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As many as two-thirds of newly merged companies fail to generate a greater market value than the sum of their previous parts. What looks promising on paper often fails in [...]

INTRODUCTION The process of organizational learning efficiently and sustainably (Garvin 1993, n.p.) in a dynamic and endogenously changing environment is an important key to success (Kirwan 2013). Cultural misalignments within [...]

Byline: Michael Brady While specific benefits and special programs can help ensure a healthy workforce, the COVID-19 pandemic has shown that having a healthy culture is crucial to helping organizations [...]

WE ALL EXPERIENCED the pandemic in our own way. We saw our professional and personal lives upended in countless ways, and many of us lost loved ones. But we did [...]

The primary purpose for merging with or acquiring another company is to create efficiency, eliminate redundancy, and improve profitability (Tetenbaum, 1999). Historically, economics are primary. Lay-offs are common, creating uneasiness [...]

Executive sessions should be on the agenda of every audit committee meeting. This means that all members of management leave the room, and the chief audit executive (CAE) has time [...]

In project management, we've heard it before in some form or another. 'Don't reinvent the wheel.' 'Let's not reinvent the wheel.' 'We're not reinventing the wheel here, are we?' It [...]

Does the following scenario sound familiar? After a couple of very challenging years, your business appears to have finally turned the corner, but it is facing constant pressure. Customer expectations [...]

Discussions on corporate culture often become ephemeral when it comes down to dealing with real business issues. This article seeks a balance between lofty statements on corporate culture and the [...]

AMY MILLER HAS A SECRET. GRANTED, it's an open secret, not the kind she tries to keep. But to too many American companies and management experts--and, fortunately for Miller's business, [...]

Collaboration is a principle of creative integration which avoids either/or situation in which domination by one side occurs and unnecessary compromise in which neither side wins. Although collaboration seems to be a sound management tool, it has several surprising aspects which a manager must be aware of. One, application is difficult since it involves breaking out of the either/or and compromise habit. Two, it necessitates a communication process at all levels, verbal, non-verbal, experiential and emotional. Three, it may mean consorting with the enemy, which can turn out to be more effective than with friends. Four, senior managers may hinder rather than facilitate it. Five, the best may be so subtle it is not perceived as collaborative. Six, doing it with the government can be fun. Seven, it has a saturation point., Before going full steam ahead with collaboration - or any new and promising management idea - take a look at what's really involved. As with every fad that in fact [...]

Change efforts within organizations are doomed to fail if they do not succeed in changing the perceptions about the organization by its members. Since organizations are made up of people, there can be no sustainable change if the psychology of these people remains the same. It is this psychology or the 'feel' of the organization to the employees that drives their thoughts and behavior. To achieve total organizational change (TOC), the climate and culture of the organization as they are perceived by its members must be altered. There is no one type of climate or culture that can guarantee successful change. Climates and cultures of all sorts can work as long as they are appropriate to the circumstances of the different organizations. Several models and methods for implementing TOC are discussed., To make change stick, first look at the thousands of everyday policies and practices that create the 'feel' of the organization. It happens all too often. A company introduces changes [...]

The Access Leverage Points (ALPs) model of organizational change management is intended to help change agents effectively execute complex changes by identifying the different ALPs within the culture where change is supposed to take place. These ALPs are the important cultural elements that can either contribute to or undermine the implementation of change programs. Therefore, understanding these ALPs can help change agents develop intervention strategies for facilitating change. The ALPs model of change management involves three steps: the development of a detailed metaphor that will represent the target culture, the identification of the ALPs within the culture, and the development of intervention strategies for managing these ALPs. This approach can be used at the national, organizational, departmental or work group level., Using a metaphor to clarify culture can help a change agent identify the 'leverage points' for a successful transition. As difficult as the term organizational culture may be to define, [...]

A sweeping change is occurring in American corporations without much public ballyhoo. Real estate--a corporate function that, until the past few years, consisted mostly of leasing space, constructing facilities, and [...]

EAGER TO TRAIN ITS EMPLOYEES TO WORK AS TEAMS, A PACKAGING COMPANY PUT A GROUP OF THEM THROUGH A FUN EXERCISE AWAY FROM THE PLANT. IT WORKED The morning was [...]

FUTURISTS REVERBERATING WITH tidings of the next epochal business revolution--the "creative revolution." While the ultimate form of this "next wave" (the third or fourth, depending on whom you consult) remains […]

The successful performance of corporations such as IBM, Hewlett-Packard and Procter and Gamble was attributed to the ability of their organizational cultures to maintain an environment conducive to teamwork. To determine the organizational factors which result in a teamwork-based culture and workers' attitudes toward teamwork culture in terms of their job classification, experience and salaries, the blue- and white-collar employees of a leading production/manufacturing firm were surveyed. Strategies by which firms can develop a teamwork-based culture include a commitment to producing quality products, the integration of quality in all departments and to focus on customer satisfaction., One area of organizational study that is prevalent and appears to potentially account for a portion of a firm's success is that of a positive, superior corporate culture. For instance, [...]

Litigation is, of course, an adversarial pursuit. Corporations pay millions of dollars each year to inside and outside counsel to protect their interests with absolute toughness and legal precision. They [...]

Prudential's group department was committed to good consumer service but found that cultural norms often were at odds with that value. A program to change the culture has refocused employees. [...]

A visitor walking into the cafeteria at Hanover Insurance Co.'s Worcester, Mass., headquarters is greeted by a breathtaking view of a huge white oak, framed by a window directly ahead. […]

We hear the phrases every day: 'That's not my job.' 'I can't help you; talk to my boss.' 'That's just how we do things around here.' 'Someone else was supposed [...]

The dynamic of a workplace - from the high octane to the sleepy - is apparent as soon as you walk in, so why isn't more attention paid to this [...]

Six or seven years ago, in a very different newspaper jobs market, it seemed that a family-owned group would have to be aggressive to entice journalists and executives to its [...]

IN A TIME where 'disruption' and unprecedented change is just business as usual the focus is firmly on organisations to become more nimble, more innovative and that means more creative. [...]

Here's an idea a little different from what you might expect. Let me give you a couple of statements that will confuse, frustrate and create little or no positive outcome [...]

When front-line managers don't work together, it can translate into a failure to gain a sorely needed competitive edge. ''Cross-functional teams,' 'empowered work teams,' 'teamwork,' 'integration,' 'cooperation,' and 'group synergy' [...]

Implementing new technology can be a key factor in improving the performance of a manufacturing process. There are a number of approaches managers can take that are likely to lead [...]

Abstract The purpose of this research is to further examine the relationship between organizational culture and a strategic approach to quality, as embodied in Malcolm Baldrige Quality award criteria. To [...]

Companies are restructuring space to fire up creativity, harness energy and boost the flow of knowledge and ideas. Though human resources and management often discuss ways to make employees more [...]

Every nonprofit has its own culture. Everyone knows that defining 'culture' is extremely difficult, even if everyone simply knows it when they see it. And, just about everyone knows that [...]

QUESTION: What's the best thing to say at the end of a job interview? ANSWER: 'Thank you so much for taking the time to meet me.' It acknowledges that you [...]

The acquisition had been a great strategic choice. A U.S.-owned Swedish group was bought by a young entrepreneurial French company, with exciting new prospects for the future. A wave of [...]

Doing deals is easy. Mergers hit a record in 1998; this year may be even busier. Now comes the hard part At one point in the discussions between Travelers and [...]