MANAGEMENT COMMUNICATION - Pearson Learning Solutions

86 Chapter 3 ● Communication EthicsA Dell manager, during a telephoneinterview in October of 2002, said, “I actuallyknow none of the key tenets [of TheSoul of Dell], but would guess they havesomething to do with maintaining work-lifebalance, building a long-term career here,valuing diversity, and leadership.”Interesting, useful values, but not thosearticulated by the company’s leadershipmore than six months earlier.In November 2002, speaking withanother mid-level manager from Dell, aninterviewer learned that she was not veryfamiliar with what The Soul of Dell consistedof. She explained that she did receivea copy of The Soul of Dell and admitted tohaving received e-mail messages, as well ashaving seen some postings on the companyintranet. Still, she was unable to explainwhat comprised The Soul of Dell or even tolist one of the basic tenets of the corporatephilosophy statement. A vice president ofthe company stated that he, indeed, wasresponsible for training his managers on thesubject but did not regard it as a particularlyhigh priority. 8Chicken Soup for the SoulThe executive management team at Dell hasmade culture a key priority item for this fiscalyear. In order to keep The Soul of Dellpresent in the mind-set of employees, managementvowed to continue to encouragemeetings between managers and their teamson the subject. They plan to continue to makeit a key priority going forward: everyemployee’s performance plan will have atleast one line item dealing with the improvementof corporate culture.Bryce Sims, a mid-level manager atDell, said:Like most organizations, Dell is in aconstant state of change; however, mostorganizations haven’t grown from zerorevenue to over $30 billion in 17 years.We have grown very fast and, like most17-year-olds, we don’t know everything.In the past, our culture reallyfocused employees on compensationand promotions. As our domestic growthhas slowed, our stock hasn’t beenthe rocket it was in the ’90s (when itwas the top-performer of all stocks),and importantly not as many promotionopportunities have been created, causinga need for the culture shift. The Soulof Dell program has tried to refocus ourculture.To me, Dell is still about leveragingour direct model, shrinking profitpools, commoditizing technology, customerfocus, and of course most important,execution and results. Changingour culture will take time and willhappen effectively only through executivemanagement example.DISCUSSION QUESTIONS1. How can The Soul of Dell help in acquiringthe company’s identity and culture?2. Should top management have consideredemployees’, suppliers’, and customers’ opinionsand viewpoints in developing The Soul of Dell?3. Can Dell achieve what it aspires to be?4. Was The Soul of Dell diffused correctlythroughout the company?5. How should The Soul of Dell be maintained inthe company?6. What key points are missing in this new companyphilosophy?7. What is the real value of corporate philosophystatements? Does every companyneed one?000200010270582216Management Communication: A Case-Analysis Approach, Fourth Edition, by James S. O'Rourke, IV. Published by Prentice Hall. Copyright © 2010 by Pearson Education, Inc.