Sorry I do not have the textbook to read up on these chapter 13 and 14, so I am asking for your help on this assignment. Book Culture Cycle by Heskett Thank you appreciate! Reflect upon Figure 13-1 (p. 289 in the textbook) that depicts the key elements a leader must consider when addressing and implementing cultural change. Keep in mind this does not necessarily mean a radical change in culture. Select two of the elements in the cycle and explain why you believe they are important ones and why you perceive them as being essential for a leader to address in assessing and renewing an organization's culture.
Sorry I do not have the textbook to read up on these chapter 13 and 14, so I am asking for your help on this assignment. Book Culture Cycle by Heskett Thank you appreciate!
Reflect upon Figure 13-1 (p. 289 in the textbook) that depicts the key elements a leader must consider when addressing and implementing cultural change. Keep in mind this does not necessarily mean a radical change in culture. Select two of the elements in the cycle and explain why you believe they are important ones and why you perceive them as being essential for a leader to address in assessing and renewing an organization's culture.
The best period in "work" history may be currently. The younger generations are more goal-driven and deliberate about how they pursue their jobs as a result of the improvement in technology and easy access to information. In the twenty-first century, businesses with strong cultures will be the ones that endure and prosper.
Companies must create and maintain strong organisational cultures if they want to retain and attract people of this calibre. The following five factors are crucial for businesses to address in order to achieve this: purpose, ownership, community, effective communication, and competent leadership.
Let's examine each of them in more detail.
Young professionals need to grasp the "why" behind what they do if they wish to contribute to fixing an issue bigger than themselves. A company's "why" can be clearly expressed with the use of a compelling mission statement. For instance, the objective of SpaceX is to "revolutionise space technology with the eventual goal of enabling mankind to live on other planets."
Ownership is the act of allowing people to take responsibility for their actions without the need for micromanagement and of granting them the freedom to complete tasks on their own schedule.
A firm called Basecamp creates project management software. They are a fantastic illustration of a business that supports ownership. Despite having a physical office, they permit employees to work from home. The CEO is unaware of the number of hours staff put in. Overall expectations are set by managers, who then let employees plan their own calendars around projects.
But how can you maintain participants' sense of purpose? You accomplish that by utilising the third component, community.
Community: Community refers to the feeling of being a part of a group of individuals who have similar beliefs, objectives, and values. A place where there is camaraderie is a community.
A branding and design firm is called Focus Lab. They don't have values; they have company standards. They contend that while you cannot alter a person's values once they join your organisation, you can hold everyone accountable to certain standards. Work to live, ask more questions, and never stop learning are a few of these criteria.
Organizing workplace events, setting aside designated hangout hours, and even organising team outings can all help to build community.
Effective Communication: While it may seem like common sense, effective communication is not always practised. It entails establishing process consistency and devoting time to getting to know the personalities and communication styles of team members.
In a study named Project Aristotle, Google discovered that teams with equal access to the microphone and frequent interactivity are the most productive. They count to make sure that everyone is speaking at the same rate during meetings within many of their teams. Just as crucial as who is on the team is how the members of the team work together.
Good Leadership: A good leader must consistently push the company's mission, standards, community, and procedures because they are the foundation of any organization's cultural dynamics. The other four components cannot succeed without strong leadership.
People desire moral and compassionate leadership. People seek sincerity. A leader who sets clear expectations is what the people want. People want to believe that their leader has their best interests in mind.
The elements I just mentioned are not new. Purpose, ownership, community, competent leadership, and efficient communication have always been popular among people. It's a part of who we are as people. But now we understand that in order to create high-performing cultures, we must concentrate on these norms. The key is to intentionally build a firm that will be profitable and sustainable.
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