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Canadian National Railway Company: Culture Change (A)
內容大綱
The executive vice-president and chief operating officer (COO) of Canadian National Railway Company (CN), wants to change the culture at his organization. The COO has been promoted to his current position after CN purchased Illinois Central, and his first task is to review CN’s operations across the country. He notices that employees are leaving work early, a practice called “early quits” that is supposed to reward employees for working harder during the day. He also notices there are other practices, such as late starts that encourage lower productivity. With the goal of improving productivity in mind, the COO elects to tackle the issue of late starts before fixing the early quits problem. This case introduces behavioural science as one of the many management tools that can be used to influence behaviour.
學習目標
<ul><li>To use behavioural science to understand the issues and to effect changes on a firm’s culture.</li><li>To learn about an application of behavioural science in the field and the impact the process has on the organization.</li></ul>