Lecture Crafting and executing strategy (17/e): Chapter 12 - Arthur A. Thompson, A. J. Strickland III, John E. Gamble

Chapter 12: Corporate Culture and Leadership: Keys to Good Strategy Execution Screen graphics created by: Jana F. Kuzmicki, Ph.D. Troy University McGraw-Hill/Irwin Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter Learning Objectives 1. Be able to identify the key features of a company’s corporate culture. 2. Understand how and why a company’s culture can aid the drive for proficient strategy execution and operating excellence. 3. Learn the kinds of actions management can take to change a problem corporate culture. 4. Learn why corporate cultures tend to be grounded in core values and ethical principles and help establish a corporate conscience. 5. Understand what constitutes effective managerial leadership in achieving superior strategy execution and operating excellence. 12-2 Chapter Roadmap Instilling a Corporate Culture that Promotes Good Strategy Execution Identifying the Key Features of a Company’s Corporate Culture Strong versus Weak Cultures Unhealthy Cultures High-Performance Cultures Adaptive Cultures Culture: Ally or Obstacle to Strategy Execution? Changing a Problem Culture Grounding the Culture in Core Values and Ethics Establishing a Strategy-Culture Fit in Multinational Companies Leading the Strategy Execution Process Making Corrective Adjustments in Timely Fashion A Final Word on Managing the Process of Crafting and Executing Strategy 12-3 INSTILLING A STRATEGY-SUPPORTIVE CORPORATE CULTURE 12-4 Defining Characteristics of Corporate Culture Core values, beliefs, and business principles Ethical standards Operating practices and behaviors defining “how we do things around here” Approach to people management “Chemistry” and “personality” permeating work environment Oft-told stories illustrating Company’s values Business practices Traditions 12-5 ... - tailieumienphi.vn