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'Oh, no! Not another article about culture!' In sympathy with that reaction, three precise questions are posed. If you answer yes to all of them, then read on. Otherwise, get [...]

Arecent Gallup poll concluded 'Americans are more than twice as likely to rate the pharmaceutical industry negatively as positively.' In an August 2019 Gallup assessment of perceptions of US business [...]

Over the past several years, the principal program priority of the Securities and Exchange Commission's (SEC) Division of Enforcement has been the integrity of the financial reporting system on which [...]

A research was sponsored by a research grant from OxyChem Corporation to study the changing culture at Pizza Hut and Yum. Also, the thoughts, reflections and opinions of senior managers who experienced and helped communicate the changes are primarily discussed.

We all know that organizational attitude will determine whether safety initiatives will be successful. The attitude flows directly from the culture. And: 1. Culture predicts performance. 2. Culture can be […]

In the current business climate, success is down. It's time for a reality check, and recognizing old-school thinking is key. There are habits, or addictions, many businesspeople have that get [...]

EXECUTIVE SUMMARY A cohesive culture based on values is rapidly becoming one of the most important criteria for business success. Why? Not just because it's the right thing to do. [...]

Whether planned or not, your financial institution already has a shared set of attitudes, values and goals. The problem is that these traits may not be the ones that management [...]

STORYTELLING IS ONE OF THE oldest, most powerful modes of communication. Former President Ronald Reagan was a masterful storyteller and many other politicians have used stories to gain votes and [...]

For several years, a growing number of executives, analysts, and management writers have argued that business leaders, not technologists, should take 'ownership' of corporate information technology by holding themselves responsible [...]

Before Thompson legal and Regulatory Group redesigned its St. Paul, Minn, headquarters, the place looked similar to most business settings across America. 'It had a look and feel typical of [...]

EXECUTIVE SUMMARY The transformation to becoming a lean company requires a careful strategy. With lean thinking comes significant change in corporate culture, change that necessitates strong project leadership, visible support [...]

IN A POST-SEPTEMBER 11, post-Enron world, the pressure on CEOs to deliver on multiple levels continues to intensify. Stakeholders -- employees, investors, customers and communities -- continue to demand a […]

This article considers the implications of changes to the responsibilities of company directors of the Insolvency Act 1985 and the Insolvency Act 1986 and the Company Directors Disqualification Act 1986 which quickly replaced it. The emphasis is on how small firms might adapt to the tightening of responsibilities. Small firms dominate insolvency numerically, are more likely to experience financial difficulty and arguably the law still does not adequately cater for their particular problems in this area. On the one hand the main changes are set in historical context leading to practical advice for all directors. On the other question marks are raised about the ability of the law to influence the attitude and behaviour of directors of small companies facing financial difficulties taking account of what is known about psychological processes under such distress. Keywords: Insolvency, director disqualification, small firms

They're the most notorious names in management: Bill Gates, Jack Welch, Larry Ellison, Herb Kelleher, and Richard Branson. For good or ill, these past and present CEOs are as famous […]

A new model called management by values is developed which can enable change in organizational culture in preparation for future business management.

Goal orientation can assist in the further development of self-management techniques. Goal orientation can also be beneficial to organizational learning procedures and corporate culture development.

Ways to ensure that the passion within an organization is pervasive thoughout a company are to get employees involved, acknowledge employee contributions to the company and reward top performing employees.

Corporate real estate is playing a significant role in creating corporate culture and in moving towards strategic and financial goals at Capital One. The bank is making extensive investment in new facilities, and will recruit more than 8,200 additional employees in the period to 2004. Creating a campus culture will greatly enhance communication with staff.

As the number of Mergers & Acquisitions rise in China, HR professionals will find themselves having to increasingly grapple with integration issues. While the amalgamation of the core businesses may [...]

This article compares the organizational culture between greenfield and brownfield sites. The authors, focusing on the Heinz Wattie food processing plants in New Zealand, maintain that by establishing new plants on greenfield sites management was hoping to create a new organizational system based on establishing alternative employment conditions, and conclude that the Heinz Wattie greenfield site was successful in establishing a new culture compared with their brownfield sites.

Addressing the needs of the individual could be the best way to retain the best employees. With a different approach retention of quality employees can be reached.

Issues discussed concern organizational change and management in US companies attempting to compete in a globalized marketplace. Topics addressed include how to integrate human resource management with strategic planning, and how to build company vision, purpose, and community.

An interview with three human resource (HR) specialists is presented, focusing on their views of how HR management methods contribute to a corporation's economic success. The specialists discuss HR management techniques including the creation of corporate culture, and identifying the corporation's customers.

An evaluation of strategically reactive and strategically proactive models of human resource management (HR) is presented. The author defines these models, and describes how they can be used to contribute to a corporation's economic success.

A successful change program must have clearly delineated and honestly defined goals. Change requires conviction, money, and effort and the willingness to invest all three. Change programs fail when any of these requirements are lacking. Many health care executives have the conviction, but are unwilling to spend the money or expend the effort. Some lack conviction, despite having money; the effort is merely spinning wheels with no forward motion. Often all three are lacking, despite an outward appearance to the contrary--the result of management delusions. Employees are quick to see through misleading and insincere schemes. It is much easier to foster trust from the outset than to rebuild it after it has been violated. KEY CONCEPTS: Change Management, Beliefs, Values, and Expectations, Corporate Culture, Establishing and Maintaining Trust, Prerequisites to Implementing Change., IN 'CULTURE AND Communications: A Critical Part of Reengineering,' (1) Lisa Hirsh views cultural alignment as necessary for successful reengineering. Culture is 'a pattern of beliefs, values, and expectations shared [...]

The challenge of how to convince employees to share their knowledge remains a subject of debate among knowledge-management professionals. Tax knowledge management Director C. Douglass Izard of KPMG Peat Marwick stresses that the problem developed due to the corporate culture in which employees are given rewards for keeping their knowledge to themselves. However, for a knowledge sharing program to be successful, it must be focused on the business and the company's objectives.

Success stories of banking institutions that have thrived immensely after adopting a sales culture are fueling a move towards this management style. However, the banking industry should realize that shifting into a sales culture requires a commitment to a defined sales and relationship management methodology that is guided by an uncompromising style of sales management. Management commitment, according to analysts, defines whether a sales culture transformation initiative will succeed or fail., So you want to sell more financial products and services? Well, first things first: First sell your staff on selling; and then sell your customers. Here's how . . . [...]

An empirical evaluation of a proposed model that describes the interactions between internal organizations and their functions is presented. A quality-oriented environment is determined to be one of the most vital factors that defines the quality of service of an internal organization. Other important variable for determining internal service quality include the ability to instill confidence in clients, keeping the best interest of customers in mind and problem solving capability.

The Institute of Chartered Accountants in Australia's (ICAA) 19-month training program for chartered accountants stresses not only high technical and personal skills but an adherence to ethical and quality standards of the global industry. Accountants are no longer seen as just accountants but as information brokers or knowledge managers, and the course emphasizes that distinction. The training program consists of five modules in three stages: non-technical issues, such as ethics and the business environment; technical and applications skills; and multidisciplinary skills.

Maintaining the company culture of an acquired business is important in the promotion of a successful acquisition outcome. Failures often occur when the acquired company does not keep its own identity, its brands are not developed, or there are management clashes. Success is more likely when both companies have similar cultures. The appointment of an external consultant or manager to oversee the acquisition may also prove beneficial. Reviews of some acquisitions, including that of research consultancy Opinion Leader Research by Chime Communications, illustrate the issues involved.

When cultures clash, it can be almost impossible to keep newly united companies from slicing apart again. Professional Cleaning Network (PCN) seemed like a fantastic business to acquire. As the [...]

Technology is not the sole component of the IT workplace. The type of company and its culture are also major factors. These elements have a unique significance for executive managers, IT managers, and regular IT employees. Understanding these differences has implications for all related to the IT community.

Shared-internal-services are utilized in improving corporate services or business reorganizations. SISs are usually used to combine the functions of human resources, finance and information systems although they may now be applied in enhancing buyer/seller type relationships resembling the dynamics between a business unit and its customers. Some of the key principles involved in SIS are service definition, cost determination, customer segmentation, relationship management, competitive assessment and customer satisfaction.