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This post addresses the culture at allgoodthings.com.

The attached table is reference point for questions below:

Identify and describe the cultural aspects that management cites as important and contrast them to the cultural attributes that employees report as being expected. Also, compare and contrast management's ideal results with the typical ideal results.

Identify the most significant gaps between management's ideal and the actual results.

What conclusions do you draw taking into account all of the facts presented and your analysis?

Provide your recommendations for the next two steps in the AllGoodThings.com change process.

How would you prioritize and sequence the necessary change?

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Identify and describe the cultural aspects that management cites as important and contrast them to the cultural attributes that employees report as being expected. Also, compare and contrast management's ideal results with the typical ideal results.
The largest differences between management ideals and employee results are in the passive-defensive styles. When we look at the chart as a whole, we also see that management and the employees only came relatively close to each other in three areas, which are affirmative, power, and competitive, which are taken from two of the different style groups. These are really big differences between management and employees, and should not be taken lightly. There is a large variance in most of the measures analyzed, and this alone shows a significant problem with how management and employees are relating in regards to their styles. Management is focusing on achievement, self actualization, humanistic/encouraging, affiliative, and oppositional, and perfectionistic, while the employees have the highest focus on ...

Solution Summary

The solution provides a detailed explanation for each question presented in the allgoodthings.com exercise.

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