LED 560 Trident International Module 4 Gaylord Palms Hotel Case Study
Module 4 – CaseTHE CULTURE AND MORAL COMPASSESAssignment OverviewIn the Module 4 Case, we will complete an in-depth analysis of an organization’s culture, and determine the extent to which the organization’s culture fits with the organization’s strategic choices. Begin by reading the following article: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.Case AssignmentUsing the article above, write a 6- to 7-page paper in which you address the following:Complete an in-depth, comprehensive analysis of the Gaylord Palms’ organizational culture and values, analyzing the ways in which the specific components of organizational culture and values assist – or impede – the success of the organization’s strategic choices.Keys to the AssignmentThe key aspects of this assignment that are to be covered in your 6- to 7- page paper include the following:Using the Module 4 Background readings related to organizational culture, and after performing additional research in the library, explain how organizational culture at the Gaylord Palms Hotel:Creates meaning for its members;Establishes informal organizational controls; andEnsures (or alternatively, hinders) the success of Gaylord Palms’ strategic choices.Which of Gaylord Palms’ values are most salient, and how do these same values relate to the organization’s culture?What is required for an organization’s culture to be “effective”? Is Gaylord Palms’ organizational culture an “effective” culture? Why or why not? Be specific.What specific characteristics/elements of Gaylord Palms’ organizational culture do you believe are most significant relative to ensuring the success of Gaylord Palms’ strategic direction (e.g., symbols, artifacts, roles, etc.)? Why?Be sure to use a minimum of three (3) library sources in support of your answers! Module 4Required ResourcesBehnam, 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-10-2013-0073Reed, 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=29979Okantey, 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/51203Organizational culture: What is organizational culture and why does it matter? (2010, September 21). Organization Culture. Retrieved on April 29, 2014, from http://www.youtube.com/watch?v=6AFn0vFtLC0Wilson, I. (2000). The new rules: Ethics, social responsibility and strategy. Strategy & Leadership, 28(3), 12–16. Retrieved from ProQuest. Optional ResourcesBoal, 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.htmMilton-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/400Taneja, 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.P
