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Documente Cultură
CORPORATE CULTURE
AND LEADERSHIP:
KEYS TO GOOD STRATEGY EXECUTION
(c) 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
THIS CHAPTER WILL HELP YOU UNDERSTAND:
LO 1 The key features of a company’s corporate
culture and the role of a company’s core
LO 2 How and why a company’s culture can aid
the drive for proficient strategy execution.
LO 3 The kinds of actions management can take
to change a problem corporate culture.
LO 4 What constitutes effective managerial
leadership in achieving superior strategy
execution.
(c) 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 12–2
INSTILLING A CORPORATE CULTURE
CONDUCIVE TO GOOD STRATEGY EXECUTION
Corporate Culture
● Budaya perusahaan merupakan gabungan nilai-nilai bersama, keyakinan, prinsip-prinsip
bisnis, dan tradisi yang mempengaruhi gaya operasi perusahaan, norma perilaku, sikap
terdalam, dan atmosfer kerja.
● Is the meshing of shared values, beliefs, business principles, and traditions that
imbues a firm’s operating style, behavioral norms, ingrained attitudes, and work
atmosphere.
● Is important because it influences the firm’s actions and approaches to
conducting business.
(c) 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
12–3
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
CORE CONCEPT
(c) 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
12–4
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
ILLUSTRATION The Culture That Drives Innovation
CAPSULE 12.1 at W. L. Gore & Associates
(c) 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 12–5
IDENTIFYING THE KEY FEATURES OF A
COMPANY’S CORPORATE CULTURE
(c) 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
12–6
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STRATEGIC MANAGEMENT PRINCIPLE
(c) 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
12–7
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FIGURE 12.1 The Two Culture-Building Roles of a Company’s Core Values
and Ethical Standards
(c) 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
EMBEDDING CULTURAL NORMS IN THE
ORGANIZATION AND PERPETUATING THE
CULTURE
1. Screen applicants and hire those who will mesh well with the
culture.
2. Incorporate discussions of the firm’s culture and behavioral
norms into orientation programs for new employees and
training courses for managers and employees.
3. Have senior executives frequently reiterate the importance
and role of company values and ethical principles at company
events and in internal communications to employees.
4. Expect managers at all levels to be cultural role models and
exhibit the advocated cultural norms in their own behavior.
(c) 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
12–9
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
EMBEDDING CULTURAL NORMS IN THE
ORGANIZATION AND PERPETUATING THE
CULTURE
(c) 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
12–10
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
STRATEGIC MANAGEMENT PRINCIPLE
(c) 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
12–11
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
FORCES THAT CAUSE A FIRM’S CULTURE
TO EVOLVE
New or revolutionary
technologies
Merger or acquisition
of another firm
(c) 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
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STRONG VERSUS WEAK CULTURES
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12–13
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CORE CONCEPT
(c) 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
12–14
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DEVELOPMENT OF A STRONG CULTURE
Founder or Commitment
strong leader Strong by the firm to
with strong Culture ethical
values behavior
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
STRATEGIC MANAGEMENT PRINCIPLE
(c) 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
12–16
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
WHY CORPORATE CULTURES MATTER
TO THE STRATEGY EXECUTION PROCESS
(c) 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
12–17
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
STRATEGIC MANAGEMENT PRINCIPLE
(c) 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
12–18
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
HEALTHY CULTURES THAT AID
GOOD STRATEGY EXECUTION
Performance
Good Strategy
Execution
High-Performance Adaptive
Cultures Cultures
Commitment to
Willingness to accept
achieving stretch
change and take on
objectives and
challenges
accountability
(c) 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
12–19
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
STRATEGIC MANAGEMENT PRINCIPLE
(c) 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
12–20
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
UNHEALTHY CULTURES THAT IMPEDE
GOOD STRATEGY EXECUTION
Incompatible
Subcultures
Poor Strategy
Execution
Poor Performance
(c) 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
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CHANGING A PROBLEM CULTURE:
THE ROLE OF LEADERSHIP
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FIGURE 12.2 Changing a Problem Culture
(c) 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
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MAKING A COMPELLING CASE
FOR CULTURE CHANGE
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12–24
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SUBSTANTIVE CULTURE-CHANGING ACTIONS
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HOW LONG DOES IT TAKE TO CHANGE
A PROBLEM CULTURE?
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LEADING THE STRATEGY EXECUTION PROCESS
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12–28
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ILLUSTRATION Culture Transformation at
CAPSULE 12.2
America Latina Logistica (ALL)
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CORE CONCEPT
(c) 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
12–30
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
STAYING ON TOP OF HOW THINGS ARE GOING
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12–31
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MOBILIZING THE EFFORT FOR EXCELLENCE
IN STRATEGY EXECUTION
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12–33
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A FINAL WORD ON LEADING THE PROCESS
OF CRAFTING AND EXECUTING STRATEGY