阿克苏诺贝尔多元文化环境与公司文化课件

WhatisCulture?Asystemofvalues

andnormssharedamongagroupofpeopleand,whentakentogether,constituteadesignforliving.WhatisCulture?Asystemofva1WhatisCulture?

Culturecanbedefinedasasystemoforientationinanorganizationconsistingofbasic,unconsciousattitudes,ofvalues,andofthecorrespondingartifact.Suchvalues+veor-vemaybereinforcedimplicitlyorexplicitlyoveraperiodoftime.Itinfluencethebehavior,communication,actingandjudgementsofthefellowcolleagues.WhatisCulture?Culturecan2NormsandValuesNorms:Socialrulesandguidelinesthatprescribeappropriatebehaviorinparticularsituations.Folkways:Routineconventionsofeverydaylife.Mores:Centraltofunctioningofsocietyanditssociallife.Values:Abstractideasaboutwhatagroupbelievestobegood,right,anddesirable.Thebedrockofculture.Haveemotionalsignificance.Freedom.NormsandValuesNorms:Values:3DeterminantsofCultureCulture:NormsandValueSystemsEducationEconomicPhilosophyPoliticalPhilosophyReligionLanguageSocialStructureDeterminantsofCultureCulture4HofstedeStudy(IBM)isageneralwaytolookatdifferencesbetweencultures.4dimensions:Powerdistance.Individualismversuscollectivism.Uncertaintyavoidance.Masculinityversusfemininity.But:Assumptionofone-to-onerelationshipbetweencultureandnation-state.Researchmaybeculturallybound.Respondentsworkedwithinasinglecompany.Workisbeginningtolookdated(1967-1973).HofstedeStudy(IBM)isagener5WorkRelatedValuesforSelectedCountriesWorkRelatedValuesforSelect6CultureandEthicsDothe“right”thing.ThomasDonaldson’sThreePrinciples:Respectforcorehumanvalues(humanrights),whichdeterminetheabsolutemoralthresholdforallbusinessactivities.Respectforlocaltradition.Thebeliefthatcontextmatterswhendecidingwhatisrightandwhatiswrong.CultureandEthicsDothe“righ7TheOrganizationandCultureOrganizationalCulture Values,beliefs,behaviors,customs,andattitudesthathelpthemembersoftheorganizationunderstandwhatitstandsfor,howitdoesthings,andwhatitconsidersimportant.MulticulturalismThebroadissuesassociatedwithdifferencesinvalues,beliefs,behaviors,customs,andattitudesheldbypeopleindifferentcultures.DiversityWhenmembersofagroupdifferfromoneanotheralongdimensionssuchasage,gender,orethnicity.TheOrganizationandCultureOr8TrendsinDiversityandMulticulturalismReasonsforIncreasingDiversityandMulticulturalismIncreasingdiversityandmulticulturalisminorganizationsIncreasedaware-nessthatdiversityimprovesthequalityoftheworkforceTheglobalizationmovementLegislationandlegalactionChangingdemographicsinthelaborforceTrendsinDiversityandMultic9HowDiversityandMulticulturalism

PromoteCompetitiveAdvantageResourceacquisitionargumentSystemsflexibilityargumentCreativityargumentCompetitiveAdvantageCostargumentProblem-solvingargumentMarketingargumentHowDiversityandMulticultura10DiversityandCompetitiveAdvantageDiversitypromotescompetitiveadvantageby:increasingorganizationalsystems’flexibility.bringingaddedcreativity.increasingthemarketscopeofproducts.broadeningtheresourcesacquisitionbasis.addingadiversityofviewpointstoproblem-solvingdecision-makingprocesses.decreasingthecostofdoingbusiness.DiversityandCompetitiveAdva11MulticulturalismandConflictSourcesofConflictPersonnelactionsbeingattributedtodiversitystatus.Misunderstood,misinterpreted,orinappropriateactionsbetweenpeopleorgroups.Culturaldifferencesinworkhours,personalstyles,interpersonalrelations,andconflict.Fear,distrust,orindividualprejudices.MulticulturalismandConflictS12ManagingDiversityandMulticulturalisminOrganizationsIndividualStrategiesUnderstandingthenatureandmeaningofdiversityandmulticulturalism.Developingempathyinunderstandingtheperspectiveofothers.Developingtoleranceoffundamentalculturaldifferences.Havingawillingnesstocommunicateanddiscussdiversityandmulticulturalismissues.ManagingDiversityandMulticu13ManagingDiversityandMulticulturalisminOrganizations(cont’d)

OrganizationalApproachesOrganizationalPoliciesActivelyseekadiverseandvariedworkforce.Positiveresponsestodiversityproblems.Missionstatementofcommitmenttodiversity.OrganizationalPracticesSupportnetworks,structuredbenefitspackages,flexibleworkinghours,anddiversityinworkgroupsandteams.DiversityandMulticulturalTrainingTrainingthatenablesorganizationmemberstofunctioninadiverseandmulticulturalenvironment.OrganizationalCultureIncorporatingintoaculturethevaluationofdiversity.ManagingDiversityandMulticu14“Anorganization’scapacity

toexecuteitsstrategydependsonits“hard”infrastructure--itsorganizationstructureandsystems--andonits“soft”infrastructure--itscultureandnorms.”AmarBhide“Quote”“Anorganization’scapacity

t15WhatMakesUpaCompany’sCulture?BeliefsabouthowbusinessoughttobeconductedValuesandprinciplesofmanagementWorkclimateandatmospherePatternsof“howwedothingsaroundhere”Oft-toldstoriesillustratingcompany’svaluesTaboosandpoliticaldon’tsTraditionsEthicalstandardsWhatMakesUpaCompany’s16WhereDoesCorporateCultureComeFrom?FounderorearlyleaderInfluentialindividualorworkgroupPolicies,vision,orstrategiesTraditions,supervisorypractices,employeeattitudesOrganizationalpoliticsRelationshipswithstakeholdersInternalsociologicalforcesWhereDoesCorporateCulture17HowIsaCompany’sCulturePerpetuated?Selectingnewemployeesbasedonhowwelltheirpersonalities“fit”inSystematicindoctrinationofnewemployeesSenioremployees’reinforcementofcorevaluesStory-tellingofcompanylegendsCeremonieshonoringemployeeswhodisplayculturalidealsVisiblyrewardingthosewho followculturalnormsHowIsaCompany’sCulture18ForcesandFactorsCausingCulturetoEvolveInternalcrisesRevolutionarytechnologiesNewchallengesArrivalofnewleadersTurnoverofkeyemployeesDiversificationintonewbusinessesExpansionintodifferentgeographicareasRapidgrowthaddingnewemployeesMergerwithoracquisitionofanothercompanyGlobalizationForcesandFactorsCausing19CultureandStrategyExecution:AllyorObstacle?Culturecancontributeto--orhinder--successfulstrategyexecutionRequirementsforsuccessfulstrategyexecutionmay--ormaynot--becompatiblewithcultureA

closematchbetweencultureandstrategypromoteseffectivestrategyexecutionCultureandStrategyExecut20WhyCultureMatters:BenefitsofaGoodCulture-StrategyFitStrategy-supportiveculturesShapemoodandtemperamentoftheworkforce,positivelyaffectingorganizationalenergy,workhabits,andoperatingpractices

Providestandards,values,informalrules

andpeer

pressuresthatnurtureandmotivatepeopletodotheirjobsinwaysthatpromote

goodstrategyexecutionStrengthenemployee

identificationwiththecompany,itsperformancetargets,andstrategyWhyCultureMatters:Benefi21WhyCultureMatters:Benefitsofa

GoodCulture-StrategyFit(continued)Strategy-supportiveculturesStimulatepeopletotakeonthechallengeofrealizingthecompany’svision,dotheirjobscompetentlyandwithenthusiasm,andcollaboratewithotherstoexecutethestrategyOptimalcondition:

Awork

environmentthatPromotescandoattitudesAcceptschangeBreeds

neededcapabilitiesCanDo!WhyCultureMatters:Benefi22TypesofCorporateCulturesStrongvs.

WeakCulturesUnhealthyCulturesAdaptiveCulturesTypesofCorporateCultures23Characteristicsof

StrongCultureCompaniesConductbusinessaccordingtoaclear,widely-understoodphilosophyManagementspendsconsiderabletimecommunicatingandreinforcingvaluesValuesarewidelysharedanddeeplyrootedTypicallyhaveavaluesstatementCarefulscreening/selectionofnewemployeestobesuretheywill“fitin”Visiblerewardsforthosefollowingnorms;penaltiesforthosewhodon’tCharacteristicsof

StrongCu24HowDoesaCultureCometoBeStrong?LeaderwhoestablishesvaluesconsistentwithCustomerneedsCompetitiveconditionsStrategicrequirementsAdeep,abidingcommitmenttoespousedvaluesandbusinessphilosophyPracticingwhatispreached!Genuineconcernforwell-beingofCustomersEmployeesShareholdersValuesCustomersEmployeesShareholdersHowDoesaCultureComet25Characteristicsof

WeakCultureCompaniesManysubculturesFewvaluesandnormswidelysharedFewstrongtraditionsLittlecohesionamongthedepartmentsWeakemployeeallegiancetocompany’svisionandstrategyNostrongsenseofcompanyidentityCharacteristicsof

WeakCult26CharacteristicsofUnhealthyorLow

PerformanceCulturesPoliticizedinternalenvironmentIssuesresolvedonbasisofturfHostilitytochangeExperimentationandeffortstoalterstatus quodiscouragedAvoidrisksanddon’tscrewupPromotionofmanagersmoreconcernedaboutprocessanddetailsthanresultsAversiontolookoutsideforsuperiorpracticesMust-be-inventedheresyndromeAvoidrisks!CharacteristicsofUnhealthy27HallmarksofAdaptiveCulturesIntroductionofnewstrategiestoachievesuperiorperformanceStrategicagilityandfastresponsetonewconditionsRisk-taking,experimentation,andinnovationtosatisfystakeholdersProactiveapproachestoimplementworkablesolutionsEntrepreneurshipencouragedandrewardedTopmanagersexhibitgenuineconcernfor

customers,employees,shareholders,suppliersHallmarksofAdaptiveCultu28TypesofCulture-ChangingActionsRevisingpoliciesandprocedurestohelpdriveculturalchangeAlteringincentivecompensationtorewarddesiredculturalbehaviorVisiblypraisingandrecognizingpeoplewhodisplaynewculturaltraitsHiringnewmanagersandemployeeswhohavedesiredculturaltraitsandcanserveasrolemodelsReplacingkeyexecutivesstronglyassociatedwitholdcultureCommunicatingtoallemployeesthebasisforculturalchangeanditsbenefitsTypesofCulture-ChangingA29SymbolicCulture-ChangingActionsEmphasizefrugalityEliminateexecutiveperksRequireexecutivestospend

timetalkingwithcustomersAlterpracticesidentifiedasculturalhindrancesVisibleawardstohonorheroesCeremonialeventstopraisepeopleandteamswho“getwiththeprogram”SymbolicCulture-ChangingAc30SubstantiveCulture-ChangingActionsBenchmarkingandbestpracticesSetworld-classperformancetargetsBringinnewblood,replacing

traditionalmanagersShakeuptheorganizational

structureChangerewardstructureIncreasecommitmenttoemployeetrainingReallocatebudget,downsizingandupsizingSubstantiveCulture-Changing31EstablishingEthicalStandardsandValuesAculturebasedonethicalprinciplesisvitaltolong-termstrategicsuccessEthicsprogramsmakeethicalconductawayoflifeValuestatementsserveasacornerstoneforculture-buildingAcodeofethicsservesasacornerstonefordevelopingacorporateconscienceApproachestoestablishing

ethicalstandardsWord-of-mouthindoctrinationandtraditionWrittendocumentsOurethicsprogramconsistsof...EstablishingEthicalStandar32ValueStatementsandCodesofEthicsTopicsinValueStatementsCustomerimportanceCommitmenttoqualityCommitmenttoinnovationRespectforindividualemployeeImportanceofhonestyDutytostockholdersDutytosuppliersCorporatecitizenshipProtectingtheenvironmentTopicsinCodesofEthicsHonesty&observingthelawConflictsofinterestFairnessinmarketingpracticesUsinginsideinformationSupplierrelationsCorruptpracticesAcquiringinformationPoliticalactivitiesUseofcompanyassetsProprietaryinformationPricing,contracting,&billingValueStatementsandCodes33InstillingValuesandEthics

intheCultureIncorporatevaluesstatementandethicscodeinemployeetrainingprogramsScreenoutapplicantswhodonotexhibitcompatiblecharactertraitsCommunicatethevaluesandethicscodetoallemployeesManagementinvolvementandoversightStrongendorsementbyCEOWord-of-mouthindoctrinationInstillingValuesandEthic34BuildingaSpiritofHigh

PerformanceintotheCultureEmphasizeachievementandexcellencePromotearesults-orientedculturePursuepracticestoinspirepeopletoexcelDesiredoutcomeProduceextraordinaryresultswithordinarypeopleBuildingaSpiritofHigh

35ApproachestoBuildinga

SpiritofHighPerformanceTreatemployeeswithdignityandrespectTraineachemployeethoroughlyEncourageemployeestouseinitiativeSetclearperformancestandardsUserewardsandpunishmenttoenforce

high-performancestandardsHoldmanagersresponsibleforemployeedevelopmentGrantemployeesautonomytocontributeMakechampionsoutofpeoplewhoexcelApproachestoBuildinga

Sp36PeopleManagementPracticesThat

PromoteaSpiritofHighPerformanceBeliefintheworthoftheindividualStrongcommitmenttoJobsecurityPromotionfromwithinManagerialpracticesthatencourageemployeestoexerciseindividualinitiativeandcreativityPrideindoingthe“itty-bitty,teeny-tinythings”rightPeopleManagementPractices37CONCLUSIONTobuildstrongcorporateworkingcultureweneedto:Understandandaccepttheculturaldifferencesbetweencountries,states,provinces,etc.toavoidconflicts.Managediversityandmulticulturalismwithinanorganizationforbetterefficiency.Identifyindustrialandorganization’sneedsfor‘thewayweshouldwork’Analyzewhat’sthepresentworkingcultureandimplementnecessaryworkingculturechangingactionswhenrequired.Sustaintheappropriateculturethroughproperhumanresourcemanagementpoliciesandpractices.CONCLUSIONTobuildstrongcorp38阿克苏诺贝尔多元文化环境与公司文化39阿克苏诺贝尔多元文化环境与公司文化40阿克苏诺贝尔多元文化环境与公司文化41阿克苏诺贝尔多元文化环境与公司文化42阿克苏诺贝尔多元文化环境与公司文化43阿克苏诺贝尔多元文化环境与公司文化44阿克苏诺贝尔多元文化环境与公司文化45阿克苏诺贝尔多元文化环境与公司文化46阿克苏诺贝尔多元文化环境与公司文化47阿克苏诺贝尔多元文化环境与公司文化48阿克苏诺贝尔多元文化环境与公司文化49阿克苏诺贝尔多元文化环境与公司文化50阿克苏诺贝尔多元文化环境与公司文化51WhatisCulture?Asystemofvalues

andnormssharedamongagroupofpeopleand,whentakentogether,constituteadesignforliving.WhatisCulture?Asystemofva52WhatisCulture?

Culturecanbedefinedasasystemoforientationinanorganizationconsistingofbasic,unconsciousattitudes,ofvalues,andofthecorrespondingartifact.Suchvalues+veor-vemaybereinforcedimplicitlyorexplicitlyoveraperiodoftime.Itinfluencethebehavior,communication,actingandjudgementsofthefellowcolleagues.WhatisCulture?Culturecan53NormsandValuesNorms:Socialrulesandguidelinesthatprescribeappropriatebehaviorinparticularsituations.Folkways:Routineconventionsofeverydaylife.Mores:Centraltofunctioningofsocietyanditssociallife.Values:Abstractideasaboutwhatagroupbelievestobegood,right,anddesirable.Thebedrockofculture.Haveemotionalsignificance.Freedom.NormsandValuesNorms:Values:54DeterminantsofCultureCulture:NormsandValueSystemsEducationEconomicPhilosophyPoliticalPhilosophyReligionLanguageSocialStructureDeterminantsofCultureCulture55HofstedeStudy(IBM)isageneralwaytolookatdifferencesbetweencultures.4dimensions:Powerdistance.Individualismversuscollectivism.Uncertaintyavoidance.Masculinityversusfemininity.But:Assumptionofone-to-onerelationshipbetweencultureandnation-state.Researchmaybeculturallybound.Respondentsworkedwithinasinglecompany.Workisbeginningtolookdated(1967-1973).HofstedeStudy(IBM)isagener56WorkRelatedValuesforSelectedCountriesWorkRelatedValuesforSelect57CultureandEthicsDothe“right”thing.ThomasDonaldson’sThreePrinciples:Respectforcorehumanvalues(humanrights),whichdeterminetheabsolutemoralthresholdforallbusinessactivities.Respectforlocaltradition.Thebeliefthatcontextmatterswhendecidingwhatisrightandwhatiswrong.CultureandEthicsDothe“righ58TheOrganizationandCultureOrganizationalCulture Values,beliefs,behaviors,customs,andattitudesthathelpthemembersoftheorganizationunderstandwhatitstandsfor,howitdoesthings,andwhatitconsidersimportant.MulticulturalismThebroadissuesassociatedwithdifferencesinvalues,beliefs,behaviors,customs,andattitudesheldbypeopleindifferentcultures.DiversityWhenmembersofagroupdifferfromoneanotheralongdimensionssuchasage,gender,orethnicity.TheOrganizationandCultureOr59TrendsinDiversityandMulticulturalismReasonsforIncreasingDiversityandMulticulturalismIncreasingdiversityandmulticulturalisminorganizationsIncreasedaware-nessthatdiversityimprovesthequalityoftheworkforceTheglobalizationmovementLegislationandlegalactionChangingdemographicsinthelaborforceTrendsinDiversityandMultic60HowDiversityandMulticulturalism

PromoteCompetitiveAdvantageResourceacquisitionargumentSystemsflexibilityargumentCreativityargumentCompetitiveAdvantageCostargumentProblem-solvingargumentMarketingargumentHowDiversityandMulticultura61DiversityandCompetitiveAdvantageDiversitypromotescompetitiveadvantageby:increasingorganizationalsystems’flexibility.bringingaddedcreativity.increasingthemarketscopeofproducts.broadeningtheresourcesacquisitionbasis.addingadiversityofviewpointstoproblem-solvingdecision-makingprocesses.decreasingthecostofdoingbusiness.DiversityandCompetitiveAdva62MulticulturalismandConflictSourcesofConflictPersonnelactionsbeingattributedtodiversitystatus.Misunderstood,misinterpreted,orinappropriateactionsbetweenpeopleorgroups.Culturaldifferencesinworkhours,personalstyles,interpersonalrelations,andconflict.Fear,distrust,orindividualprejudices.MulticulturalismandConflictS63ManagingDiversityandMulticulturalisminOrganizationsIndividualStrategiesUnderstandingthenatureandmeaningofdiversityandmulticulturalism.Developingempathyinunderstandingtheperspectiveofothers.Developingtoleranceoffundamentalculturaldifferences.Havingawillingnesstocommunicateanddiscussdiversityandmulticulturalismissues.ManagingDiversityandMulticu64ManagingDiversityandMulticulturalisminOrganizations(cont’d)

OrganizationalApproachesOrganizationalPoliciesActivelyseekadiverseandvariedworkforce.Positiveresponsestodiversityproblems.Missionstatementofcommitmenttodiversity.OrganizationalPracticesSupportnetworks,structuredbenefitspackages,flexibleworkinghours,anddiversityinworkgroupsandteams.DiversityandMulticulturalTrainingTrainingthatenablesorganizationmemberstofunctioninadiverseandmulticulturalenvironment.OrganizationalCultureIncorporatingintoaculturethevaluationofdiversity.ManagingDiversityandMulticu65“Anorganization’scapacity

toexecuteitsstrategydependsonits“hard”infrastructure--itsorganizationstructureandsystems--andonits“soft”infrastructure--itscultureandnorms.”AmarBhide“Quote”“Anorganization’scapacity

t66WhatMakesUpaCompany’sCulture?BeliefsabouthowbusinessoughttobeconductedValuesandprinciplesofmanagementWorkclimateandatmospherePatternsof“howwedothingsaroundhere”Oft-toldstoriesillustratingcompany’svaluesTaboosandpoliticaldon’tsTraditionsEthicalstandardsWhatMakesUpaCompany’s67WhereDoesCorporateCultureComeFrom?FounderorearlyleaderInfluentialindividualorworkgroupPolicies,vision,orstrategiesTraditions,supervisorypractices,employeeattitudesOrganizationalpoliticsRelationshipswithstakeholdersInternalsociologicalforcesWhereDoesCorporateCulture68HowIsaCompany’sCulturePerpetuated?Selectingnewemployeesbasedonhowwelltheirpersonalities“fit”inSystematicindoctrinationofnewemployeesSenioremployees’reinforcementofcorevaluesStory-tellingofcompanylegendsCeremonieshonoringemployeeswhodisplayculturalidealsVisiblyrewardingthosewho followculturalnormsHowIsaCompany’sCulture69ForcesandFactorsCausingCulturetoEvolveInternalcrisesRevolutionarytechnologiesNewchallengesArrivalofnewleadersTurnoverofkeyemployeesDiversificationintonewbusinessesExpansionintodifferentgeographicareasRapidgrowthaddingnewemployeesMergerwithoracquisitionofanothercompanyGlobalizationForcesandFactorsCausing70CultureandStrategyExecution:AllyorObstacle?Culturecancontributeto--orhinder--successfulstrategyexecutionRequirementsforsuccessfulstrategyexecutionmay--ormaynot--becompatiblewithcultureA

closematchbetweencultureandstrategypromoteseffectivestrategyexecutionCultureandStrategyExecut71WhyCultureMatters:BenefitsofaGoodCulture-StrategyFitStrategy-supportiveculturesShapemoodandtemperamentoftheworkforce,positivelyaffectingorganizationalenergy,workhabits,andoperatingpractices

Providestandards,values,informalrules

andpeer

pressuresthatnurtureandmotivatepeopletodotheirjobsinwaysthatpromote

goodstrategyexecutionStrengthenemployee

identificationwiththecompany,itsperformancetargets,andstrategyWhyCultureMatters:Benefi72WhyCultureMatters:Benefitsofa

GoodCulture-StrategyFit(continued)Strategy-supportiveculturesStimulatepeopletotakeonthechallengeofrealizingthecompany’svision,dotheirjobscompetentlyandwithenthusiasm,andcollaboratewithotherstoexecutethestrategyOptimalcondition:

Awork

environmentthatPromotescandoattitudesAcceptschangeBreeds

neededcapabilitiesCanDo!WhyCultureMatters:Benefi73TypesofCorporateCulturesStrongvs.

WeakCulturesUnhealthyCulturesAdaptiveCulturesTypesofCorporateCultures74Characteristicsof

StrongCultureCompaniesConductbusinessaccordingtoaclear,widely-understoodphilosophyManagementspendsconsiderabletimecommunicatingandreinforcingvaluesValuesarewidelysharedanddeeplyrootedTypicallyhaveavaluesstatementCarefulscreening/selectionofnewemployeestobesuretheywill“fitin”Visiblerewardsforthosefollowingnorms;penaltiesforthosewhodon’tCharacteristicsof

StrongCu75HowDoesaCultureCometoBeStrong?LeaderwhoestablishesvaluesconsistentwithCustomerneedsCompetitiveconditionsStrategicrequirementsAdeep,abidingcommitmenttoespousedvaluesandbusinessphilosophyPracticingwhatispreached!Genuineconcernforwell-beingofCustomersEmployeesShareholdersValuesCustomersEmployeesShareholdersHowDoesaCultureComet76Characteristicsof

WeakCultureCompaniesManysubculturesFewvaluesandnormswidelysharedFewstrongtraditionsLittlecohesionamongthedepartmentsWeakemployeeallegiancetocompany’svisionandstrategyNostrongsenseofcompanyidentityCharacteristicsof

WeakCult77CharacteristicsofUnhealthyorLow

PerformanceCulturesPoliticizedinternalenvironmentIssuesresolvedonbasisofturfHostilitytochangeExperimentationandeffortstoalterstatus quodiscouragedAvoidrisksanddon’tscrewupPromotionofmanagersmoreconcernedaboutprocessanddetailsthanresultsAversiontolookoutsideforsuperiorpracticesMust-be-inventedheresyndromeAvoidrisks!CharacteristicsofUnhealthy78HallmarksofAdaptiveCulturesIntroductionofnewstrategiestoachievesuperiorperformanceStrategicagilityandfastresponsetonewconditionsRisk-taking,experimentation,andinnovationtosatisfystakeholdersProactiveapproachestoimplementworkablesolutionsEntrepreneurshipencouragedandrewardedTopmanagersexhibitgenuineconcernfor

customers,employees,shareholders,suppliersHallmarksofAdaptiveCultu79TypesofCulture-ChangingActionsRevisingpoliciesandprocedurestohelpdriveculturalchangeAlteringincentivecompensationtorewarddesiredculturalbehaviorVisiblypraisingandrecognizingpeoplewhodisplaynewculturaltraitsHiringnewmanagersandemployeeswhohavedesiredculturaltraitsandcanserveasrolemodelsReplacingkeyexecutivesstronglyassociatedwitholdcultureCommunicatingtoallemployeesthebasisforculturalchangeanditsbenefitsTypesofCulture-ChangingA80SymbolicCulture-ChangingActionsEmphasizefrugalityEliminateexecutiveperksRequireexecutivestospend

timetalkingwithcustomersAlterpracticesidentifiedasculturalhindrancesVisibleawardstohonorheroesCeremonialeventstopraisepeopleandteamswho“getwiththeprogram”SymbolicCulture-ChangingAc81SubstantiveCulture-ChangingActionsBenchmarkingandbestpracticesSetworld-classperformancetargetsBringinnewblood,replacing

traditionalmanagersShakeuptheorganizational

structureChangerewardstructureIncreasecommitmenttoemployeetrainingReallocatebudget,downsizingandupsizingSubstantiveCulture-Changing82EstablishingEthicalStandardsandValuesAculturebasedonethicalprinciplesisvitaltolong-termstrategicsuccessEthicsprogramsmakeethicalconductawayoflifeValuestatementsserveasacornerstoneforculture-buildingAcodeofethicsservesasacornerstoneforde