Terms in this set (79)

• 1. Pay attention to areas of the business believed to be linked to the success of the firm's strategies.
o This goal can be accomplished formally (by measuring and controlling the activities of those areas), or informally (by making specific comments or asking questions at meetings).
o These areas are the ones identified as critical to the firm's long-term performance and survival, such as customer service, new product development, or quality control.
• 2. React strategically to critical incidents and organizational crises.
o The way a CEO deals with a crisis, such as declining sales or technological obsolescence, can emphasize norms, values, and working procedures, or even create new ones.
• 3. Serve as a deliberate role model, teacher, or coach.
o When a CEO models certain behavior, others in the organization are likely to adopt it as well.
o Example 1: executives who give up their reserved parking place in favor of the general parking lot send a message about the importance of status in the organization.
• 4. Strategically allocate rewards and status.
o Leaders communicate their priorities by consistently linking pay raises and promotions, or the lack thereof, to particular behaviors.
• 5. Modify the procedures through which an organization recruits, selects, promotes, and terminates employees.
o Hire and promote individuals whose values are similar to those of the fir and whose beliefs and behaviors more closely fit the organization's changing value system.
o The easiest way to affect culture over the long term is to hire individuals who possess the desired cultural attributes
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