Sometimes organizations create lever that exist within silos, without consideration as to how they affect each other or the overall organizational culture. For instance, if senior management creates motivational policies that support team involvement (as part of a desired culture) yet the organizational structure does not allow for teams to have decision making authority or team autonomy, then these two Levers do not work in parallel or "in concert" with each other. The Levers should be designed to create a synergy that, together, directly supports the core ideology and culture of the company. If the Levers are not in sync, the culture will not thrive. All of the Levers must work together to support or change a stated culture.
2006-07-05
06:57:00
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1 answers
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asked by
lion
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in
Corporations