Organizational Culture: Rapid Reactive Strategy to Restore Functionality
Organizational Culture
Managers play a vital role in influencing organizational culture. It is important that
managers be able to identify and implement successful strategies to restore a
dysfunctional culture to a functional one.
Recommend one key strategy or method (with supporting citations) that will restore
functionality to a dysfunctional organizational culture, where internal distrust and
competitive behavior flourish, sharing your recommendation with your peers. A reactive
or retrenchment (not proactive) strategy is needed since the organization is on the verge
of collapse due to this chronic dysfunction. Do not suggest establishing trust to resolve
this crisis since this organization does not have enough time to build trust, which is a
proactive strategy. A quick-fix reactive strategy is needed to save the company now so
that long-term proactive strategies may be implemented later. Justify your reasoning with
support from peer-reviewed literature and the Bible or Christian literature. Most of your
discussion should concentrate on describing how you will implement this success
strategy for maximum effectiveness.
Remember: This discussion and all assignments in this course have a management focus,
not a leadership focus. There is a distinct difference between management and leadership.
Discuss management, not leadership. The Contemporary Management text only provides
basic topical information. As a research-intensive doctoral course, you will need to
research current peer-reviewed literature. There is no assignment in this course that can
be completed by relying on the text alone.
, Introduction
This paper recommends one focused, rapid-response managerial strategy to restore
functionality in an organization suffering from pervasive internal distrust and
competitive, counterproductive behaviors. Because the organization is on the verge of
collapse and lacks time for long-term cultural rebuilding, the proposed approach is a
reactive, contingency-based intervention: implement an immediate performance
stabilization program built around a short-term restructuring of incentives, clear
temporary rules of engagement, rapid role realignment, and a performance remediation
protocol. This management-driven retrenchment package aims to halt destructive
behaviors, restore operational coherence, and create space for later, proactive trust-
building interventions. The strategy is grounded in turnaround management literature,
organizational behavior research on incentives and behavioral controls, and ethical
principles consistent with Christian stewardship and community restoration.
Background and Rationale
Organizations in crisis often require immediate managerial action that emphasizes
control, stabilization, and clear short-term outcomes. Turnaround management research
distinguishes between retrenchment strategies—cost cutting, asset shedding, and
tightening managerial control—and recovery strategies focused on renewal (Bibeault,
1982; Slatter & Lovett, 1999). When culture has deteriorated into internal distrust and
destructive competition, managers must first stop harmful behavior patterns and re-
establish predictable norms for work processes. A short-term retrenchment that realigns
incentives and enforces behavioral rules reduces ambiguity and decreases the payoff for
counterproductive activity, thereby preserving critical operations while longer-term
Organizational Culture
Managers play a vital role in influencing organizational culture. It is important that
managers be able to identify and implement successful strategies to restore a
dysfunctional culture to a functional one.
Recommend one key strategy or method (with supporting citations) that will restore
functionality to a dysfunctional organizational culture, where internal distrust and
competitive behavior flourish, sharing your recommendation with your peers. A reactive
or retrenchment (not proactive) strategy is needed since the organization is on the verge
of collapse due to this chronic dysfunction. Do not suggest establishing trust to resolve
this crisis since this organization does not have enough time to build trust, which is a
proactive strategy. A quick-fix reactive strategy is needed to save the company now so
that long-term proactive strategies may be implemented later. Justify your reasoning with
support from peer-reviewed literature and the Bible or Christian literature. Most of your
discussion should concentrate on describing how you will implement this success
strategy for maximum effectiveness.
Remember: This discussion and all assignments in this course have a management focus,
not a leadership focus. There is a distinct difference between management and leadership.
Discuss management, not leadership. The Contemporary Management text only provides
basic topical information. As a research-intensive doctoral course, you will need to
research current peer-reviewed literature. There is no assignment in this course that can
be completed by relying on the text alone.
, Introduction
This paper recommends one focused, rapid-response managerial strategy to restore
functionality in an organization suffering from pervasive internal distrust and
competitive, counterproductive behaviors. Because the organization is on the verge of
collapse and lacks time for long-term cultural rebuilding, the proposed approach is a
reactive, contingency-based intervention: implement an immediate performance
stabilization program built around a short-term restructuring of incentives, clear
temporary rules of engagement, rapid role realignment, and a performance remediation
protocol. This management-driven retrenchment package aims to halt destructive
behaviors, restore operational coherence, and create space for later, proactive trust-
building interventions. The strategy is grounded in turnaround management literature,
organizational behavior research on incentives and behavioral controls, and ethical
principles consistent with Christian stewardship and community restoration.
Background and Rationale
Organizations in crisis often require immediate managerial action that emphasizes
control, stabilization, and clear short-term outcomes. Turnaround management research
distinguishes between retrenchment strategies—cost cutting, asset shedding, and
tightening managerial control—and recovery strategies focused on renewal (Bibeault,
1982; Slatter & Lovett, 1999). When culture has deteriorated into internal distrust and
destructive competition, managers must first stop harmful behavior patterns and re-
establish predictable norms for work processes. A short-term retrenchment that realigns
incentives and enforces behavioral rules reduces ambiguity and decreases the payoff for
counterproductive activity, thereby preserving critical operations while longer-term
