MGMT 449 - CH12 - FINAL

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  1. Identifying  the  Key  Features of  Corporate  Culture
    A company’s culture is manifested in . . .

    • nValues, business principles, and ethical standards preached and
    • practiced by management

    • nApproaches to people management
    • and problem solving

    nOfficial policies and procedures

    nSpirit and character permeating work environment

    nInteractions and relationships among managers and employees

    nPeer pressures that exist to display core values

    nIts revered traditions and oft-repeated stories

    nIts relationships with external stakeholders
  2. Where  Does  Corporate Culture  Come  From?
    nFounder or early leader

    nInfluential individual or work group

    nPolicies, vision, or strategies

    nOperating approaches

    nCompany’s approach to people management

    • vTraditions,
    • supervisory practices,
    • employee attitudes

    nOrganizational politics

    nRelationships with stakeholders
  3. Characteristics  of Strong  Culture  Companies
    • nConduct business according to a
    • clear, widely-understood philosophy

    • nConsiderable time spent by management communicating and reinforcing
    • values

    nValues are widely shared and deeply rooted

    • nHave a well-defined corporate character,
    • reinforced by a creed or values statement

    • nCareful screening/selection of new
    • employees to be sure they will “fit in”
  4. Characteristics  of  Weak Culture  Companies
    nLack of a widely-shared core set of values

    • nFew behavioral norms
    • evident in operating practices

    nFew strong traditions

    nNo strong sense of company identity

    nLittle cohesion among departments

    nWeak employee allegiance to company’s vision and strategy
  5. Characteristics  of  Unhealthy  Cultures
    • nHighly politicized internal
    • environment

    • vIssues resolved on basis of
    • political clout

    nHostility to change

    vAvoid risks and don’t screw up

    • vExperimentation and efforts
    • to
    • alter status quo discouraged

    • n“Not-invented-here” mindset –
    • company
    • personnel discount need to look outside for

    vBest practices

    • vNew or better managerial
    • approaches

    vInnovative ideas

    • nDisregard for high ethical
    • standards and overzealous pursuit of wealth by key executives
  6. Characteristics  of High-Performance  Cultures
    nStandout cultural traits include

    • vA
    • can-do spirit

    • vPride
    • in doing things right

    • vNo-excuses
    • accountability

    • vA
    • results-oriented work climate in which people go the extra mile to achieve
    • performance targets

    nStrong sense of involvement by all employees

    nEmphasis on individual initiative and creativity

    • nPerformance expectations are clearly identified for all organizational
    • members

    nStrong bias for being proactive, not reactive

    nRespect for the contributions of all employees
  7. Hallmarks  of  Adaptive  Cultures
    • nWillingness to accept change and embrace challenge of introducing new
    • strategies

    • nRisk-taking, experimentation, and
    • innovation to satisfy stakeholders

    • nEntrepreneurship is
    • encouraged and rewarded

    nFunds provided for new products

    nNew ideas openly evaluated

    • nGenuine interest in well-being
    • of all key constituencies 

    • nProactive approaches to
    • implement workable solutions
  8. Dominant  Traits  of  Adaptive  Cultures
    • nAny changes in operating practices and
    • behaviors

    • vMust not
    • compromise core values and long-standing business principles

    • vMust be “legitimate” in the sense of not having an
    • inappropriate or unfair impact on the best interests of key stakeholders





  9. Responsibility of Strategy Maker –
    Select a strategy compatible withthesacred or unchangeable parts of organization’s prevailing corporate culture
  10. Responsibility of Strategy Implementer –
    Once strategy is chosen,changewhatever facets of the corporateculture hinder effective execution
  11. Substantive Culture-Changing  Actions
    nReplace key executives strongly associated with old culture

    • nPromote individuals who have desired cultural traits and can serve as
    • role models

    • nAppoint outsiders who have desired cultural attributes to high-profile
    • positions

    • nScreen all candidates for new
    • positions carefully, hiring only those
    • who fit in with the new culture

    • nMandate all company personnel attend culture-training programs to learn
    • more about new work practices, operating approaches, and behaviors
  12. Techniques  to  Transform  Core  Values  and  Ethical  Standards  into  Cultural  Norms
    nScreen out applicants who do not exhibit compatible character traits

    • nIncorporate values statement and ethics code in employee training
    • programs

    • nStrong endorsement by senior executives of the importance of core
    • values and ethical principles at company events and in internal communications

    • nUse values statements and codes of ethics as benchmarks to judge
    • appropriateness of company policies and operating practices

    • nMake the display of core values and ethical principles a big factor in
    • evaluating employee performance
  13. Leading  the  Strategy-Execution  Process
    • nTop executives must be out
    • front personally

    • vLeading
    • the process and

    • vDriving
    • the pace of progress

    • nEntire management team
    • must  work diligently to engage
    • all
    • employees by

    • vDelegating
    • authority to middle and lower-level managers to move the implementation process
    • forward  with all due speed

    • vEmpowering
    • all employees to exercise initiative, get things done in a timely, efficient,
    • and effective manner
  14. Key  Roles  in  Leading  the Strategy-Execution  Process
    • nBe out in the field, seeing
    • how well operations are going

    nGather information firsthand

    nGauge the progress being made

    nBe diligent and adept in spotting gridlock

    nFerret out problems and issues

    • nLearn the obstacles in the path of good execution and clear the way for
    • progress

    nExert constructive, unrelenting pressure on organizational units to

    • vDemonstrate
    • growing consistency in strategy execution

    • Achieve
    • performance target
  15. Process  of  Making  Corrective  Adjustments
    nVaries according to the situation

    • vCrisis situation
    • – Take remedial action quickly

    • vNon-crisis situation
    • – Incrementally solidify commitment to a specific course of action

    • nDeciding on specific corrective
    • adjustments is the same for both proactive and reactive
    • situations

    • nSuccess in initiating corrective
    • actions hinges on

    • vThorough
    • analysis of the situation

    • vExercise
    • of good business judgment in deciding on specific actions

    • vGood
    • implementation of the corrective actions
Card Set:
MGMT 449 - CH12 - FINAL
2015-05-05 04:05:31

MGMT 449 - CH12 - FINAL
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