Why good management ideas fail:

Strategy and Leadership - Tập 28 Số 1 - Trang 24-29 - 2000
William E.Schneider1
1Bill Schneider is president of the Corporate Development Group, Inc., (CDG) in Denver, Colorado. CDG has over 215 global affiliates. He is the developer of Culturetek!, which measures the alignment of strategy with culture and leadership, and is the author of The Reengineering Alternative: A Plan for Making Your Current Culture Work (Irwin Professional Publishing, 1994).

Tóm tắt

Why do some management ideas take root and remain viable and others wither and die? This article offers four fundamental reasons: all organizations are basically living, social organisms; culture is more powerful than anything else in the organization; system‐focused interventions work, component‐centered interventions usually do not; interventions clearly tied to business strategy work, interventions not clearly tied to business strategy do not. The author describes research that points to four core cultures: control, based on a military system, with power as the primary motive; collaboration, emerging from the family and/or athletic team system, in which the underlying motive is affiliation; competence, derived from the university system, with the fundamental motive of achievement; and cultivation, growing from religious system(s) and motivated by growth or self‐actualization.

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Tài liệu tham khảo

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Strategy and Leadership

Tập 28 Số 1

24-29

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