Evaluate the need for creating a strategy supportive Culture, here you need to effectively bring out critical aspects with examples.

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Requirement:

Effectively bring out critical aspects with examples.

Note :The subject name is Strategic Management and answer the question for 10 marks.

Cultural Aspects of Strategy Choice All organizations have a culture. Culture includes the set of shared values, beliefs, attitudes, customs, norms. personalities, heroes, and heroines that describe a firm. Culture is the unique way an organization does business. It is the human dimension that creates solidarity and meaning, and it inspires commitment and productivity in an organization when strategy changes are made. All human beings have a basic need to make sense of the world, to feel in control, and to make meaning. When events threaten meaning, individuals react defensively. Managers and employees may even sabotage new strategies in an effort to recapture the status quo. It is beneficial to view strategic management from a cultural perspective because success often rests upon the degree of support that strategies receive from a firm's culture. If a firm's strategies are supported by cultural products such as values, beliefs, rites, rituals, ceremonies, stories, symbols, language, heroes, and heroines, then managers often can implement changes swiftly and easily. However, if a supportive culture does not exist and is not cultivated, then strategy changes may be ineffective or even counterproductive. A firm's culture can become antagonistic to new strategies, and the result of that antago- nism may be confusion and disarray. Strategies that require fewer cultural changes may be more attractive because exten- sive changes can take considerable time and effort. Whenever two firms merge, it becomes especially important to evaluate and consider culture-strategy linkages. Culture provides an explanation for the difficulties a firm encounters when it attempts to shift its strategic direction, as the following statement explains: Not only has the "right" corporate culture become the essence and foundation of corporate excellence, but success or failure of needed corporate reforms hinges on management's sagacity and ability to change the firm's driving culture in time and in tune with required changes in strategies