The Most Vital Period Of Time Is Now

Corporate Values are the philosophies and attitudes that lead firm’s behavior and conduct as well as its relationship with the consumers, allies, and stakeholders. Corporate values can be seen in the vision and mission of an organization.

The understanding of the goal to be envisioned at Seagram moving forward is to become, remain, and develop an outside reputation as the top beverage company with 15% growth each year (Jick & Peiperl, 2011). The vision must effectively be passed to the 200 senior managers to make it a shared goal to be given and embraced company wide. The hope is that the top managed beverage company will be efficient and customer-centered, recognizing employees, while not micro-managing. The old model, based on decades old vision, needs to be replaced with a quasi-tried vision that has helped Seagram remain as one of the top, well-known companies. The new vision has seen success and is moving the company alongvtowards being the top managed beverage company. There are yet and still steps that will provide some right now actions that may help Seagram reach this goal of being the top managed company in the near future.

Over several of years, Seagram had a history of diversification. The values to obtain for the new company included teamwork, innovation and customer focus. It important when communicating these values that Seagram implement every plan in tact to secure a solid foundation. Hiring the right employees will elevate to maintain a respectable company. Communicating at a high level with employees and reassuring that customers are top priority. “We face the ending first of whatever the change may be and transition into the new approach, culture, process, and so forth” (Pirrung, 2017).

* act in line with its values of professionalism, innovation, pragmatism, team spirit and integrity.

How has Hanna Andersson applied values-based leadership in terms of the organization’s choices related to P-O-L-C?

I believe that it is also important to support an organization culture including some key values including the following: integrity, great customer service, unity, respect and compassion and excellence. (Newstrom, 2014, p. 100).

While I do believe that vision principle and core values are important fundamentally in setting and implementing change, however it’s a start that needs additional factors to see true transformational change. In the case of Seagram, Bronfman laid out the vision by declaring that Seagram would be “the best managed beverage company” giving the stakeholders a glimpse of what the organization would be once reorientation is accomplished. In addition to the vision principle, Bronfman sent a clear message that it was critical to change the existing culture of the organization as there would be less reliance on formal rules, hierarchical authority and more emphasizes on a collaborative teamwork. True change or renewal is effective when the individual

She beliefs in the core values of Xerox, and supports the practice and enforcement of these values. When asked what happens to employees that violate the company’s values, Ursula quickly and frankly says these employees are fired even if they are high performing associates. There is little difference between the person Ursula Burns is and how she runs Xerox. The Core Values of Xerox are stated as: Succeed through satisfied customers; Aspire to deliver quality and excellence in everything they do; Require a premium on assets; Use technology to develop market leadership; Value the employees; and behave responsibly as a corporate citizen. These values are said to be the moral compass by which the company does business with honesty and integrity. Ursula is direct and outspoken in her expectations of the employees of Xerox, her values and ethical beliefs surely resonate with company. Ms. Burns’ beliefs there are certain standards that have to be met to ensure high performance and integrity. Clearly communicating the possibilities, setting the agenda and the tone of organization all contribute to the employees holding the values of the company close to heart, and remembering to be ethical in all their behaviors.

Seagram’s is currently undergoing strategic, anticipatory changes in the company’s value system to competitively reposition the company to take advantage of future growth opportunities, diversify the company globally, effectively manage business processes, and increase profits. Bronfman has successfully guided the development and introduction of this new value system. However, Seagram’s is lacking the instrumental leadership necessary for this reorientation to be successful. Specifically, the

Seagrams is failing to accommodate the ever-increasing consumer demands as well as adapting to the exponentially expanding competition in recent years. Those factors combined with a recent surge of alcohol abstinence in the United States (our largest market) and increased governmental regulation have led to a recent decline in organizational success and draws our company ever closer to failure. We must not only modify with how and where we do business, but we must mature the very way we do business and the values that we hold as an organization and workforce.

Therefore, Bronfman and his team looked the basic concepts of organizational change addressing strategic changes for reducing costs, looking at best practices of other organizations, and to increase business by researching customers wants and needs. He also implored the second concept of change by using the organization as a” mechanism that turn strategy into output” (Jick & Peiperl, 2011 p 240). This was accomplished through the spirit of teamwork and collaboration using the “top-down and bottom -up” approach to draft and create the Seagram Values that was reviewed and sanctioned by 300 diverse employees across the Seagram’s organization. Subsequently, the collaboration between management and the employees yielded the “Seagram Values” of: 1) Consumer and customer focus: 2) Respect: 3) Integrity: 4) Teamwork: 5) Innovation: and 6) Quality. Therefore, this collaborative environment between the leadership and the workforce drove culture change based on the involvement of leadership’s participation in creating the values, participating in the 360-degree feedback surveys, the communication cascade and the values training programs was a far departure from the hierarchal authoritative environment that once existed at Seagram. Furthermore, Bronfman’s measuring stick of evaluating the success of this new

It is also important to note that I find that I am in conflict with the current management I work for which is another reason for me to find employment elsewhere. I see that their espoused values and their enacted values are not nearly in sync with each other. I find this disturbing and a contributing factor to the low morale of the employees. They basically do not walk their talk and it is very apparent. As Edgar Schein suggests, organizational culture has three levels; artifacts, values and basic assumptions. Of the three levels,“values are the second, deeper level of culture. They reflect a person’s inherent beliefs of what should or should not be.....However there may be a difference between a company’s espoused values (what the members say they value) and its enacted values (values reflected in the way the members actually behave)” (264-267). This disconnect has led to quite a bit of discontent amongst the employees and another reason why everyone is seeking employment elsewhere. I have spoken to quite few

Seagram is a mature organization that is faced with a critical challenge of changing its culture. The comprehensive goal being proposed in concern to Seagram’s future is to convert, continue, and mature an external status, as the top beverage company with 15% growth each year (Jick & Peiperl, 2011). To accomplish the vision as a shared goal, it must be successfully embraced by the 200 senior managers, as well as accepted by the entire company and the public population. The expectation from top management at Seagram Beverage Company is it will be efficient in employee recognition, a customer-based establishment, while eliminating the need for micro-managing. The mature and established model, centered on old apparition, needs to be supplanted with a radical vision that has been valuable in Seagram’s continuation as one of the top, popular organizations. The innovative vision has grasped achievement and is stirring the company in the direction of being the top succeeded Beverage Company. Yet there are task that the company will strive to implement into action that will assist Seagram in obtaining its goal of being the highest in the management of a beverage company.

We don’t settle for anything less than excellence in every group in the company, and we have the self-honesty to admit when we 're wrong and the courage to change--

organization” led to recognition that there was a need for a statement of organizational values.