As alluded to in the previous answer employees

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As alluded to in the previous answer, employees working in an organization where longevity is valued over performance may, as their own longevity increases, become less concerned with their own performance. As a result, the overall productivity of the organization is likely to decline. 3. How would you describe the culture of an organization that promotes this type of behavior? Students’ descriptions will vary somewhat, but will probably include words that suggest a clannish, casual or lackadaisical, and somewhat stagnant environment. 4. If you were the division manager, how would you handle the situation? Responses will, of course, vary. Encourage students to carefully consider all aspects of the situation, including their own ethical values, in developing their solution to this dilemma. END OF CHAPTER CASE People-Centric Culture at Sargento Foods, Incorporated The core values of Sargento Foods are based on the philosophy of its founder, Leonard Gentine, Sr.: “Hire good people and treat them like family.” The core values are also a formal part of Sargento’s corporate culture, a culture that is built on agreements between the company and its 154
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Chapter 10: Organizational Culture and Change employees that clearly spell out what is expected of each. Employees are expected to act ethically, focus on the customer, be accountable for their actions, and have fun and incorporate humor into their workday. Management is expected to offer opportunities for continued learning and training, and to encourage dialogue with employees. To ensure that the company’s values and policies don’t become outdated, they are revisited twice a year. For Discussion 1. Describe how the culture at Sargento Foods influences its decision making. Give some examples from the case. The culture philosophy at Sargento Foods emphasizes people, pride, and progress. All of its decisions are based on treating employees like family, a commitment to outstanding customer and consumer response, and innovation. Examples include building a new plant in the location that would offer its workers the shortest possible commute, involving senior and middle managers in process improvement teams focused on driving operational excellence, and being first to introduce naturally shredded and sliced cheeses and resealable packaging. 2. Describe the norms of behavior at Sargento Foods. Employees are expected to act ethically, focus on the customer, be accountable for their actions, and have fun and incorporate humor into their workday. Management is expected to offer opportunities for continued learning and training, and to encourage dialogue with employees. 3. Consider a change that Sargento might need or want to initiate. How would the management team go about the change process given its strong culture? Sargento routinely involves large numbers of people in strategy development and day-to-day operational improvement initiatives. In seeking to initiate change, it is likely that the management team would make use of this practice of involving employees to create a vision for change, communicate and share information, empower others to act on the vision, institutionalize the new approaches, and evaluate the effectiveness of the change effort.
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