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GEB 4890 Final - Part 2 Questions and Answers 100% Solved
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GEB 4890 Final - Part 2 Questions and Answers 100% Solved
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GEB 4890 Final - Part 2 Questions andAnswers 100% Solved
Rewards and Incentives ✔✔- Techniques for sustained commitment of employees to strategy
execution process
- Link rewards to strategically relevant organizational performance outcomes
- Reward results, not effort
Corporate Culture ✔✔Refers to beliefs and behaviors that determine how a company's
employees and management interact and handle outside business transactions
Core Values ✔✔Fundamental beliefs of a person or organization. Guiding principles that dictate
behavior and help people understand the difference between right and wrong
Two Culture-Building roles of company's core values and ethical standards ✔✔- Foster a work
climate where company personnel share common and strongly held convictions about how the
company's business is to be conducted
, - Provide company personnel with guidance about how to do their jobs, steering them toward
both doing things right and doing the right thing
Strong-Culture ✔✔- Has deeply rooted widely-shared values, behavioral norms, and operating
approaches
- Insists that its values and principles be reflected in the decisions and actions taken by all
company personnel
Weak-Culture ✔✔- Lacks values and principles that are consistently preached or widely shared
- Has few or no traditions, beliefs, values, common bonds, or behavioral norms
- Change-resistant, incompatible subcultures, inwardly focused, unethical or greed-driven,
politicized
High performance cultures ✔✔- Commitment to achieving stretch objectives and accountability
- Adaptive: willing to accept change and take on challenges
Culture Change ✔✔- Top necessity: competent leadership at the top in order for change efforts
to succeed
- Never short-term, takes time for new cultures to emerge and a sustained and persistent effort
to reinforce the culture (can take 2-5 years)
How to Fix a Problem Culture ✔✔Step 1. Identify facets of the present culture that are
dysfunctional and impede good strategy execution
Step 2. Specify clearly what new actions, behaviors, and work practices should characterize the
new culture
Step 3. Talk openly about problems with current culture and persuade reform
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