Discussion

  Must be Zero Plagiarism… Read the attached questions and Must read the attached textbook.    Must strictly follow the instructions and APA format attached   

Organization Name: Samsung

Using the concepts in Chapter 12 of our textbook, describe the corporate culture of the organization you know well. What effects do the nature and condition of your organizational culture have on your organization’s strategy? What would you like to see happen that would improve its contribution to the organization’s competitive advantage, and what mechanisms or measures would you recommend to your organization’s leadership for promoting such changes?  Again, relate your analysis and recommendation to our coursework (Thompson text and other material) from this week.

NOTE: Make sure you choose a company that has not been selected by one of your classmates.

Your initial response to the discussion question should be 250-300 words. You must have at least one course (Thompson text) and one non-course scholarly/peer reviewed source in your initial posting.  Sources require in-text citations and must be incorporated into the body of the post in addition to a full APA citation at the end of the post.

Corporate Training

1

Running head: APA IS EASY

Note the 5 spaces

b

etween the header & the page number. Also this the header is l/2 inch from the top (p. 306). The header has 2 or 3 words from the title. See APA, p. 296 and example on p. 306.

Running head is typically optional –ask your instructor – used primarily if publishing

Paper Title

Student’s Name

Double spaced, upper/lower case and centered on the page. See pg 306, APA, 5th edition

Ask your facilitator if they desire the date/their name on title page. APA doesn’t require it.

Margins are 1 inch all around

Course Name & Number

College

Date submitted

Corporate Training

Title of paper is centered. Do not bold. Do not cap.

Today, managers need well-trained employees and are finding they do not exist. Corporations are, therefore, providing additional training for their employees. One such training program that is being added to corporate learning environments is an awareness of emotional intelligence. Business managers are learning that successful managers need high Emotional Quotient (EQ) or Emotional Intelligence (EI) to work effectively. Emotional intelligence is the ability to accurately perceive emotions in self and others, to identify different emotional responses, and to use emotional information to make intelligent decisions (Goleman, 2000). A leading expert on EQ finds that “people good at managing relationships tend also to be self-aware, self-regulating, and empathetic” (Goleman, 2000, p. 33). Emotional intelligence is especially important “at the highest levels of the company, where differences in technical skills are of little importance. In other words, the higher the rank of the person, the more emotional intelligence capabilities are needed for decision making effectiveness” (Goleman, 1986, p. 94).

Period after

Citation of Short

quotes

This is a direct quote complete with quotation marks so the writer must provide needs to direct readers to direct source

Text is ragged edge, double-spaced

Emotional intelligence is crucial to a successful business career and for effective group performance (Goleman, 1986). The core competencies required for emotional intelligence are “the perception of emotions in one’s self and others, the understanding of these emotions, and the management of emotions” (Feldman, 2001, ¶ 4). Success in the modern workplace requires teamwork and collaboration. Emotional Intelligence training is essential since most modern companies rely on teams of employees working together, rather than on the action of individual managers working in isolation (Ganzel, 2001).

This is not a direct quote but para-phrased

Several accredited universities are delivering EQ training. Grossman states:

b

A current trend in education is to teach students about how their emotional intelligence can have a positive or negative effect on their career. Many universities are now offering courses in interpersonal relationship and emotional intelligence in an attempt to prepare students to be leaders. Leaders cannot lead in isolation, and an educational delivery system that features team building and collaboration are growing by the numbers. (2000,¶ 48)

This is an example of a block quote (40 or more words. Each line is indented 5 spaced and does not have quotation marks See pg 118, APA, 5th edition

Emotional intelligence skills are a crucial component for a successful career in business. We live in a time of rapid change and in a world of diversity. The modern business environment requires managers to have highly functioning intrapersonal, interpersonal, and group skills. Emotional Intelligence is important today, and will be even more important in the future. As more employees master emotional intelligence skills, a higher functioning group emotional intelligence should emerge. In response to this higher group EI, individual employees will need to keep refining their EI skills (Tucker, 2000).

Paraphrased, no page # or para required

Do not bold title or underline. Center the word ‘references’ on the page

References

Do not underline. APA, 5th edition requires italicize only

Alfred, D. (1992). People within an organization. Harvard Business Review, 57, l13-120.

Dunn, D., Mann, A. P., & Cohen, J. A. (1999). Leadership and emotional intelligence. Retrieved September 27, 2001, from ProQuest Multiple author example. APA, p. 231

Authors are listed in order by author’s last name & initials – never, use authors first name and ensure

2nd & 3rd lines are indended.

Feldman, M. D., Jr. (2001). Management and organizational theory (9th ed.). New York: McGraw-Hill. Book example with revised edition and Jr. in name.

Glass, R. (2001). Corporate training. Electronically retrieved September 27, 2001, from http://

Glass, R. (2002). Corporate university. Electronically retrieved September 27, 2001, from http:// (Same author, post oldest publication first per APA,

5th edition, p. 220.

Goleman, D. (2000). Emotional Intelligence. New York: McGraw-Hill.

Grossman, R.J. (2000). Emotions at work. Health New Journal, 5, 3. Electronically retrieved September 27, 2001, from ProQuest. See APA, 5th edition, p. 223.

Not all references listed in the paper appear here

Prepared by Dr. Freda Turner as a learning tool. I may be reached at

fturner@email.uophx.edu

if you have suggestions/questions/recommendations. Updated 2/27/19mmf.

CHAPTER 12 Corporate Culture and Leadership: Keys to Good Strategy Execution

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Copyright

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Permission required for reproduction or display.

In this chapter, we explore the two remaining managerial tasks that contribute to good strategy execution: creating a corporate culture that supports good strategy execution and leading the strategy execution process.

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Learning Objectives

This chapter will help you understand:

The key features of a company’s corporate culture and the role of a company’s core values and ethical standards in building corporate culture

How and why a company’s culture can aid the drive for proficient strategy execution

The kinds of actions management can take to change a problem corporate culture

What constitutes effective managerial leadership in achieving superior strategy execution

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Instilling a Corporate Culture Conducive to Good Strategy Execution

Corporate culture:

Is the meshing of shared values, beliefs, business principles, and traditions that imbues a firm’s operating style, behavioral norms, ingrained attitudes, and work atmosphere.

Is important because it influences the firm’s actions and approaches to conducting business.

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Corporate culture refers to the shared values, ingrained attitudes, core beliefs and company traditions that determine norms of behavior, accepted work practices, and styles of operating.

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Strong Guiding Principles Drive the High-Performance Culture at Epic

What actions does Epic take to foster the high-performance culture that is so important to its success?

How do

Epic’s 10 Commandments

relate to its stated principles?

Is there a relationship between development of unique cultures and the subsequent growth and success of focused or niche businesses?

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The High-Performance Culture at Epic

Epic’s 10 Commandments

Do not go public.

Do not be acquired.

Software must work.

Expectations = reality.

Keep commitments.

Focus on competency. Do not tolerate mediocrity.

Have standards. Be fair to all.

Have courage. What you put up with is what you stand for.

Teach philosophy and culture.

Be frugal. Do not take on debt for operations.

Epic’s Principles

Make our products a joy to use.

Have fun with customers.

Design in collaboration with users.

Make it easy for users to do the right thing.

Improve the patient’s health and healthcare experience.

Generalize to benefit more.

Follow processes. Find root causes. Fix processes.

Dissent when you disagree; once decided, support.

Do what is difficult for us if it makes things easier for our users.

Escalate problems at the start, not when all hell breaks loose.

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Identifying the Key Features of a Company’s Corporate Culture

Access the text alternative for these images.

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Eight key features of a company’s corporate culture are:
Values, principles, and ethical standards in actual use
Management practices and organizational policies
Atmosphere and spirit embodied in the firm’s work climate
How managers and employees interact and relate to one another
Strength of peer pressure to conform and observe norms
Actions and behaviors encouraged and rewarded
Traditions and stories and “how we do things around here”
How the firm treats its stakeholders
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FIGURE 12.1 The Two Culture-Building Roles of a Company’s Core Values and Ethical Standards

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A company’s culture is grounded in and shaped by its core values and ethical standards. A company’s stated core values and ethical principles (1) foster a work climate where company personnel share common and strongly held convictions about how the company’s business is to be conducted and (2) provide company personnel with guidance about how to do their jobs —steering them toward both doing things right and doing the right thing.

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Embedding Cultural Norms in the Organization and Perpetuating the Culture (1 of 2)
Screen applicants and hire those who will mesh well with the culture.
Incorporate discussions of the firm’s culture and its behavioral norms into orientation programs for new employees and training courses for managers and employees.
Have senior executives frequently reiterate the importance and role of the firm’s values and ethical principles at the firm’s events and in internal communications to employees.
Expect managers at all levels to be cultural role models and exhibit advocated cultural norms in their own behavior.

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A company’s values statement and code of ethics communicate expectations of how employees should conduct themselves in the workplace.
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Embedding Cultural Norms in the Organization and Perpetuating the Culture (2 of 2)
Make the display of cultural norms a factor in evaluating each person’s job performance, granting compensation increases, and offering promotions.
Stress that line managers all the way down to first-level supervisors give ongoing attention to explaining the desired cultural traits and behaviors in their areas and clarifying why they are important.
Encourage company personnel to exert strong peer pressure on co-workers to conform to expected cultural norms.
Hold periodic ceremonies to honor people who excel in displaying the company values and ethical principles.

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To deeply ingrain the stated core values and high ethical standards, firms must turn them into strictly enforced cultural norms.
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Forces that Cause a Firm’s Culture to Evolve

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Causes of cultural change can be new or revolutionary technologies, diversification into new businesses, rapid growth of the firm, a merger or acquisition of another firm, shifting internal conditions, and new challenges in the market place.
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Strong Versus Weak Cultures
Strong-culture firm
Has deeply rooted widely-shared values, behavioral norms, and operating approaches
Insists that its values and principles be reflected in the decisions and actions taken by all company personnel
Weak-culture firm
Lacks values and principles that are consistently preached or widely shared
Has few or no traditions, beliefs, values, common bonds, or behavioral norms

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In a strong-culture company, deeply rooted values and norms of behavior are widely shared and regulate how it conducts its business.
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Development of a Strong Culture
Closely aligning corporate culture with the requirements for proficient strategy execution merits the full attention of senior executives.
Founder or strong leader with strong values
Commitment by the firm to ethical behavior
Strong Culture

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A strong culture is developed by a founder or strong leader with strong values, as well as commitment by the firm to ethical behavior. A strong culture that encourages actions, behaviors, and work practices that are in sync with the chosen strategy and conducive to good strategy execution is a valuable ally in the strategy execution process.

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Why Corporate Cultures Matter to the Strategy Execution Process
A culture that is well matched to the chosen strategy and the requirements of the strategy execution effort focuses the attention of employees on what is most important to this effort.
Culture-induced peer pressure further induces personnel to do things in a manner that aids the cause of good strategy execution.
A culture that is consistent with the requirements for good strategy execution can energize employees, deepen their commitment to execute the strategy flawlessly, and enhance worker productivity.

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It is in management’s best interest to dedicate considerable effort to establishing a corporate culture that encourages behaviors and work practices conducive to good strategy execution.
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Healthy Cultures That Aid
Good Strategy Execution

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High-performance cultures have a commitment to achieving stretch objectives and accountability. Adaptive cultures have a willingness to accept change and take on challenges. Both contribute to good strategy execution and performance. As a company’s strategy evolves, an adaptive culture is a definite ally in the strategy-implementing, strategy-executing processes as compared to cultures that are resistant to change.

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Unhealthy Cultures That Impede
Good Strategy Execution

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Unhealthy cultures include politicized cultures; change-resistant cultures; incompatible subcultures; insular, inwardly focused cultures; unethical and greed-driven cultures. These types of cultures lead to poor strategy execution and poor performance.
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Changing a Problem Culture:
The Role of Leadership
A strong, out of sync, or unhealthy culture must be changed in order to execute strategy successfully.
Competent leadership at the top is necessary for culture-change efforts to succeed.

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FIGURE 12.2 Changing a Problem Culture

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Step 1: Identify facets of the present culture that are dysfunctional and impede good strategy execution.
Step 2: Specify clearly what new actions, behaviors, and work practices should characterize the new culture.
Step 3: Explain why the current culture poses problems and make a persuasive case for cultural reform.
Step 4 : Follow with visible, forceful actions, both substantive and symbolic, to ingrain a new set of behaviors, practices, and norms.
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Making a Compelling Case for
Culture Change
Selling the change
Explain why and how certain behavioral norms and work practices are obstacles to good execution of strategic initiatives.
Explain how new behaviors and work practices will produce better results.
If the need for cultural change is due to a change in strategy, cite reasons why the current strategy has to be modified.

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Substantive Culture-Changing Actions
Replace key executives who are resisting or obstructing needed organizational and cultural changes.
Promote individuals who support cultural shifts and can serve as role models for the cultural behavior.
Appoint outsiders with the desired cultural attributes to high-profile positions.
Screen all candidates for positions carefully, hiring only those who appear to fit in with the new culture.
Mandate that all personnel attend culture-training.
Design compensation incentives that boost the pay of teams and individuals who support culture change.
Revise policies and procedures to drive cultural change.

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Symbolic Culture-Changing Actions
Changing the Culture of an Organization
Top executive and upper management behaviors
Physical symbols that represent the new culture
Ceremonial events to honor exemplary employees

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The culture of an organization can be changed by top executive and upper management behaviors, by ceremonial events to honor exemplary employees, and by physical symbols that represent the new culture.
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How Long Does It Take to Change a Problem Culture?
Changing a problem culture is never a short-term exercise.
A sustained and persistent effort to reinforce the culture at every opportunity through word and deed is required.
It takes time for a new culture to emerge and prevail; it takes even longer for it to become deeply embedded.
Fixing a problem culture and instilling a new set of attitudes and behaviors can take 2 to 5 years.

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Driving Cultural Change at Goldman Sachs
What steps did the Chief Learning Office take to begin the cultural transformation at Goldman Sachs?
What steps did top managers take to demonstrate their commitment to the new culture and to reinforce the personnel and process changes they implemented?
Which actions are likely to cause the most pronounced cultural change in an organization?

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Leading the Strategy Execution Process
Leading strategy execution requires:
Staying on top of what is happening and closely monitoring progress
Putting constructive pressure on the organization to execute the strategy well and achieve operating excellence
Initiating corrective actions to improve strategy execution and achieve the targeted performance results

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Staying on Top of How Things Are Going
Management by Walking Around (MBWA):
Is used by leaders to stay informed about how well the strategy execution process is progressing.
Involves spending time with people at company facilities, asking questions, listening to their opinions and concerns, and gathering firsthand information about how well aspects of the strategy execution process are going.

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Management by walking around (MBWA) is one of the techniques that effective leaders use to stay informed about how well the strategy execution process is progressing.
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Mobilizing the Effort for Excellence in Strategy Execution
Treat employees as valued partners.
Foster an esprit de corps that energizes members.
Use empowerment to create a fully engaged workforce.
Set stretch objectives that require personnel to give their best in achieving performance targets.
Use benchmarking, reengineering, TQM, and Six Sigma tools to focus attention on continuous improvement.
Use motivational techniques and compensation incentives to inspire, nurture a results-oriented work climate, and enforce high standards.
Celebrate individual, group, and company successes.

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Leading the Process of Making Corrective Adjustments
Making Corrective Actions Successfully Requires
A thorough analysis of the situation
Good implementation of the corrective actions
Good business judgment in deciding what actions to take

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The culture of an organization can be changed by top executive and upper management behaviors, by ceremonial events to honor exemplary employees, and by physical symbols that represent the new culture.
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A Final Word on Leading the Process of Crafting and Executing Strategy
It is difficult to separate leading the process of executing strategy from leading the strategy process.
Crafting, implementing, and executing strategy is a continuous process that requires much adjusting and fine-tuning of the strategy to fit changing circumstances.
The tests of strategic leadership are whether the firm has a good strategy and business model, whether its strategy is competently executed, and whether the firm is achieving its performance targets.
If these three conditions exist, then the firm has good strategic leadership and is a well-managed enterprise.

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APPENDIX: IMAGE DESCRIPTIONS FOR UNSIGHTED STUDENTS

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Appendix 1 Identifying the Key Features of a Company’s Corporate Culture, Text Alternative
Eight key features of a company’s corporate culture are:
Values, principles, and ethical standards in actual use
Management practices and organizational policies
Atmosphere and spirit embodied in the firm’s work climate
How managers and employees interact and relate to one another
Strength of peer pressure to conform and observe norms
Actions and behaviors encouraged and rewarded
Traditions and stories and “how we do things around here”
How the firm treats its stakeholders
Return to slide containing original image.

© McGraw-Hill Education.

© McGraw-Hill Education.
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Appendix 2 Figure 12.1 The Two Culture-Building Roles of a Company’s Core Values and Ethical Standards, Text Alternative
A company’s stated core values and ethical principles (1) foster a work climate where company personnel share common and strongly held convictions about how the company’s business is to be conducted and (2) provide company personnel with guidance about how to do their jobs —steering them toward both doing things right and doing the right thing.
Return to slide containing original image.

© McGraw-Hill Education.

© McGraw-Hill Education.
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Appendix 3 Forces that Cause a Firm’s Culture to Evolve, Text Alternative
Causes of cultural change can be new or revolutionary technologies, diversification into new businesses, rapid growth of the firm, a merger or acquisition of another firm, shifting internal conditions, and new challenges in the marketplace.
Return to slide containing original image.

© McGraw-Hill Education.

© McGraw-Hill Education.
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Appendix 4 Healthy Cultures that Aid Good Strategy Execution, Text Alternative
High-performance cultures have a commitment to achieving stretch objectives and accountability.
Adaptive cultures have a willingness to accept change and take on challenges.
Both contribute to good strategy execution and performance.
Return to slide containing original image.

© McGraw-Hill Education.

© McGraw-Hill Education.
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Appendix 5 Unhealthy Cultures that Impede Good Strategy Execution, Text Alternative
Unhealthy cultures include politicized cultures; change-resistant cultures; incompatible subcultures; insular, inwardly focused cultures; unethical and greed-driven cultures. These types of cultures lead to poor strategy execution and poor performance.
Return to slide containing original image.

© McGraw-Hill Education.

© McGraw-Hill Education.
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Appendix 6 Figure 12.2 Changing a Problem Culture, Text Alternative
Step 1: Identify facets of the present culture that are dysfunctional and impede good strategy execution.
Step 2: Specify clearly what new actions, behaviors, and work practices should characterize the new culture.
Step 3: Talk openly about problems with the current culture and make a persuasive case for cultural reform.
Step 4: Follow with visible, forceful actions, both substantive and symbolic, to ingrain a new set of behaviors, practices, and norms.
Return to slide containing original image.

© McGraw-Hill Education.

© McGraw-Hill Education.
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Concepts
and Cases

22e

Thompson

Peteraf

Gamble

Strickland

The Quest for Competit ive Advantage

STRATEGY
Crafting & Executing