Module 4 – SLP

THE CULTURE AND MORAL COMPASSES

Assignment Overview

In the Module 4 SLP, we will explore your target organization’s culture, and determine the extent to which culture relates to the success of your organization’s strategic choices.

Write a 3- to 4-page paper in which you address the following:

After completing some research concerning the culture of your selected organization, discuss assess the extent to which your organization’s stated values and culture do – or do not – support the grand strategy you selected in the Module 3 SLP.

Keys to the Assignment

The key aspects of this assignment that should be covered in your 3- to 4-page paper include the following:

• Perform some research in the library and at your target organization’s website, and learn as much as you can about the organization’s culture.
• Describe the organization’s culture (its artifacts, symbols, stories, and other characteristics).
• Identify three (3) stated values of your chosen organization, and discuss how well these values support the organization’s strategies.
• Briefly restate the strategy you selected in the Module 3 SLP, and state why this strategy was selected (e.g., overcome weaknesses, maximize strengths, etc.).
• Critically assess the extent to which the organization’s culture and values support – or do not support – the strategy or strategies that you identified in the Module 3 SLP.

Module 4

Required Resources

Behnam, M., & Rasche, A. (2009). ‘Are strategists from Mars and ethicists from Venus?’ –  Strategizing as ethical reflection. Journal of Business Ethics, 84(1), 79–88. Retrieved from ProQuest.

Ford, R. C., Wilderom, C., & Caparella, J. (2008). Strategically crafting a customer-focused culture: An inductive case study. Journal of Strategy and Management, 1(2), 143-167. Retrieved from ProQuest.

Frost, J. (2014). Values based leadership. Industrial and Commercial Training, 46(3), 124-129. doi:http://dx.doi.org/10.1108/ICT-10-2013-0073

Reed, G. E. (2009). Chapter 4: Systems thinking and senior leadership. In M. R. Grandstaff & G. Sorenson (Eds.), Strategic leadership: The general’s art. [Books24x7 version] Available from http://library.books24x7.com.ezproxy.trident.edu:2048/toc.aspx?bookid=29979

Okantey, P. C. (2013). When values and ethics lead the way in organizations. Strategic Leadership Review, 3(2), 23–29. Retrieved on April 29, 2014, from https://scholasticahq.com/supporting_files/51156/attachment_versions/51203

Organizational culture: What is organizational culture and why does it matter? (2010, September 21). Organization Culture. Retrieved on April 29, 2014, from http://

Wilson, I. (2000). The new rules: Ethics, social responsibility and strategy. Strategy & Leadership, 28(3), 12–16. Retrieved from ProQuest.  

Optional Resources

Boal, K. B., & Schultz, P. L. (2007). Storytelling, time, and evolution: The role of strategic leadership in complex adaptive systems. Leadership Quarterly, 18(4), 411–428. Retrieved from Science Direct.

Elms, H., Brammer, S., Harris, J. D., & Phillips, R. A. (2010). New directions in strategic management and business ethics. Business Ethics Quarterly, 20(3), 401–425. Retrieved from EBSCO – Business Source Complete.

Gander, M. J. (2009). Managing people in a lean environment: The power of informal controls and effective management of company culture. Journal of Business Case Studies, 5(6), 105–110. Retrieved from ProQuest.

Goldman, E. F. (2012). Leadership practices that encourage strategic thinking. Journal of Strategy and Management, 5(1), 25–40. Retrieved from ProQuest.

McManus, J. (2011). Revisiting ethics in strategic management. Corporate Governance, 11(2), 214–223. Retrieved from ProQuest.

McNamara, C. (2000). Organizational culture and changing culture. Free Management Library. Retrieved on April 29, 2014, from http://managementhelp.org/organizations/culture.htm

Milton-Smith, J. (1995). Ethics as excellence: A strategic management perspective. Journal of Business Ethics, 14(8), 683. Retrieved from ProQuest.

Phipps, K. A. (2012). Spirituality and strategic leadership: The influence of spiritual beliefs on strategic decision making. Journal of Business Ethics, 106(2), 177–189. Retrieved from ProQuest.

Robertson, C. J., Blevins, D. P., & Duffy, T. (2013). A five-year review, update, and assessment of ethics and governance in strategic management journal. Journal of Business Ethics, 117(1), 85–91. Retrieved from ProQuest.

Spears, U. (2012). Word-action signals: Identifying incongruence between strategic leadership practices and values. Strategic Leadership Review, 2(2), 21–27. Retrieved on April 29, 2014, from https://scholasticahq.com/supporting_files/403/attachment_versions/400

Taneja, S., Pryor, M. G., Humphreys, J. H., & Singleton, L. P. (2013). Strategic management in an era of paradigmatic chaos: Lessons for managers. International Journal of Management, 30(1), 112–126. Retrieved from ProQuest.

Vera, D., & Crossan, M. (2004). Strategic leadership and organizational learning. Academy of Management Review, 29(2), 222–240. Retrieved from EBSCO.

Wilderom, C. P, van den Berg, P. T., & Wiersma, U. J. (2012). A longitudinal study of the effects of charismatic leadership and organizational culture on objective and perceived corporate performance. Leadership Quarterly, 23(5), 835–848. Retrieved from Science Direct.

Yarbrough, L., Morgan, N. A., & Vorhies, D. W. (2011). The impact of product market strategy-organizational culture fit on business performance. Academy of Marketing Science Journal, 39(4), 555–573. Retrieved from ProQuest.