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and regular attention from all levels of the organization.
3. The data and information generated are best interpreted and
discussed in face-to-face meetings.
4. The control system is a key catalyst for an ongoing debate
about underlying data, assumptions, and action plans.
9-15 Behavioral Control
• Behavioral control is focused on
implementation—doing things right
• Three key control “levers”
9-16 Reasons for an increased emphasis on culture and rewards
1. The competitive 2. The implicit long-term environment is contract between the increasingly complex organization and its and unpredictable, key employees has demanding both been eroded. flexibility and quick
response to its
9-17 Building a Strong and Effective Culture
• Organizational culture a system of shared values and beliefs that
shape a company’s people, organizational
structures, and control systems to produce
behavioral norms. 9-18 Building a Strong and Effective Culture
• Culture sets implicit boundaries (unwritten
standards of acceptable behavior) Dress Ethical matters The way an organization conducts its business 9-19 Example: Wal‐Mart
• A lot of Wal-Mart's success was attributed to the strong and
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This note was uploaded on 03/05/2014 for the course BUS 444 taught by Professor Lynn during the Spring '11 term at Keuka.
- Spring '11