 |
…the key impediments to job accomplishment are almost invariably a function of the culture set by senior management – especially the CEO…
|
261 |
 |
A powerful company culture built on a belief in in the importance and value of what it does and shared norms as to what is acceptable behavior is in itself a control mechanism that lessens the need for external controls…
|
277 |
 |
It is critical… that participative mechanisms be at the heart of the business as well as the culture.
|
282 |
 |
Adaptation of organization to changes in the business environment happen in two contexts: the needs of the human beings that are affected by the changes and the organizational culture.
|
406 |
 |
Organizations need to change to cope with a changing environment and, in this endeavor, culture counts tremendously.
|
406 |
 |
…without strong and continuing support from the top, no genuine culture change can be sustained.
|
411 |
 |
The culture of an organization flows directly form the real values and the observable behavior of the company’s leadership.
|
414 |
 |
…genuine leadership… is congruent in all aspects only with a Partnership culture.
|
416 |
 |
A solid process lays the foundation for a healthy culture, one where ideas are evaluated by merit and not by job title.
|
140 |
 |
Process is only the foundation upon which a great company culture can develop… without [it], efforts to encourage learning, creativity, and innovation will fall flat…
|
204 |
