The strategic role of the senior executive
Prof. Dr. Mark von Rosing ,
Feb 2010
“Napoleon, for all his epochal shortcomings, had many valuable insights. One of them was that one should never mistake the mood of an army for its morale. It may be in a foul – even a wounded – mood, while its morale remains as ferociously martial as ever.
The distinction may be made of corporate mood and morale, as well. It is important not to confuse the sources of these. Corporate culture generates morale, other factors which impinge on that create mood. These other factors include the behavior and actions of senior management.
It is often said that the single most important influence on – even the source of – corporate culture is its leadership. Peter Drucker also once argued that senior management sets the “spirit” of the business. Many even ascribe this sort of thing to the singular individual leader at the top. The actual situation is a bit more complex than that.
Corporate culture arises from the purpose for gathering individuals together into a collaborative group to pursue that purpose. That is the single most important factor behind the development of the group’s mores. Others include issues as diverse as the surrounding societal culture, the professions involved in the group, the industry, and the competitive environment.
As group cohesion develops and matures, corporate culture arises from the interaction of all members of the group. During this initial period, managers – especially entrepreneurial owners – can indeed be quite influential in this process, though hardly its only, or even decisive, source.
However, once the culture matures, its center of gravity settles down and becomes more stable, less subject to outside influence by external – or even internal – factors. That is why “leaders” who imagine that they are imparting change on corporate culture are typically only provoking alterations to its mood. These may be defensive reactions to what are perceived as arbitrary and even wrong-headed moves by the boss. Or they may be powerful surges of energy and drive, if the boss has the wisdom – or the good fortune – to strike a chord that resonates with a productive fiber central to the corporate culture.
Corporations can thus have changes of mood, and it is most certainly true that these often arise from the actions or decisions of top management. They can even have unsettling mood swings, every bit as dysfunctional to the organization as such a phenomenon is in an individual.
But changing an established corporate culture is another matter altogether. It cannot be done by decree, nor through persuasion, however earnest. It certainly can’t be done by manipulation. It can happen over time, the equivalent in business of generations – but don’t be too sure of that, either. But do rest assured that you, as a senior manager, will not be striding onto the stage and changing the fundamental character of your audience. You may tick them off, or encourage them – but they will remain fundamentally who they were before you rode in on your high horse, and will be after you ride off.”
What is interesting? What did you learn?
Now, if your English is good enough, your motivation is strong enough, If you see yourself as a business person or a high ranking manager in your dream, and your situation let you to move out for 2 years to educate, we would be glad to inform you about our MBA program at Corvinus University, the heart of Europe!
I think now there are lots of questions in your mind,
Since we respect you so much,
We will provide for those who are seriously interested to contact us:
m.ch@uni-corvinus.hu
Provided by: Outreach coordinator of MBA program Corvinus University[/left]
Prof. Dr. Mark von Rosing ,
Feb 2010
“Napoleon, for all his epochal shortcomings, had many valuable insights. One of them was that one should never mistake the mood of an army for its morale. It may be in a foul – even a wounded – mood, while its morale remains as ferociously martial as ever.
The distinction may be made of corporate mood and morale, as well. It is important not to confuse the sources of these. Corporate culture generates morale, other factors which impinge on that create mood. These other factors include the behavior and actions of senior management.
It is often said that the single most important influence on – even the source of – corporate culture is its leadership. Peter Drucker also once argued that senior management sets the “spirit” of the business. Many even ascribe this sort of thing to the singular individual leader at the top. The actual situation is a bit more complex than that.
Corporate culture arises from the purpose for gathering individuals together into a collaborative group to pursue that purpose. That is the single most important factor behind the development of the group’s mores. Others include issues as diverse as the surrounding societal culture, the professions involved in the group, the industry, and the competitive environment.
As group cohesion develops and matures, corporate culture arises from the interaction of all members of the group. During this initial period, managers – especially entrepreneurial owners – can indeed be quite influential in this process, though hardly its only, or even decisive, source.
However, once the culture matures, its center of gravity settles down and becomes more stable, less subject to outside influence by external – or even internal – factors. That is why “leaders” who imagine that they are imparting change on corporate culture are typically only provoking alterations to its mood. These may be defensive reactions to what are perceived as arbitrary and even wrong-headed moves by the boss. Or they may be powerful surges of energy and drive, if the boss has the wisdom – or the good fortune – to strike a chord that resonates with a productive fiber central to the corporate culture.
Corporations can thus have changes of mood, and it is most certainly true that these often arise from the actions or decisions of top management. They can even have unsettling mood swings, every bit as dysfunctional to the organization as such a phenomenon is in an individual.
But changing an established corporate culture is another matter altogether. It cannot be done by decree, nor through persuasion, however earnest. It certainly can’t be done by manipulation. It can happen over time, the equivalent in business of generations – but don’t be too sure of that, either. But do rest assured that you, as a senior manager, will not be striding onto the stage and changing the fundamental character of your audience. You may tick them off, or encourage them – but they will remain fundamentally who they were before you rode in on your high horse, and will be after you ride off.”
What is interesting? What did you learn?
Now, if your English is good enough, your motivation is strong enough, If you see yourself as a business person or a high ranking manager in your dream, and your situation let you to move out for 2 years to educate, we would be glad to inform you about our MBA program at Corvinus University, the heart of Europe!
I think now there are lots of questions in your mind,
Since we respect you so much,
We will provide for those who are seriously interested to contact us:
m.ch@uni-corvinus.hu
Provided by: Outreach coordinator of MBA program Corvinus University[/left]
