Assignment:
Assignment Overview
In the Module Case, we will complete an in-depth analysis of an organization's culture, and determine the extent to which the organization's culture fits with the organization's strategic choices. Begin by reading the following article:
Ford, R. C., Wilderom, C., &Caparella, J. (2008). Strategically crafting a customer-focused culture: An inductive case study. Journal of Strategy and Management, 1(2), 143-167.
Case Assignment
Using the article above, write a 6 to 7 page paper in which you address the following:
Complete an in-depth, comprehensive analysis of the Gaylord Palms' organizational culture and values, analyzing the ways in which the specific components of organizational culture and values assist - or impede - the success of the organization's strategic choices.
Keys to the Assignment
The key aspects of this assignment that are to be covered in your 6 to 7 page paper include the following:
• Using the Module Background readings related to organizational culture, and after performing additional research in the library, explain how organizational culture at the Gaylord Palms Hotel:
o Creates meaning for its members;
o Establishes informal organizational controls; and
o Ensures (or alternatively, hinders) the success of Gaylord Palms' strategic choices.
• Which of Gaylord Palms' values are most salient, and how do these same values relate to the organization's culture?
• What is required for an organization's culture to be "effective"? Is Gaylord Palms' organizational culture an "effective" culture? Why or why not? Be specific.
• What specific characteristics/elements of Gaylord Palms' organizational culture do you believe are most significant relative to ensuring the success of Gaylord Palms' strategic direction (e.g., symbols, artifacts, roles, etc.)? Why?
• Be sure to use a minimum of three (3) library sources in support of your answers!
THE CULTURE AND MORAL COMPASSES
Assignment Overview
In the Module SLP, we will explore your target organization's culture, and determine the extent to which culture relates to the success of your organization's strategic choices.
Write a 3 to 4 page paper in which you address the following:
After completing some research concerning the culture of your selected organization, discuss assess the extent to which your organization's stated values and culture do - or do not - support the grand strategy you selected in the Module SLP.
Keys to the Assignment
The key aspects of this assignment that should be covered in your 3 to 4 page paper include the following:
• Perform some research in the library and at your target organization's website, and learn as much as you can about the organization's culture.
• Describe the organization's culture (its artifacts, symbols, stories, and other characteristics).
• Identify three (3) stated values of your chosen organization, and discuss how well these values support the organization's strategies.
• Briefly restate the strategy you selected in the Module SLP, and state why this strategy was selected (e.g., overcome weaknesses, maximize strengths, etc.).
• Critically assess the extent to which the organization's culture and values support - or do not support - the strategy or strategies that you identified in the Module 3 SLP.
Required Resources
Behnam, M., &Rasche, A. (2009). 'Are strategists from Mars and ethicists from Venus?' - Strategizing as ethical reflection. Journal of Business Ethics, 84(1), 79-88.
Dev, S. (2013). Assessing and understanding organizational culture: Various views and theories. Indian Streams Research Journal, 3(5), 1-11.
Ford, R. C., Wilderom, C., &Caparella, J. (2008). Strategically crafting a customer-focused culture: An inductive case study. Journal of Strategy and Management, 1(2), 143-167.
Frost, J. (2014). Values based leadership. Industrial and Commercial Training, 46(3), 124-129. doi:
Okantey, P. C. (2013). When values and ethics lead the way in organizations. Strategic Leadership Review, 3(2), 23-29.
Organizational culture: What is organizational culture and why does it matter? (2010, September 21). Organization Culture.
United States Air War College - National Defense University. (n.d.). Organizational culture. In Strategic Leadership and Decision Making.
Wilson, I. (2000). The new rules: Ethics, social responsibility and strategy. Strategy & Leadership, 28(3), 12-16.
Optional Resources:
Boal, K. B., & Schultz, P. L. (2007). Storytelling, time, and evolution: The role of strategic leadership in complex adaptive systems. Leadership Quarterly, 18(4), 411-428.
Elms, H., Brammer, S., Harris, J. D., & Phillips, R. A. (2010). New directions in strategic management and business ethics. Business Ethics Quarterly, 20(3), 401-425.
Gander, M. J. (2009). Managing people in a lean environment: The power of informal controls and effective management of company culture. Journal of Business Case Studies, 5(6), 105-110.
Goldman, E. F. (2012). Leadership practices that encourage strategic thinking. Journal of Strategy and Management, 5(1), 25-40.
McManus, J. (2011). Revisiting ethics in strategic management. Corporate Governance, 11(2), 214-223.
McNamara, C. (2000). Organizational culture and changing culture. Free Management Library.
Milton-Smith, J. (1995). Ethics as excellence: A strategic management perspective. Journal of Business Ethics, 14(8), 683.
Phipps, K. A. (2012). Spirituality and strategic leadership: The influence of spiritual beliefs on strategic decision making. Journal of Business Ethics, 106(2), 177-189.
Robertson, C. J., Blevins, D. P., & Duffy, T. (2013). A five-year review, update, and assessment of ethics and governance in strategic management journal. Journal of Business Ethics, 117(1), 85-91.
Spears, U. (2012). Word-action signals: Identifying incongruence between strategic leadership practices and values. Strategic Leadership Review, 2(2), 21-27.
Taneja, S., Pryor, M. G., Humphreys, J. H., & Singleton, L. P. (2013). Strategic management in an era of paradigmatic chaos: Lessons for managers. International Journal of Management, 30(1), 112-126.
Vera, D., &Crossan, M. (2004). Strategic leadership and organizational learning. Academy of Management Review, 29(2), 222-240.
Wilderom, C. P, van den Berg, P. T., & Wiersma, U. J. (2012). A longitudinal study of the effects of charismatic leadership and organizational culture on objective and perceived corporate performance. Leadership Quarterly, 23(5), 835-848.
Yarbrough, L., Morgan, N. A., &Vorhies, D. W. (2011). The impact of product market strategy-organizational culture fit on business performance. Academy of Marketing Science Journal, 39(4), 555-573.
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