HRM601-08

HRM601-08 - – HISTORICAL ANALYSIS CULTURE AND PERFORMANCE • EXCELLENCE CULTURES – VALUES THAT SUPPORT THE BELEIF THAT PEOPLE ARE CENTRAL TO

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A CLOSER LOOK AT THE DOMINANT LOGIC HOW DO THESE ELEMENTS COMBINE TO PROVIDE A VIEW OF THE BUSINESS NASA--FROM COST PLUS TO DRG’S IS THERE A MECHANISM FOR QUESTIONING THAT THEY CAN BE REPEATED MORE EFFECTIVELY? OR CAN YOU BE TOUGH AND SMART AND STILL BE WRONG GM--WE BUILD CAREERS NOT CARS IS THERE A FUNCTION THAT CLOSELY MONITORS THE BUSINESS AND THE LAZY IF THE CONSEQUENCES OF DOING SO ARE BORNE BY OTHERS? ASSESSING CORPORATE CULTURE HOW? BEING THERE CORPORATE COMMUNICATIONS ANNUAL REPORTS ADVERTISING BUSINESS PRACTICES ACTUAL BEHAVIOR AND DECISIONS OPINION AND IMAGE SURVEYS EMPLOYEE AND CUSTOMER PERCEPTIONS DEFINE AND CLARIFY DOMINANT LOGIC
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Unformatted text preview: – HISTORICAL ANALYSIS CULTURE AND PERFORMANCE • EXCELLENCE CULTURES – VALUES THAT SUPPORT THE BELEIF THAT PEOPLE ARE CENTRAL TO THE SUCCESS OF THE ORGANIZATION – NORMS THAT FOSTER EXCELLENCE – A DOMINANT LOGIC WITH A WELL DEFINED STRATEGIC FOCUS • STICK TO THE KNITTING AS OPPOSED TO “DI-WORSE-IFACTION” • STRONG VS. WEAK CULTURES – AGREEMENT AMONG TOP MANAGEMENT ABOUT THE FIRM’S VALUES – CULTURE IS CLEALRY COMMUNICATED AND MANAGED • DOMINANT LOGIC – ACCURATE BELIEFS ABOUT: • CRITICAL SUCCESS FACTORS • ROLE OF TECHNOLOGY IN COMPETITIVE ADVANTAGE • CUSTOMERS • CORE COMPETENCIES...
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This document was uploaded on 12/15/2011.

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HRM601-08 - – HISTORICAL ANALYSIS CULTURE AND PERFORMANCE • EXCELLENCE CULTURES – VALUES THAT SUPPORT THE BELEIF THAT PEOPLE ARE CENTRAL TO

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