The framework for developing the strongest possible management culture builds on a by progressively incorporating core values from the remaining 6 approaches to decision-making. So, to follow the unfolding story of the section, it is helpful to be familiar with the 7 approaches to making decisions and with the decision TET.
Start by getting comfortable with the notion of cultures in organizations.
Culture refers to the mixture of values—typically expressed as habits, conventions, beliefs and precepts of various sorts—which typify a community.
Members of the community use its values automatically. So a culture is not an official list of values stuck up on a wall or affirmed at the annual time-out. It is something that is generated and experienced every moment of every day by everyone in the organizational community, whether they like it or not.
«Strengthening the management culture» requires determination and specific efforts of the sort described and explained in this framework.» is a specific type of culture. Unlike most other cultures in an organization, it can improve (or deteriorate) with major consequences. «
Become properly oriented to culture by visiting:
► what «organizational culture» and «management culture» are about.
► features of a neglected culture — this condition is so common in both the private and public sector, that it should cause no surprise.
► what installing values entails.
► background on the discovery of this framework and relevant reading.
Originally posted: 17-Jun-2011