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| Author: | Ginsberg, L. Miller, N. |
| Title: | Value-driven management. |
| Journal: | Management Decision
1991 : VOL. 29:4, p. 4-7 |
| Index terms: | BUSINESS ETHICS CORPORATE STRATEGY |
| Language: | eng |
| Abstract: | In changing times, vision and values can be the most powerful focus an organization can have. The chief executive officer is an architect of these values. They must be shared, and tied to reward systems. Several case examples are cited, including statements of values from DuPont, Tampella and American Commercial Lines. Empirical evidence is provided that establishing value-based objectives is the first step in moving from talk to action. When values have been stated as corporate objectives, strategies can be formulated. Departmental objetives and individual performance expectations ensure the necessary attention at every organizational level. Accountability for performance must be an integral part of the management system. |
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