CHAPTER 3: MANAGEMENT, ITS ENVIRONMENT AND CULTURE

TUTORIAL QUESTIONS
1. Is there any ethical impact associated with the “change”?
Today’s pace of business is rapid, and change is happening constantly. Organizational
change, from business structure (merger, acquisition, dissolution, spin-off, etc.) to
strategy initiatives, system or process improvements, and personnel changes, is almost
guaranteed to impact managers and the people they lead sooner or later.
While big changes take more management, small changes can still have significant
impacts on a business and its people. Something as simple as moving a recurring meeting
from 11 a.m. to 9 a.m. may impact a colleague’s commute, family schedule, interaction
with other team members, and morale.
As with organizational change, even small changes in management approach can have
mighty outcomes. Always be honest about the work it will take to implement change.
Accountability and honesty will motivate employees to work toward the change the
managers want and the change the organization needs.
2. Imagine that you are the CEO in the company and empowered to make
certain change on the company culture. How would you do it?
If I were the CEO in the company and empowered to make certain change on the
company culture. Here is the aspect I want to make change on. That is pushing for
empower among staff, not just engagement. As far as I know, for decades, innovative
entrepreneurs and business leaders have been creating company culture that go far
beyond engaging employees by empowering them to make a real difference. The way to
do that isn’t by engaging or manipulating employees. What I do is empower them to make
a real difference by investing in them, trusting them with responsibility, and truly making
them part of the company due to the fact that employees want managers who don’t just
say they believe in them but who put their money and their faith in them. Good
management fosters meritocracy in which employees are promoted and rewarded based
on achievement and talent so they know that success at the company is based solely on
their abilities.

CASE STUDY
Not Measuring Up
1. Do you think Zeitland’s desire for changes in culture are related to changes in
the external environment? Explain.
The task environment component of the external organizational environment includes
competitors, suppliers, customers, and the labor market. The organization also has an
internal environment, which includes the current employees, management, and
corporate culture.
An increasingly younger workforce, changing consumer tastes, and technology changes
in the industry had caused Zeitland to look more closely at culture and employee
satisfaction. The goal of survey and scoring process was to provide feedback in order to
assure continuous improvement across a variety of criteria. Hence, Zeitland’s desire for
changes in culture is related to changes in the external environment as well as internal
environment.

2. What additional investigation might Wheeling and Zeitland undertake before

settling on a plan of action?
Wheeling and Zeitland undertake additional investigation before settling on a plan of
action as Cam’s score on his management skills and job performance had not improved
despite Cam implementing several of the changes from last year’s survey. Wheeling and
Zeitland should talk to employees and Cam separately to figure out the problem areas.