To help Keller foster both market and clan culture he needs to integrate the two cultures by using effective mechanisms to implement culture change. Clan and market cultures are more likely to deliver higher customer satisfaction and market share because positive employee attitudes associated with clan cultures motivate employees to provide better customer service associated with market cultures. Keller can start by altering his reactions to critical incidents; neuroscience research shows that people learn and pay attention to the emotion’s leader exhibit. For instance, instead of Keller getting upset at Brodsky for failing to solve the lawsuit incident, he can show positive emotions, provide helpful tactics, and encourage him for positive results in the next task; to help achieve effective outcomes, Keller can set SMART learning goals for Brodsky and provide daily monitoring using contingent explicit rewards for team-based projects to foster a clan culture and individual rewards for meeting performance goals that are associated with market cultures. The concern with this alternative is that failure to integrate different cultures can lead the group to focus on different goals or values that can lower the unit and performance. RECOMMENDATION In order to achieve desired career outcome, Keller needs to build trust with colleagues. This raises his LMX allowing him to be more delegative thus raising Brodsky’s autonomy and competency. By the self-determination theory, this increases Brodsky’s intrinsic motivation to work on enhancing his interpersonal relationships. Connecting to Herzberg’s hygiene theory, negative interpersonal relationships is a hygiene factor that results in job disassociation and prohibit employee motivation. Eliminating hygiene factors gives Keller an advantage to develop motivating factors such as stimulating work and achievement that can drive Brodsky’s motivation even more thus resulting positive outcomes. Trusting relationships leads to more business opportunities, faster advancement, and greater capacity to innovate. Positive relationships will help Keller change his attitude towards being more delegative (Azjen’s Theory) which can reduce attribution biases and promote effective and appropriate leader behaviors. Then, Keller needs to set both SMART learning and performance goals that focuses on developing a clan and market-oriented culture. Keller can utilize leverages for implementing culture change by altering his reactions to critical incidents that improve employees’ basic assumptions; provide deliberate role modeling and empowering coaching that closes the gap between espoused and enacted values; and award explicit contingent to team-based projects that foster a clan culture and contingent individual awards for meeting performance rewards that associates with market culture. Implications to consider are Brodsky’s difficulty to trust Keller due to his perceived unfair justice and past experiences on Keller interfering with his tasks in addition to failing to integrate cultures can lead group to focus on different goals putting risk at overall group performance.
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- Spring '11
- Fire Brodsky, Wolfgang Keller