v) Perform But Not Share Values

Not handling managers and staff who perform but do not share the values of the organisation in the transition process. Usually these managers perform in the short term but not the long term. Their short-term performance is based on an autocratic, command-and-control management style. Linked with values are personality, attitude and motivation

. Research (Fiona Smith 2008n) found that the more senior the employee, the greater the sacrifice of their personal values.

"... people are being measured to assess their fit for a job and culture, so they can 'hit the ground running' when they join a company - but the practice is also driving down diversity..."

Amanda Sinclair as quoted by Fiona Smith 3008p

. Not realizing that behaviours must reflect the espoused values, ie need to "walk the talk". An example of not walking the talk is Enron. Its values were communication, respect, integrity and excellence. Yet Enron ended up as one of the greatest financial collapses ever with its senior executives being jailed for corporate crimes.

. Obstacles to the new purpose and change are not removed. Obstacles can be in the individual's mind, and/or in the organisational structure (narrow job descriptions, rewards systems, middle managers' resistance, etc). Sometimes, rather than face the tough decisions, such as removing obstacles (including staff), management will introduce policies under the guise of "sharing the pain", such as across-the-board cutbacks (staff and/or pay, etc) and/or general pay freezes, etc. Most times these types of decisions are demonstrating that management is not facing reality and is not willing to make the "tough" decisions needed for the change process to be most effective. Remember: the pressure to avoid some tough decisions is often considerable, and may come from internal lobbying and sometimes external pressure from government, unions, community, etc


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