Chapter 9 Organizations: Effectiveness, Design, and Cultures END OF CHAPTER FEATURES • Terms to Understand – encourage students to make use of the flashcards available on the student website. Also, suggest they visit the Manager’s Toolkit section on the website for tips and suggestions for aspiring managers. • Action Learning Exercise – An Organizational X-Ray: Capturing the “Feel” of an Organization’s Culture. Encourage students (in groups or individually) to evaluate an organization they are familiar with. It may be the college or university or perhaps their place of employment or internship. The goal is to have an “insider’s” perspective. Have the students complete Part A and Part B before conducting a debriefing together and reviewing the questions for discussion that follow. • Ethics Exercise – Do the Right Thing. Have students review the case about Xerox and contemplate the ethical questions - a few possible responses they are likely to offer are included. What are the ethical implications of the following interpretations? 1. Xerox is a great American company with an admirable culture that took generations of hard work and trust-building to create. Don’t mess with the organization’s culture. Strategic and procedural changes are fine, but don’t fiddle with what makes Xerox unique. Explain. Answer: The statement underscores the significance of organizational culture, particularly in the context of a company like Xerox. Xerox's culture is likely deeply embedded in its history, values, and the collective behaviors of its employees. This culture is not just a superficial aspect of the organization; it is a fundamental part of what makes Xerox successful and unique. Changing an established culture, especially one as admired as Xerox's, can be incredibly challenging and risky. Culture influences how employees behave, make decisions, and interact with each other and external stakeholders. It affects employee satisfaction, engagement, and ultimately, the company's performance. Strategic and procedural changes, on the other hand, can be more easily implemented and reversed if necessary. They are often necessary to adapt to changing market conditions, technological advancements, or competitive pressures. However, these changes should be made with careful consideration of how they align with and potentially impact the existing culture. In essence, the message is to respect and preserve what has made Xerox successful while being open to necessary changes that can enhance its strategic position. It's about finding a balance between maintaining a strong cultural identity and evolving to meet new challenges. 2. Xerox is an old company suffering from a case of bureaucratic hardening of the arteries. Xerox’s employees have become too comfortable to be really creative and have a sense of urgency about being competitive. It’s time for Burns to really shake things up. How? Answer: As we learned in this chapter, cultural change will take more than Burns walking in one day and announcing to all of the employees here is how Xerox’s new corporate culture will look and feel. To shake things up, Burns will need a multi-faceted strategy that brings employees together to embrace this new culture. The use of symbols, language (slogans), stories, and practice (activities, ceremonies) will be essential. Of course, as we learned from Kent Thiry, at DaVita, Burns will need to set the example AND they need to reward those employees who have the courage to tell the truth, admit their mistakes, ask for help, or identify problems. Transforming an organization’s culture can be done, but it requires an investment of time and resources combined with the reality that mistakes will happen. Burns will need to involve his employees in this process or run the risk that he loses some of his best talent. 3. Yes, a cultural change is in order. But in a company that truly values teamwork, the change should be driven by employee problem-solving teams at all levels and consensus building, not by orders from the top. Suggestions? Answer: I agree, the top down, jam it down their throats approach will be a disaster. However, it appears many are content with how things are. They are comfortable and see no reason to change. Hence, they would not get much done on a problem solving team as they see no problems. A balanced approach would be for management to present a list of problems and a vision for the company going forward. Then form teams to help develop strategies to move from today’s state to the desired future. 4. Your own ethical interpretations? Answer: My own ethical interpretations emphasize the importance of considering the impact of decisions on all stakeholders involved, including employees, customers, shareholders, and the broader community. Ethical decision-making involves not only adhering to legal requirements but also considering the moral implications of actions. In the context of decision-making and creative problem-solving, ethics play a crucial role in guiding actions that are fair, just, and respectful of others. This includes being transparent in communication, respecting diversity of opinions, and ensuring that decisions are made with integrity and honesty. Furthermore, ethical interpretations also involve considering the long-term consequences of decisions, beyond short-term gains. This may involve sacrificing immediate benefits for the greater good or making decisions that prioritize sustainability and social responsibility. Overall, my ethical interpretations guide me to make decisions that are not only legally compliant but also morally sound, taking into account the well-being of all stakeholders and the broader impact on society and the environment. • Managers-In-Action Video Case Study – evo CHAPTER 9 MANAGERS-IN-ACTION VIDEO: EVO –TEAMWORK Leading Teams - Storms and Norms Length: 7 minutes and 45 seconds Topics: Teamwork, team formation, talent, conflict, synergy, communication, feedback, goals, outcomes, creativity, roles, responsibilities, structure, and continuous improvement. Company Background From the Evo website January 6, 2011 http://www.evo.com/ evo explores the collaboration between culture and sport by seamlessly joining art, music, streetwear, skateboarding, snowboarding, skiing and wakeboarding. Our aim is to bring all things relevant to the urban, action sports lifestyle into one creative space. Whether it is on the website, on the phone or in our store, our aim is to make all who come into contact with evo feel welcome and excited about their experience. evo's retail space in Seattle is more than just a store, it's our headquarters and the home of 80+ dedicated team members. Since the website launched in 2001, after lots of coffee, countless late nights, 100's of powder days, and early morning sessions on the lake, we are still focused on being a great retailer and asset to the community. Passion for building community is a driving force; both on a national level and locally in Seattle. We are excited about the opportunity to become community anchors in urban settings with diverse groups of people who share common interests. Music events, movie premiers, art exhibitions, benefits to help children in need, partnerships and simply providing a great place in a central location are all ways that we work to build and strengthen community. It is no mistake that our location is a venue, art gallery, and retail space all wrapped into one. Website post on July 23, 2010 from Bryce Phillips: Time flies. We launched the site almost 10 years ago and have gone through a tremendous amount of change as a company. I often refer to the run up until 2008 as "Childhood". We ran full speed ahead, made some crazy decisions, and built a brand and a company - often with brute force. We threw parties, worked 24 hour days and while reckless at times, and somehow made it through the years of hyper growth and organizational change. Nearly two years ago today, we lost a close friend and central figure at evo and jumped overnight into "Adolescence". We never experienced the fun/awkward part of this stage as we found ourselves in the middle of a very tumultuous time. 2008-2009 happened so fast with the passing of Christine, the opening of a distribution center, and the crash of the economy that the extent of the damage left behind - more appropriately carried forward - was almost impossible to comprehend. It was all about survival as we watched many in our industry and out in the broader world, cease to exist. There's no sugar-coating the experience. We lost and laid off friends, moved backwards financially, and had to dig deep in order to dance through a time when we'd be stretched as thin as we possibly could be. This time would test us as well as the fabric that we had worked so hard to weave since growing from 2 employees to 80 over the previous 9 years. Just about a year ago, as we moved into the second half of adolescence, we cut costs, put a plan in place, and executed it with discipline day in, day out. There are endless stories that come to my mind, many of which may never be told, as we moved through the fundraising process, worked with the Board of Directors and investors and tried to juggle a hundred balls, all while growing 80% over the two year period. My heart often raced knowing all that was at stake while also remembering what evo meant to the community, employees and industry and how immense the opportunity was for us as long as we successfully navigated what were some very rough waters. An extraordinary amount of credit needs to go to every person at evo who put forward their best effort and made last year a success. Everyone felt the pressure and watched as many businesses out there couldn’t sustain. Moreover, we continued to focus on our customer and to make sure all of the touch-points that work together to differentiate the evo brand were still in place. We have a long list of events, partnerships, new relationships, and acknowledgements that support that commitment. We were able to rally with our community and friends and raised money for the tragedy in Haiti. We also partnered with Chihuly and K2 to benefit Big Brothers Big Sisters raising over $10,000 for at risk youth. evo's transition into what will be the next phase directly parallels the lives of many of us that work here, some of whom have been here from the start. People are getting married, having kids, and buying houses. While childhood was fun and we learned a lot along the way, we are all moving into the next chapter of our lives. As the company moves into what will surely be a new era, it’s very clear that we are verging on an exciting run. How appropriate that our name evo is rooted in the word “evolution”, speaking to the fact that we are always changing, progressing, moving forward. It speaks to the importance of keeping a focus on the ever-changing culture and it also speaks to the sports and products that we are passionate about. Change is inevitable, but when it’s rooted solidly in our values and core purpose, we know that the future is bright. While daunting, it’s also what keeps each of us engaged, enthusiastic and committed to a better future. 2001-2010 has defined evo so far, as will the years ahead. We will continue to set all sights on strengthening our community with great care for all with whom we come in contact going far beyond the simple transaction. When it’s all said and done, it always comes down to the people and I want to express how thankful I am to all of our customers, employees and partners. We have all worked very hard to set the stage for a bright future and we can’t wait for what’s to come. Cheers, Bryce Phillips Synopsis of Video evo owner Bryce Phillips shares his perspective on leadership and forming successful teams. Several Evo employees discuss the process they went through in forming a new creative team. The share challenges they faced as they tried to develop better team synergy and eliminate the “middle school mentality”. Learn how team leaders address conflict and work towards group cohesion in an effort to increase creative output. Roles, responsibilities, communication, constructive feedback, and strategies for effective team formation are just a few of the many topics included in this video. Previewing Questions 1. Do you believe teams improve creativity, innovation and efficiency or do you think they add complications and waste time? Explain. Answer: Properly formed teams who have a common goal and diverse talents can definitely generate great ideas in a creative environment. Poorly formed teams that lack diversity and common ground can lead to frustration and efficiency. 2. Are you a team player? What personality traits do you possess that make you a good (or bad) team player? Answer: "I consider myself a strong team player, as I believe in collaboration and leveraging diverse perspectives to achieve common goals. One of my key traits that contribute to my effectiveness as a team player is my communication skills. I actively listen to others' ideas and opinions, ensuring that everyone feels heard and valued. Additionally, I am adaptable and open-minded, which allows me to embrace different viewpoints and contribute constructively to discussions. I also believe in taking ownership of my responsibilities within the team, ensuring that I deliver on commitments and support my teammates when needed. Overall, I strive to create a positive and inclusive team environment where everyone can contribute their best." 3. What do you think is the best approach to team formation? Answer: Highly effective teams consist of diverse members who all have a role to play. When people can contribute to the overall success of the team their motivation and enthusiasm is high. Giving team members the opportunity to participate in the development of the over-all vision and goals for the team will also have a positive impact. As the leader it is important not to play favorites as you pull together your multitalented group. Postviewing Questions 1. What company values and elements of corporate culture impact evo’s approach to teamwork and team formation? Answer: It is evident from watching this film clip that evo is a learning organization where everyone is valued and is free to speak truthfully, ask questions, and ask for help. Another thing evo clearly values is diverse groups with common interests. This is evident in their culture and their approach to teamwork. The leaders understand their limits. They know what they are good at and not good at. They realize no one can bring everything to the table. Therefore, their team formation strategy is to augment by going out and getting the best talent to complement their strengths. They strive to form a team of people where each person is passionate and talented in their area while all working towards the same goal. The formation of their creative services team is a good example. They pulled together a multi-talented team with the common element of creative output. Their group discussion begins with a focus on priorities and role definition. Owners of each category, task, and process are determined. Team synergy and increased creative output are tough challenges for this group as they learn how to make the process more of a group reality. However, good communication and honest feedback help them mature and “get away from the middle school mentality.” 2. How is feedback and communication used to improve team performance? Answer: Feedback is focused on how to make something better rather than focusing on the negative. They are trying to provide more positive feedback and getting away from the negative. In addition, developing uniformed language among team members is streamlining communication, adding clarity and increasing understanding while decreasing frustration. After each project they conduct a “post-mortem” or debriefing, to ask “What went well? What didn’t go well? And how can we do it next time?” 3. How was conflict handled among team members? Answer: When conflict arose between team members they opted for an unconventional resolution strategy and went out for coffee and to share feelings. 4. What is the next stage of growth for the creative team at evo? Answer: To get away from the middle school mentality and realize team synergy and increased creative output. Ultimately they would also like to add a position where someone can serve in the official director role assisting with prioritization and resource allocation. CLOSING CASE: SOLUTION ZAPPOS.COM’S CEO TONY HSIEH EXPLAINS HOW TO BUILD A STRONG CORPORATE CULTURE Note: Read the Chapter 1 opening case for background on Tony Hsieh and Zappos.com and a list of the company’s ten core values. 1. Yes, based on what we have learned about Zappos.com and their strong belief that your culture is your brand is appears to be an open system. Their training program also provides evidence of an open system as all employees; regardless of position or title attend the same four week training program that includes two week on the phone actually talking with customers. Everyone spends time in the boundary-spanning subsystem interfacing with other departments and external customers. 2. Zappos is an effective learning organization because they establish from the first day a commitment to learning. Investing four weeks of training for every employee is sending a strong message that they want employees to be informed and knowledgeable about the organization. However, the strongest evidence that Zappos is a learning organization comes from their core values. Goals five and six encompass key elements for learning organizations. They commit to the pursuit of growth and learning and they value open and honest relationships with communication. 3. Zappos appears to be quite organic. They want to wow their customers and encourage employees to be brand ambassadors sending a message of flexibility. They strive to build teams where people’s feedback and input is valued and they focus on building a great culture as they belief great customer service and a great brand will naturally follow. These are indicators of a more organic less bureaucratic organization. 4. Yes, it is clear that Zappos is focused on developing a culture that values teamwork and personal growth. Managers that choose to delegate and empower their employees understand the importance of developing their team members and the impact this has on motivation, retention, and employee satisfaction. 5. Zappos does several things to create a strong corporate culture. Beginning before a person is hired they have a two part hiring process to vet individuals for both technical competence as well as cultural fit. Those who get hired share in making it through this rite of passage, this ritual to become a team member (Practices). Another major element is the ten core values that serve as symbols for everyone to look to, they are the compass everyone references (Symbols). Their training program encompasses the other two cultural forms: Language and Stories. The four week training program includes history, vision, philosophy, and culture. During the course of these four weeks one of the byproducts is that new employees hear company stories and they learn the language, jargon and slogans. INSTRUCTIONAL TIPS 1. An interesting way for your students to grasp the distinguishing characteristics of an organization is to have them try to identify those characteristics in commonplace situations (e.g., a fraternity/sorority, a weekend picnic, a crowd of people watching a football game, a golf foursome, a person fishing, your college or university, or a political party). 2. Your students can learn to appreciate the significance of open-system thinking by selecting an organization and listing its various inputs and outputs. 3. Some students in your class may have been exposed to a layoff, downsizing, or reorganization either personally or through their parents or friends. Discussing these experiences, along with the reactions of the people involved, can help bring home the powerful effect that organizational decline has on individual employees, both those who go and those who stay. 4. Your students have all been exposed to organizational cultures in their own lives, ranging from their family culture to those of schools and churches, work, and other groups. Have them give examples of an experience they have had with a strong organizational culture and discuss some of the stories and symbols associated with it. 5. To stimulate your students’ creativity, have them design an ideal organization and the culture it would have. This could include a name, a mission statement, a slogan or motto, and some of the organization’s structural characteristics and policies. Then have them design a new employee orientation that helps newcomers understand the culture. ADDITIONAL DISCUSSION/ESSAY QUESTIONS 1. What are the common characteristics of organizations? How does each characteristic give organizations an advantage over individuals operating alone? Answer: Organizations exhibit several common characteristics that provide them with distinct advantages over individuals operating alone: 1. Division of Labor: Organizations can assign specific tasks to individuals based on their skills and expertise. This division of labor increases efficiency as individuals can focus on their areas of strength, leading to higher productivity than if the same tasks were performed by a single individual. 2. Hierarchy: Organizational structures typically have a hierarchy of authority, with clear lines of communication and decision-making. This hierarchical structure helps in streamlining processes, reducing conflicts, and ensuring that decisions are made promptly, which might be more challenging for individuals acting alone. 3. Coordination: Organizations can coordinate the efforts of multiple individuals towards a common goal. Through effective coordination, organizations can achieve complex objectives that would be difficult for individuals to accomplish alone due to the need for cooperation and collaboration. 4. Resource Pooling: Organizations can pool resources such as capital, labor, and expertise from multiple individuals. This pooling of resources allows organizations to undertake projects and initiatives that require more resources than any single individual could provide. 5. Specialization: Organizations can have individuals specialize in specific roles or functions. This specialization allows organizations to benefit from the expertise and experience of individuals in their respective areas, leading to higher quality outcomes than might be achievable by a single individual operating alone. 6. Scale: Organizations can operate at a larger scale than individuals, allowing them to reach a broader audience or market. This scalability provides organizations with the potential for greater impact and influence than would be possible for individuals acting alone. In conclusion, the characteristics of organizations such as division of labor, hierarchy, coordination, resource pooling, specialization, and scale provide them with significant advantages over individuals operating alone. These advantages enable organizations to achieve goals more efficiently and effectively, making them a powerful force in society and the economy. 2. How does the modern view of organizations differ from the traditional view? Answer: The modern view of organizations differs from the traditional view in several key ways: 1. Focus on Flexibility and Adaptability: Modern organizations are characterized by their ability to be flexible and adaptable in response to changing external environments. Unlike traditional organizations, which often had rigid structures and processes, modern organizations are more agile and responsive to change. 2. Emphasis on Innovation and Creativity: Modern organizations place a greater emphasis on innovation and creativity in their operations. They recognize the importance of fostering a culture that encourages employees to think creatively and generate new ideas to stay competitive in a rapidly changing world. 3. Importance of Information Technology: Modern organizations rely heavily on information technology to streamline their operations, enhance communication, and gather data for decision-making. This reliance on technology sets them apart from traditional organizations, which may have been more reliant on manual processes. 4. Shift from Hierarchical to Flatter Structures: Modern organizations tend to have flatter organizational structures compared to traditional organizations, which were often characterized by hierarchical structures with multiple layers of management. Flatter structures promote more open communication and faster decision-making. 5. Focus on Employee Engagement and Empowerment: Modern organizations recognize the importance of engaging and empowering their employees. They understand that motivated and empowered employees are more productive and innovative, leading to better organizational performance. 6. Globalization and Diversity: Modern organizations operate in a more globalized and diverse environment than traditional organizations. They must navigate cultural differences and manage operations across multiple locations, requiring a different set of skills and strategies. In summary, the modern view of organizations reflects a shift towards flexibility, innovation, technology, flatter structures, employee engagement, and globalization, distinguishing them from the more rigid and hierarchical traditional view. These differences highlight the evolving nature of organizations in response to the challenges and opportunities of the modern business landscape. 3. What is meant by the statement “Bureaucracy is a matter of degree”? Answer: The statement "Bureaucracy is a matter of degree" suggests that bureaucracies exist on a spectrum, and the extent to which an organization exhibits bureaucratic characteristics can vary. Bureaucracy, as a concept, refers to a system of administration characterized by hierarchical authority, strict rules and procedures, and a focus on impersonal relationships. However, the degree to which these characteristics are present can differ from one organization to another. In some organizations, bureaucracy may be highly prevalent, with rigid rules, a clear hierarchy, and a formalized decision-making process. These organizations are often described as having a high degree of bureaucracy. In contrast, other organizations may have fewer bureaucratic elements, with more flexibility, less formalization, and a more decentralized decision-making structure. These organizations are said to have a lower degree of bureaucracy. The concept of bureaucracy being a matter of degree recognizes that most organizations exhibit some degree of bureaucratic characteristics. Even in organizations that strive to be agile and innovative, there is usually a need for some level of formal structure and rules to ensure efficiency and consistency. However, the extent to which these bureaucratic elements dominate the organizational culture can vary, leading to differences in the degree of bureaucracy within different organizations. 4. What are the benefits of a structured orientation program for a company? Answer: A structured orientation program provides numerous benefits for a company, including: 1. Improved Employee Performance: A well-designed orientation program helps new employees understand their roles and responsibilities, the company's culture, and its expectations. This understanding can lead to improved job performance and productivity. 2. Faster Integration: Orientation programs help new employees integrate into the company more quickly. They become familiar with their colleagues, the work environment, and the company's policies and procedures, reducing the time it takes for them to become fully productive. 3. Higher Employee Engagement: Employees who undergo a structured orientation program are more likely to feel engaged with their work and committed to the company. This can lead to higher retention rates and lower turnover costs. 4. Reduced Anxiety: Starting a new job can be stressful. A structured orientation program helps alleviate some of this anxiety by providing new employees with the information and support they need to feel confident in their new role. 5. Consistent Messaging: An orientation program ensures that new employees receive consistent information about the company's values, mission, and expectations. This helps create a unified company culture and reinforces key messages. 6. Improved Communication: Orientation programs provide an opportunity for new employees to ask questions and seek clarification on company policies and procedures. This can improve communication between employees and management. 7. Enhanced Job Satisfaction: Employees who feel supported and informed are more likely to be satisfied with their jobs. A structured orientation program can contribute to higher levels of job satisfaction among new employees. 8. Legal Compliance: Orientation programs ensure that new employees are aware of important legal requirements, such as health and safety regulations and anti-discrimination policies. This helps protect the company from potential legal issues. In conclusion, a structured orientation program is essential for helping new employees adjust to their roles, integrate into the company culture, and perform effectively. It provides numerous benefits for both employees and the company, contributing to overall organizational success. 5. What are at least three characteristics of organizational decline, and what preventive measures can be taken? Answer: Organizational decline can manifest in various ways, but three common characteristics include: 1. Decreased Performance: One of the first signs of organizational decline is a noticeable decrease in performance metrics such as sales, profits, or customer satisfaction. This decline may indicate issues with products or services, internal processes, or external market factors. 2. Increased Conflict: As organizations decline, internal conflicts may become more frequent and intense. This can result from disagreements over strategy, resource allocation, or leadership decisions. Increased conflict can further undermine organizational cohesion and effectiveness. 3. Loss of Key Talent: Organizational decline can lead to a loss of key talent as employees become disillusioned with the company's direction or seek better opportunities elsewhere. Losing valuable employees can further weaken the organization's ability to perform effectively. To prevent or mitigate organizational decline, several preventive measures can be taken: 1. Regular Performance Monitoring: Continuously monitoring key performance indicators (KPIs) can help identify early signs of decline. By tracking performance metrics closely, organizations can proactively address issues before they escalate. 2. Strategic Planning and Adaptation: Organizations should regularly review and update their strategic plans to ensure they remain aligned with changing market conditions and internal capabilities. This can help organizations adapt to new challenges and opportunities. 3. Employee Engagement and Development: Engaged and motivated employees are more likely to contribute to organizational success. Investing in employee development and creating a positive work environment can help retain key talent and maintain organizational effectiveness. 4. Effective Leadership: Strong leadership is crucial during times of organizational change or challenge. Leaders should be proactive in addressing issues, communicating with employees, and making tough decisions when necessary. 5. Innovation and Continuous Improvement: Encouraging innovation and fostering a culture of continuous improvement can help organizations stay competitive and adapt to changing market demands. Regularly seeking feedback from employees and customers can identify areas for improvement. By recognizing the signs of organizational decline and taking proactive measures to address them, organizations can better position themselves for long-term success and sustainability. 6. How can you tell whether an organization is effective? Answer: Determining the effectiveness of an organization requires assessing various factors that contribute to its overall performance and success. Several indicators can help evaluate organizational effectiveness: 1. Goal Achievement: An effective organization consistently achieves its goals and objectives. This includes meeting financial targets, delivering products or services on time, and achieving high levels of customer satisfaction. 2. Performance Metrics: Monitoring key performance indicators (KPIs) can provide insight into how well an organization is performing. Metrics such as revenue growth, profitability, productivity, and employee turnover rates can help gauge effectiveness. 3. Adaptability: Effective organizations are able to adapt to changes in the external environment, such as shifts in market trends, technological advancements, or regulatory changes. They demonstrate agility and flexibility in responding to new challenges and opportunities. 4. Innovation: Innovation is a key driver of organizational effectiveness. Effective organizations continually innovate to improve products, services, processes, and business models, staying ahead of competitors and meeting evolving customer needs. 5. Employee Engagement and Satisfaction: Engaged and satisfied employees are more productive, creative, and committed to the organization's success. High levels of employee engagement can indicate organizational effectiveness. 6. Customer Satisfaction and Loyalty: Satisfied customers are more likely to repeat purchases, recommend the organization to others, and remain loyal over time. Monitoring customer satisfaction and loyalty metrics can provide insights into organizational effectiveness. 7. Financial Health: A financially healthy organization generates sufficient revenue to cover expenses, invest in growth opportunities, and provide returns to stakeholders. Key financial indicators such as profitability, liquidity, and solvency can indicate organizational effectiveness. 8. Ethical and Social Responsibility: Effective organizations demonstrate ethical behavior and social responsibility. They operate with integrity, comply with laws and regulations, and contribute positively to society and the environment. By evaluating these indicators, stakeholders can assess the overall effectiveness of an organization and identify areas for improvement. It's important to recognize that organizational effectiveness is a dynamic concept that requires ongoing evaluation and adaptation to ensure long-term success. 7. What are some of the signs that an organization has a strong culture? Answer: An organization with a strong culture exhibits several signs that reflect its values, beliefs, and norms. Some of these signs include: 1. Clear Vision and Mission: A strong organizational culture is often characterized by a clear and compelling vision and mission statement that guides employees' actions and decisions. 2. Shared Values: Employees within a strong culture typically share a set of core values that are reinforced and promoted throughout the organization. 3. High Levels of Employee Engagement: Strong cultures tend to have high levels of employee engagement, as employees are emotionally committed to the organization and its goals. 4. Consistent Behavior: Employees in organizations with strong cultures tend to exhibit consistent behavior that aligns with the organization's values and norms. 5. Strong Communication Channels: Effective communication is a hallmark of strong cultures, with open and transparent communication channels throughout the organization. 6. Strong Leadership: Strong cultures are often supported by strong leadership that actively promotes and reinforces the organization's values and behaviors. 7. Employee Recognition and Rewards: Organizations with strong cultures often have systems in place to recognize and reward employees who exemplify the organization's values. 8. Low Turnover Rates: Employees in organizations with strong cultures are more likely to stay with the organization, leading to lower turnover rates. 9. Adaptability: While strong cultures are characterized by a set of core values, they are also adaptable and able to respond to changing external environments. 10. Customer Satisfaction: Organizations with strong cultures often have high levels of customer satisfaction, as employees are motivated to deliver high-quality products and services that align with the organization's values. Overall, a strong organizational culture is one that is deeply ingrained in the organization's DNA, shaping the behaviors, decisions, and interactions of its members. Discussion Starter: Learning Organizations & Modern Technology Modern technology, mobile devices, social media and a society that seems to demand instant gratification have created a new level of opportunity and stress. Rapid changes in technology have impacted how people communicate, providing a new means for employees to share, learn and develop new skills. How can these help the learning organization? For Discussion: 1. What technology toolsdevices have you used to improve learning? Answer: I have used online learning platforms, video conferencing tools, e-books, educational apps, collaboration tools, podcasts, and social media to improve learning. 2. How can these approaches be integrated into an organization to enhance a culture of learning? Answer: To enhance a culture of learning in an organization, provide access to online learning platforms, use video conferencing for virtual learning sessions, promote e-books and digital libraries, encourage educational app usage, utilize collaboration tools for group learning, share educational podcasts and audiobooks, explore VR and AR for immersive learning, and encourage the use of social media and online forums for learning. 3. What are the potential risks? One of the criteria for learning organizations is that people are truthful and admit when they don’t know. Does technology complicate this or make it easier? Explain. Answer: In short, technology can both complicate and facilitate the criteria for learning organizations regarding truthfulness and admitting when one doesn't know. Potential Risks: 1. Information Overload: Technology can lead to an overwhelming amount of information, making it challenging for individuals to discern what is relevant and accurate. 2. Dependence on Technology: Relying heavily on technology can reduce critical thinking and problem-solving skills, as individuals may defer to technology for answers. 3. Misinformation: With the abundance of information online, there is a risk of encountering misinformation or biased sources, which can lead to incorrect learning and decision-making. 4. Privacy and Security Concerns: Using technology for learning can raise concerns about privacy and security, especially when dealing with sensitive or proprietary information. Impact on Truthfulness and Admission of Not Knowing: 1. Easier Access to Information: Technology provides easy access to a vast amount of information, making it easier for individuals to find answers and admit when they don't know something. 2. Fear of Judgment: On the other hand, technology can also lead to a fear of judgment or criticism for not knowing, especially in online environments where interactions may be less personal. 3. Promotion of Open Communication: Technology can facilitate open communication and collaboration, creating a culture where truthfulness and admitting when one doesn't know are encouraged and valued. 4. Potential for Misinformation: However, the abundance of information online also increases the risk of encountering misinformation, which can complicate the process of admitting when one doesn't know, as individuals may be unsure of the accuracy of the information they find. Overall, while technology can complicate the criteria for learning organizations regarding truthfulness and admitting when one doesn't know, it also offers opportunities to facilitate these aspects through easy access to information and promotion of open communication. BONUS VIDEOS BIZFLIX VIDEO CASES FROM THE TEXTBOOK WEBSITE Discussion Questions and Guide Video Case: Rendition VIDEO CASE SYNOPSIS U. S. government operatives suddenly whisk Anwar El-Ibrahimi (Omar Metwally) from his flight from Cape Town, South Africa after it arrives in Washington, D.C. He is a suspected terrorist whom the government sends to North Africa for torture and interrogation (extraordinary rendition). Douglas Freeman (Jake Gyllenhaal), a CIA analyst, becomes involved. He reacts negatively to the torture techniques and urges El-Ibrahimi’s release. The story has other complications in the form of El-Ibrahimi’s pregnant wife at home who desperately fights for her husband’s safe return. This BizFlix video case opens with a night shot of the Washington Monument. We learn that Congressional aide Alan Smith (Peter Sarsgaard) was once a friend of El-Ibrahimi, and he feels compelled to attempt to defend him. Yet Senator Hawkins (Alan Arkin) tells Alan to back off in no uncertain terms. VIDEO CASE DISCUSSION QUESTIONS AND SUGGESTED ANSWERS 1. What can you infer about this organization and its structure based on the conversation you witness in this video clip? Answer: Alan Smith is clearly in a subordinate position in the organizational structure, whereas Senator Hawkins holds the position of authority. Hawkins and Smith are in conflict about their goal or purpose, and Hawkins wants to influence Smith by reminding him of their need to coordinate their efforts. 2. Would you describe this as a mechanistic or organic organization? Explain your answer. Answer: Students should recognize that on the spectrum from mechanistic to organic, this is a fairly mechanistic organization. Among the specific reasons they should offer to support this opinion are: the vertical, top-down communication; a heavy emphasis on following the instructions and decision of the superior; and a heavy emphasis on loyalty and obedience. 3. Does the scene show line authority or staff authority? Give some examples from the scene. Answer: This scene shows line authority between Senator Hawkins and Alan Smith. You can infer this structure and authority relationship from the behavior shown by each party. Hawkins barks orders, clearly describing Smith’s boundaries. BONUS LECTURE Is There Life After A Layoff? In today’s business climate, there is a fairly good chance that you will experience a layoff—either as a candidate or as a survivor—at least once in your career. The following tips are geared toward helping you get through the process, treating it as an opportunity to refocus rather than as a punishment for no apparent reason. • Don’t be surprised: Layoffs are a part of life, and no industry is immune. Even government, the last bastion of job security, has experienced layoffs in some circumstances. • Don’t blame yourself: This is hard to do. The natural reaction is anger, self-blame, or wondering what you could have done differently. The truth is often that you were just in the wrong place at the wrong time. I had a friend who was in charge of the Year 2000 computer issues for a large international company. But there was no crisis—and no need for his skills after 2000. He was laid off less than a year after the millennium turnover. He had done a really good job. It just didn’t matter. • Be prepared: In the trauma of the moment, you will not remember to take files, letters of commendation, even your Rolodex. Keep copies of certain important files at home. Which files, you ask? The ones that you will want at your next job or that will help you with your job hunt. • Keep your résumé current: When a layoff happens, the last thing you want to do is create a résumé. If you do it ahead of time, you can hit the ground running, if and when you need it. It’s also just nice to have in case another job opportunity comes up unexpectedly. Because that’s one of the upsides of living in a time of layoffs: you don’t have to have any loyalty to your current organization. Bottom line, the only real loyalty has to be to you. • Don’t burn bridges: The friend I told you about? He ended up being re-hired at his old company a year later. Furthermore, the people you know at your current job may open doors to other opportunities. After all, you have survivor guilt on your side. • Don’t be offended by some people’s behavior: There will be some people in the organization who will avoid speaking to you before you go. It’s generally because they don’t know what to say, they feel guilty, or—like plague victims—they’re nervous and afraid that being laid off is catching! Give them the benefit of the doubt. • You will be sad and/or mad: It’s okay. In the United States particularly, our self-image is wrapped around our jobs. Losing a job feels like losing part of your identity. It’s scary and upsetting. You’re allowed to feel that way, and you should let those emotions out, but not at the workplace. Curse in your car all the way home. Write hate letters to top management and burn them, along with little effigies of the CEO, if it makes you feel better. But at work, no matter how hard it is, carry on like a good soldier. It will gain you points from people who may still be useful to you. • Start planning for a layoff before it happens: Many people start networking in their fields only once they need a job. By that time, it’s too late to develop a network that can help you get your next job easily. Join the association for your industry, attend conferences and meetings in your field, take classes that will improve your skills—and keep track of them on your résumé if appropriate. If you have that talent, write articles for trade journals in your industry. If writing is not your thing, at least read the journals so you will know what companies are in need of your skills. • Give yourself a break: After a layoff, you will go through some tough times, but severance pay is there for a reason. Take at least a week to catch your breath, get through at least the start of the grieving process, and prepare for a job hunt. Then you can start fresh on a Monday morning ready to move forward. • Spend some time on contemplation: A layoff is a chance to take a look at your life and career and make any changes you may want. Interested in moving to another part of the country? Look there also while you continue to look where you currently live. Want a smaller company, a larger one? Gear your search accordingly. Start with your first choice of what you want. It may happen. • Set up a job hunt schedule and space: Some people say make job hunting a full-time job. That’s too much time. It’s the hardest work you’ll ever do. I recommend putting a solid 20 hours a week into your job search—no distractions. Take the rest of the time and treat yourself. Work on those projects you never had time to finish, exercise, spend time with your family, take a walk with your dog in the middle of the day. Once you start a new job, it will probably be at least six months before you get a vacation, sometimes as much as a year. Treat yourself to mini-breaks now. It will be self-renewing, make you look better in an interview, and compensate for that long stretch without time off once you’re working again. • Check your finances: This actually should happen long before a layoff occurs. If you live within your means, you should be able to put some money aside for a rainy day. Don’t depend on the generosity of your current firm for a severance package that will last until your next job. Take care of yourself. After a layoff, sit down—with your spouse and family if you have them—and take a look at where you can cut back financially until you’re working again. Part of your calculations should be figuring out that point where you let go of finding that ideal job and settle for anything to bring money in again. If you don’t make that plan, you may end up losing your house or with overwhelming credit card bills. • Don’t badmouth your last employer: This is especially true in interviews, but it holds in everyday life also. It looks like sour grapes and makes you look small. It can also affect your ability to get another job. • If you’re offered outplacement assistance, take it: Whether it’s a single class on looking for work, or a total program with office space and professional assistance, take any help that’s offered. You never know what you might learn or whom else you might meet. Remember, today’s out-of-work executive is tomorrow’s employed potential job contact. • Network, network, network: Keep résumés in your car, and let people know you’re looking for work. Don’t be irritating, but don’t be shy either. • Watch yourself: If you’re frustrated, upset, or discouraged, ask for help from your support group—friends and family. However, don’t take out your frustrations or lowered ego issues on them. If you start finding yourself doing that, don’t hesitate to get professional counseling. • Don’t get discouraged: It is estimated that on average, it takes one month for every $10,000 of salary to get a new job. Be patient and stay the course. • Finally, once you find another job, remember the lessons you learned from the layoff experience. Be prepared, both financially and otherwise, for the next time it happens. Good luck! BONUS DECISION CASE MAKING A MERGER DECISION: FLEETFOOT SHOES Mergers and acquisitions, divestitures and buyouts—so many of these approaches have become commonplace in business in recent years. Some feel that hostile takeovers are nothing more than piracy on the high seas of the marketplace. Others see them as the marketplace acting to rescue the shareholders from the tyranny of bad management. Other approaches—acquisitions, mergers, divestitures—are more civilized, a reorganizing of businesses to the theoretical benefit of everyone. At best, the decision to join two organizations together should result in some sort of synergy—a whole that is greater than the sum of its parts. That synergistic advantage has to be great enough to compensate for the additional costs, efforts, and time involved in joining two disparate organizations. The synergy can evolve from an organization buying needed technology or expertise, a product or market niche that complements the company’s current position, or a process element such as a distribution network that gives the company a competitive advantage. Brand names, images, and customer bases can also be factors in the decision. When the head of a company realizes that the business is in trouble and that help may be needed to fix the situation, one approach may be to look for a buyer or a partner. The advantages and disadvantages of a decision such as this have to be weighed carefully, taking the organization and the market into account. The answer is almost never easy or obvious, the stakeholders are many, and the person or persons making the final determination will never know whether the decision was the best one. Fleetfoot Shoes had been in business for about 85 years. It started in 1917 when Frank Buskins, a chemical engineer, discovered a chemical bonding process for rubber that enabled him to create sport shoes that were far superior to the products currently on the market. The chemical company he was working for at the time had no interest in developing the idea, so with its permission he bought the patent, left the company, and formed Fleetfoot Shoes. Frank borrowed from friends and family, mortgaged his house, and pawned his wife’s jewelry to get started. Fleetfoot’s big break came when a track coach who had runners in the 1920 Summer Olympics discovered his shoes. The coach made a few comments about the shoes’ traction and flexibility and his runners’ winning medals. The next week, orders poured in for the shoes, as high school and college track stars started asking for the “Olympic Runners.” Frank was in business. Throughout the years, Fleetfoot developed a strong reputation with the small, professional, high-end market. Professional runners, basketball players, and tennis players relied on the Fleetfoot line, knowing that their shoes would have the best available materials, design, and structure. Frank, and later his son, Felix, continued to experiment and improve their shoes. The strong research focus that started the company, combined with the fact that both Frank and Felix had a limited understanding of or interest in marketing, meant that even in the 1970s, Fleetfoot Shoes had a small distribution structure that catered to its professional niche. The shoes were easily twice as expensive as most sport shoes on the market, but the athletes who wore them swore that the performance difference was worth the price. In the 1970s and 1980s, the market for sport shoes changed. Jogging became fashionable, and people were willing to pay more for the “right” shoes. At the same time that their niche expanded, other competitors entered their market. Fleetfoot suddenly found itself competing head-to-head with the largest shoe producers. These companies were good at marketing and had many times the resources to devote to research, even with Fleetfoot’s disproportionate emphasis on R&D compared to that of other shoe manufacturers. Fleetfoot made the decision to expand R&D and hired a new marketing vice president who helped reposition the company as the “professional secret that the best amateurs were discovering.” It was able to keep a small but strong niche in its distribution network. Fleetfoot was still able to keep its customer base, and its profits, intact. However, the company wasn’t growing, and as Felix considered handing the reins of the firm to his daughter, Felicia, they met for lunch to consider the future of the firm. Felicia began her traditional argument with her father the minute he sat down. “We’re going to have to move into the twenty-first century or we’ll never survive. We’re holding our own, but our client base is aging. We’re losing our niche to companies like Nike and Adidas. When a company doesn’t grow, it is on the way to decline.” Felicia was startled at Felix’s response this time. “You’re right,” he said. “I just got off the phone with Ned, our West Coast distributor, and he said that several of his main retailers are cutting back on our line in order to expand their other offerings. He said a lot of the same things you’ve been saying to me for the last five years. We have to operate differently to compete these days.” “I believe we still have the best product on the market,” Felicia said. “We just have an outdated distribution network and marketing plan. We’re still primarily selling only in the United States, and most of the growth in our industry is in international markets today. Also, we have no Internet presence, except for a basic Web site and it isn’t very flashy. I’ve heard that the international sales director of Head sports equipment is looking for a move. He also has a great deal of experience in both international and Internet marketing. Maybe we could offer him a vice-presidency and use his skills to develop a new marketing plan as good as our shoes.” Felicia and Felix hired Ted Hunter away from Head, and he quickly designed a plan for using the Internet to tap into the international market. By using testimonials from famous Olympic athletes from various countries, combined with a discussion of the company’s research efforts, Fleetfoot was able to stand out as the shoe for serious athletes, not trendy but simply “the best.” Felicia moved up to president and Felix to CEO. Fleetfoot grew quickly, and the bank approved the company for a major loan to build a new production plant designed to double capacity. Servicing the expansion loan, combined with the increased marketing costs and the challenge of managing an international distribution network, put Fleetfoot deeper and deeper in debt. The company was growing, but the increase in overhead was outstripping revenues. In addition, the extra capacity wasn’t needed. Fleetfoot couldn’t grow past a small share of the international market—the other firms had been there longer and were simply too entrenched for Fleetfoot to make the inroads it had hoped to. By 2002, Felix and Felicia were aware that the company was simply too small and its resources too limited to allow it to survive. Additional debt was not an option. The company was already too leveraged. With the company’s financial difficulties and the challenges facing the stock market, going public (by selling shares of stock) would probably not bring in enough to resolve the situation, and they knew that outside shareholders would introduce a host of new problems. The only reasonable solution was to find a partner or a buyer. The question was whom to approach. “We certainly won’t have a problem finding a buyer,” Felicia said. “A number of our competitors would love to have our technology and reputation in their portfolio.” “I’m not so much worried about that,” Felix answered. “I know we will get enough money from the sale to finance the family in comfort. I’m concerned about the other employees. We have some good people who have been with us for years. I want to make sure they are taken care of. Also, I am ready to retire. I’m not sure it’s right for the company to be sold out of the family just as you are about to move into my shoes.” “The way you jump to conclusions, Dad, makes me think you’re wearing a pair of our sneakers,” Felicia responded. “A buyout may be the best thing for the company in the long run. We don’t have to decide anything quickly. Why don’t I make a few behind-the-scenes unofficial inquiries to see what kind of options open up for us.” Felicia reported to her father a few weeks later. “Well, there are some interesting possibilities. Here are the four best options I have been able to discover.” 1. Sportsfoot, our main competitor in the small professional market, would be interested in a partnership. The quality of its shoes has been slipping, but the company still has a strong distribution system. By joining forces, we might be big enough to compete effectively in our niche. The only negative is the leadership. Sportsfoot would want us to get rid of Ted and have me go back to running the R&D department, leaving the marketing and operations to its people. 2. Stride-Rite is interested in acquiring us to strengthen its position in the professional market. I would head the division. The company would keep our brand names, our production facilities, and our research efforts intact, including the managers from those areas. Stride-Rite would move Ted Hunter to its marketing department, and all our other managers would get severance packages and first refusal for any openings within the company for a year. 3. General Things, Inc. would like to diversify into the sports market. Currently, the corporation has no exposure in this area and wants to acquire a few top-quality small firms. General Things would leave us totally intact, provide a cash infusion to help us get back on our feet, and give us three or four years of support. The only thing it would require is that we meet its return-on-investment criteria within a schedule we would both agree on. My only concern with General Things is its focus on short-term profits. We could easily get sold again quickly if we don’t meet the corporation’s expectations. 4. The final option is Piede Rapido, the European athletic shoe company. It’s interested in expanding into the U.S. market and would also benefit from some of our technology. The company’s distribution network in Europe could enable us to increase our international share to more closely match our capacity. The problem is that the company has only a limited amount of capital to contribute. The partnership would be based mainly on an exchange of shares. Fleetfoot would remain totally intact. We have worked with Piede Rapido in limited ways before, and our people have always worked well together. “Well, Dad,” Felicia said. “What do you think?” Discussion Questions 1. What factors should Fleetfoot consider in its decision? Answer: Fleetfoot Shoes should consider several factors in its decision-making process regarding the merger. These factors include: 1. Financial Considerations: Evaluate the financial health of both companies, including their revenue, profitability, debt levels, and cash flow. Consider how the merger would impact the financial performance and stability of the combined entity. 2. Strategic Fit: Assess the strategic fit between Fleetfoot Shoes and the potential merger partner. Consider how the merger aligns with Fleetfoot's long-term goals and objectives, as well as how it enhances the company's competitive position in the market. 3. Operational Compatibility: Evaluate the compatibility of the two companies' operations, including their production processes, distribution networks, and organizational structures. Determine if there are any potential synergies that could be realized through the merger. 4. Market Analysis: Conduct a thorough analysis of the market to assess the potential impact of the merger on competition, market share, and customer perceptions. Consider how the merger would position Fleetfoot Shoes in the market compared to its competitors. 5. Cultural Fit: Evaluate the cultural fit between Fleetfoot Shoes and the potential merger partner. Consider the companies' values, management styles, and corporate cultures to determine if there are any potential conflicts that could arise from the merger. 6. Legal and Regulatory Considerations: Consider any legal and regulatory requirements that may impact the merger, including antitrust laws, industry regulations, and shareholder approvals. 7. Risks and Uncertainties: Identify and assess the risks and uncertainties associated with the merger, including integration challenges, employee resistance, and potential market disruptions. 8. Stakeholder Impact: Consider the impact of the merger on various stakeholders, including employees, customers, suppliers, and shareholders. Ensure that their interests are taken into account in the decision-making process. By carefully considering these factors, Fleetfoot Shoes can make an informed decision regarding the merger that aligns with its strategic objectives and maximizes value for its stakeholders. 2. Which option should Fleetfoot take? Why? Answer: Fleetfoot Shoes should carefully consider several factors before making a decision on whether to proceed with the merger. Ultimately, the decision should be based on which option aligns best with the company's long-term strategic goals and offers the most value to its stakeholders. 1. Financial Considerations: Evaluate the financial implications of both options. If the merger is expected to result in significant cost savings or revenue growth opportunities, it may be a viable option. However, if the financial risks outweigh the potential benefits, Fleetfoot Shoes may be better off remaining independent. 2. Strategic Fit: Consider how the merger aligns with Fleetfoot Shoes' long-term strategic goals. If the merger enhances the company's competitive position in the market and provides access to new markets or technologies, it may be a favorable option. 3. Operational Compatibility: Assess the compatibility of the two companies' operations. If there are clear synergies that can be realized through the merger, such as streamlined production processes or expanded distribution networks, it may indicate that the merger is the right choice. 4. Market Analysis: Conduct a thorough analysis of the market to determine how the merger would impact Fleetfoot Shoes' market share and competitive position. If the merger strengthens the company's position in the market and provides a competitive advantage, it may be worth pursuing. 5. Cultural Fit: Evaluate the cultural fit between Fleetfoot Shoes and the potential merger partner. If there are significant cultural differences that could lead to conflicts or challenges during the integration process, it may be a red flag. 6. Legal and Regulatory Considerations: Consider any legal and regulatory requirements that may impact the merger. Ensure that the merger complies with antitrust laws, industry regulations, and shareholder agreements. 7. Risks and Uncertainties: Identify and assess the risks and uncertainties associated with both options. Consider factors such as integration challenges, employee morale, and potential market disruptions. 8. Stakeholder Impact: Evaluate the impact of both options on various stakeholders, including employees, customers, suppliers, and shareholders. Choose the option that maximizes value for all stakeholders. In conclusion, Fleetfoot Shoes should carefully weigh these factors and choose the option that best aligns with its strategic goals and offers the most value to its stakeholders. The decision should be based on a thorough analysis of the potential risks and benefits of each option. BONUS COOPERATIVE LEARNING TOOLASSIGNMENT Organizational Socialization Organizational socialization is the process through which outsiders are transformed into accepted insiders. One of the most common ways to bring this about is through the recounting of stories or anecdotes. Based on the story fragments below, describe the corporate culture characteristic(s) depicted. 1. Did you get that speech about learning from your mistakes? Well, you do. You learn how to find another job. 2. One time the president was walking though our office and Terry had a gerbil on her desk. The gerbil was running on its little wheel, and the president stopped and said, “Now, that’s what I call a good employee.” 3. We were having a paper airplane race one afternoon when the VP came through. We were afraid he would stop us, but he joined in. It was that race that gave us the idea for the last sales promotion we ran. 4. I remember when Dorothy had her stroke. Everyone in the office donated some sick time to cover her, and once she came back, everyone helped her with her rehabilitation exercises. Her boss even had railings installed in her office so she could get around better. 5. We all thought Larry would get the ax after he blew it with the Gainey account, costing the company hundreds of thousands of dollars. Months later, when Larry asked his boss why he hadn’t been fired, the boss replied, “How could I fire you right after you’d been through a $200,000 training program?” 6. After Laurie was promoted to supervisor, some of the guys on the floor were making jokes about how she “earned” her promotion. Word of this got to the plant manager, so he wandered over to the line. “Laurie doesn’t have to sleep her way to the top,” he said. “She’s just darn good at her job. If you keep talking like that, people will think it’s because even when sleeping, she’d probably be able to run rings around the four of you wide-awake.” 7. Sure, there’s a grievance system. But the last time someone complained, everyone who testified with her was demoted or laid off during the reorganization. No one complains now. 8. I was going through the old files the other day when I realized that the forms they used thirty years ago were exactly the same as the forms we are using now. When I brought it up to my manager, he replied, “Well, what’s wrong with that?” BONUS COOPERATIVE LEARNING TOOL: SOLUTION Organizational Socialization 1. A culture that is risk-averse, with no forgiveness for mistakes, and probably quick to dismiss people. 2. A culture that encourages following orders blindly, working very hard, and focusing on the individual job rather than on the big picture. 3. A culture that is innovative and creative and that recognizes the value of nontraditional patterns of behavior. 4. A culture that is humanitarian, concerned, and supportive of employees. 5. A culture that recognizes the learning value of making mistakes and supports its people even when the mistakes are costly. 6. A culture that won’t tolerate sexist behavior but tries to resolve the issue without resorting to legal steps. 7. A culture that discourages speaking out and focuses on the managers at the expense of the rank and file. Probably a general sense of unfairness and an “us-versus-them” mentality. 8. A culture that is satisfied with the status quo and may be out-of-date and unaware of it, or possibly not even care. Probably very traditional and slow to change. Solution Manual for Management Robert Kreitner, Charlene Cassidy 9781111221362
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