Use the readings listed in Moodle and lecture notes to answer each of the following questions with supporting details. Please do not use AI tools (ChatGPT, Course Hero, etc.) to answer discussion forum questions because they will not help you personalize your answers and have been known to give misinformation. Use first person language (I, me, my, etc.).1. Maxwell and Hale (2018) suggest that when things go wrong and a teammate fails to deliver, the leader should first ask themselves, What role did I have in allowing this team members mistake to go unnoticed or uncorrected? Do you agree or disagree and why?2. In the article, The Right Way to Hold People Accountable, Bregman (2016) shares 5 areas of clarity in which a leader needs to be consistent. As you consider your leadership journey, which area of clarity would you like to continue to develop and enhance? Please explain.3. If you ask Amy Gallo (2013) How to Manage Someone You Dont Like she would say spend more time with them. What are your thoughts about that?4. As you consider Yohns (2021) assertion that Company Culture is Everyones Responsibility, where do you sit in your company/organization (i.e., Board of Directors, CEO, senior management, middle manager, HR, employee, etc.) and how would you rate your ability to positively influence the company culture?5. Use the Kaiser Case Study: What effects did the changes that Dr. Pearl made have on the organization and organizational performance? Please explain.6. Use the Kaiser Case Study: How did Dr. Pearl Sustain this Progress (step 7) and Institute and Anchor Change (step 8) as a part of the Kaiser culture moving forward? Please explain.
Organizational Culture
Company
Culture
Is
Everyones
Responsibility
by Denise Lee Yohn
February 08, 2021
HBR Staff/Galaxy/vitalik19111992/Getty Images
Summary. A top down approach to building company culture no longer works for several reasons. For
one, Covid-19 has upended how leaders interact with employees and how coworkers connect with each
other. Next, company culture has grown in importance, thanks to recent high-profile crises at big name
companies. A new culture-building… more
Heres how organizational culture might have been handled in the
past: The CEO commissions the Human Resources department to
produce an effective company culture. HR designs a campaign to
tout a mission statement and core values that the CEO and senior
management developed. HR also implements some employee
perks like free snacks in the break room or monthly birthday
celebrations. Maybe they also field an annual employee
engagement survey and report results back to the CEO. And then
with their culture-building to-do lists completed, the CEO and HR
move on to other priorities.
This approach no longer works for several reasons. For one,
Covid-19 has upended how leaders interact with employees and
how coworkers connect with each other. The need to adapt
quickly and remain flexible during the pandemic has also
revealed the ineffectiveness of a top-down leadership approach.
Next, company culture has grown in importance, thanks to recent
high-profile culture crises such as those at Uber and Wells Fargo,
the intensified push for DEI (diversity, equity, and inclusion), and
the continuing battle for talent. Culture has become a strategic
priority with impact on the bottom line. It cant just be delegated
and compartmentalized anymore.
or learning a new s
