S-s-s-s-s-s-strike out!

Article Abstract:

Several recent, best selling books on management effectiveness such as In Search of Excellence by Peters and Waterman fail to provide a formula for corporate excellence. These books emphasize the intangible values that make organizations work: style, systems, staff, skills, and shared values. These books are a reaction to an earlier era of management writing that over-emphasized the science of management and under-emphasized the art of management. The new books are helpful in that they help to reassert the human values needed to run a company. This current group of popular management books lacks methodological rigor and relies too heavily on anecdote to provide an accurate model for company performance, however.

Study and teaching, Criticism and interpretation, Organizational effectiveness, Business success, In Search of Excellence (Book)

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You can't ignore corporate culture

Article Abstract:

Many corporate strategic plans are not properly executed because the plan goes against the traditions and beliefs entrenched within the company, and are resisted. Understanding a corporation's culture is therefore an essential step in formulating and implementing a business plan. Corporate culture is defined as the pattern of shared beliefs that serves as an interpretive framework for the employees, and aids in decision making and behavior. The factors that influence culture are the values of the founders of the company and the experiences of the company in resolving crises. Researchers have identified four basic cultural types, Power Culture, Role Culture, Task Culture and Person Culture.

Evaluation

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Strategy plus culture equals excellence

Article Abstract:

The consensus view currently found in management texts is that an organization's culture and its business strategy have an organic relationship. Corporate culture is defined as a combination of shared values, beliefs, and behavior. The difficulties in bringing about cultural or strategic changes without destroying the organization are discussed. Management changes at British multinational ICI are studied as an example of the relationship between culture and strategy.

Strategic planning (Business), Imperial Chemical Industries PLC

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