are expected of all company personnel

complacency about the need to develop innovative new products or implement best practices, a strong preference for following rather than leading market change, not making bold proposals to pursue emerging opportunities and a "we have done it this way for years" syndrome

A complicated value chain and a very diverse set of core competencies -- both of which act to create multiple subcultures

shifting from decentralized to centralized decision-making so as to give senior executives more authority and control in driving cultural change

practice MBWA, put constructive pressure on the organization to achieve good results and operating excellence and push corrective actions to improve a strategy execution and achieve the targeted results

Companies that have instituted a values statement and a code of ethics very rarely have subcultures

A willingness on the part of organizational members to accept change and take on the challenge of introducing and executing new strategies encouragement and support for internal entrepreneurship a proactive approach in identifying issues and moving forward with workable solutions

the culture functions as a valuable managerial ally in the strategy execution process

the company's strategic vision and mission and the approach to competing the underpins its strategy