The first step in fixing a problem culture is for top management to identify those facets of the present culture that are dysfunctional and pose obstacles to executing strategic initiatives. Second, managers must clearly define the desired new behaviors and features of the culture they want to create. Third, they must convince company personnel of why the present culture poses problems and why and how new behaviors and operating approaches will improve company performance the case for cultural reform has to be persuasive. Finally, and most important, all the talk about remodeling the present culture must be followed swiftly by visible, forceful actions to promote the desired new behaviors and work practices.

Answer the following question:

Which one of the following is not an appropriate step management can take to change a problem culture?

  

a$)$

identifying which aspects of the present culture are supportive of good strategy execution and which ones are not

b$)$

specifying what new actions, behaviors, and work practices should be prominent in the "new" culture

c$)$

appointing a team of key managers and employees to design a plan for cultural change and then lead the internal effort to change the culture

d$)$

talking openly about the problems of the present culture and how new behaviors will improve performance

e$)$

employing visible, forceful actions both substantive and symbolic to ingrain a new set of behaviors, practices, and cultural norms