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Qs.

1)What is more important, the statements in a corporate culture


document or actual managerial behavior?
Ans.1)
Here it is not easy to say which is more important either the statement
incorporate culture document or actual managerial behavior. Because
organizational culture increases the behavioral consistency of the employees
and the behavior of t h e e m p l o y e e s i n a n o r g a n i z a t i o n re p re s e n t
the
p i c t u re
of
the
organizational
c u l t u re .
In
todays
workplace,
the
role
of
c u l t u re
in
i n fl u e n c i n g
e m p l o y e e s behavior appears to be increasingly important. And at the
same time, employees actual behavior is also important which in turn
depicts that organization is having a good culture and proper implementation
process of the culture is being followed. So here incorporation of the
culture in employees behavior is more important. Because once the
corporate culture document is ready the behavior of employees depends
upon whether it is properly implemented or not. S i n c e Fa l c o n
C o m p u t e r w a s a n e w fi r m s o c re a t i o n o f t h e d o c u m e n t c a l l e d
Falcon Values which described the culture of the company was fi ne
but they hadnt decided as to how the statement in the Falcon Values
document would be i m p l e m e n t e d i n a c t u a l p r a c t i c e . A n d t h u s
t h e re e m e rg e d d i ff e re n c e s i n t h e s t a t e m e n t i n t h e Fa l c o n
Va l u e s d o c u m e n t a n d t h e a c t u a l p r a c t i c e s o f t h e
managers and the employees. There should be proper
c o m m u n i c a t i o n a n d implementation (ex
Telling Stories - Ford motor, Nike, etc. Rituals - Wal-Mart, I B M , E r i c s s o n ,
Pr i c e Wa te rh o u s e - C o o p e r s e t c . a n d m a n y m o re . . . ) o f
t h e organizational culture so that the statement mentioned in the
corporate culture document is congruent with the actual behavior of the
employees.
Qs.2)
Why did the Falcon executives act as they did?
Ans.2)
The Falcon executives acted as they did because they wanted to maintain
their supremacy in the organization by virtue of the positions held but at the
same time also wanted to create and maintain such an organizational culture
that every employee in the organization could identify with. Through the
Falcon Values document, the executives did want to develop their own
organization specific culture but they also wanted to make sure that their
positions in the organization hierarchy were maintained. While the
executives wanted to create and thereby project a common culture in the
organization, the reality was that hierarchy, secrecy and expediency was
truly emphasized in the organization ignoring many of the concepts
incorporated in the values document.
Qs.3)

Why didnt employees like Richards blow the whistle on Falcon, challenging
the inconsistency between values and behavior?
Ans.3)
The Employees did not like Richards Whistle Blow because they were
themselves very much part and parcel of Falcons Organizational culture.When the culture was planned and implemented in the organization,
probably top management didnt include all the employees but when they
implemented it, it affected each and every employee of the organization. All
the employees became a part of it and became habituated in that culture;
they adopted the culture and even made some internal changes (in their
value system). So blowing the whistle and changing the culture was like
pulling them out of their comfort zone.-Blowing whistle is the previous stage
of change. As we know changes are always prevented in an Organization
(sometimes because of financial loss, sometimes because of fear of
unknown, sometimes because of selective information processing etc). Also,
the employees didnt like the whistle blow as a predecessor of Organizational
Change.-And here as the employees were also practicing the wrong culture,
they didnt want the whistle to blow.
Qs.4)
How can executives go about changing the old values that govern an
organization?
Ans.4)
It is very hard to change the old values or culture. So, first of all, it should be
observed that whether the value is good or not. The question Is the value
causing any problem to the goodwill of the organization? should be asked. If
so, then first of all, the higher authorities should be made to understand that
with time, some old values might become obsolete which in turn
necessitates the changing of the values for the betterment of the
organization. Then the needed amendments should be made in the culture,
as the culture is imbibed by the employees of the8organization. So, first of
all, the higher executives should bring in the change and then they should
also ask the employees to do the same & thereby help them to change their
organizational culture. In this way the executives can go about changing the
old values that govern an organization.

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