1. Financial incentives generally lead the list of motivating tools for trying to gain wholehearted employee commitment to good strategy execution and operating excellence. 2….

1. It is important for both organization subunits and individuals to be enthusiastically committed to executing strategy and achieving performance targets. 2. To get employees’…

1. The Importance of Basing Incentives on Achieving Results, Not on Performing Assigned Functions: To create a strategy-supportive system of rewards and incentives, a company…

1. Every company has its own unique culture. 2. The character of a company’s cultures or work climate is a product of the core values…

1. The taproot of corporate culture is the organization’s beliefs and philosophy about how its affairs ought to be conducted – the reasons for why…

1. When a company’s present work climate promotes attitudes and behaviors that are well suited to first-rate strategy execution, its culture functions as a valuable…

1. Corporate cultures vary widely in the degree to which they are embedded in company practices and behavioral norms.2. Strong-Culture Companies: Strong-culture companies have a…

1. The distinctive characteristic of an unhealthy corporate culture is the presence of counterproductive cultural traits that adversely impact the work climate and company performance….

1. The hallmark of adaptive corporate cultures is willingness on the part of organizational members to accept change and take on the challenge of introducing…

1. It is the strategy maker’s responsibility to select a strategy compatible with the sacred or unchangeable parts of the organization’s prevailing culture. It is…