Analyzing organizational culture for results

Abstract

Performance ImprovementVolume 41, Issue 9 p. 7-9 Commentary Analyzing organizational culture for results Donald T. Tosti PhD, Donald T. Tosti PhD Change111@aol.com Donald Tosti is the founder and managing partner of Vanguard Consulting. Don has an extensive and varied background in behavioral technology, and he has been a recognized expert in performance-based approaches to organizational change for over three decades. Don's pioneering work on contingency management began in the 1960's. Later as principle investigator for the multi-media leadership/management courses conducted for the US Naval Academy, he adapted the methods of performance analysis to the study of leadership and management behavior. His subsequent work centered on modifying behavioral norms and cultural values. Since the late 70s, Don has focused on organizational alignment and the development of Performance-Based Management Systems. He has been involved in a wide range of organizational change programs for companies in the United States and Europe. These consulting activities in organizational alignment include work in leadership, management, culture change, internal marketing and strategic alliances. Don has broad experience with changing organizational cultures to focus on creating greater customer value. Toward that end, he has developed survey instruments designed to measure factors that impact customer value and customer retention. He has worked with several clients to help them translate their “brand promise” into specific performance at the customer interface.Search for more papers by this author Donald T. Tosti PhD, Donald T. Tosti PhD Change111@aol.com Donald Tosti is the founder and managing partner of Vanguard Consulting. Don has an extensive and varied background in behavioral technology, and he has been a recognized expert in performance-based approaches to organizational change for over three decades. Don's pioneering work on contingency management began in the 1960's. Later as principle investigator for the multi-media leadership/management courses conducted for the US Naval Academy, he adapted the methods of performance analysis to the study of leadership and management behavior. His subsequent work centered on modifying behavioral norms and cultural values. Since the late 70s, Don has focused on organizational alignment and the development of Performance-Based Management Systems. He has been involved in a wide range of organizational change programs for companies in the United States and Europe. These consulting activities in organizational alignment include work in leadership, management, culture change, internal marketing and strategic alliances. Don has broad experience with changing organizational cultures to focus on creating greater customer value. Toward that end, he has developed survey instruments designed to measure factors that impact customer value and customer retention. He has worked with several clients to help them translate their “brand promise” into specific performance at the customer interface.Search for more papers by this author First published: 08 February 2007 https://doi.org/10.1002/pfi.4140410904 AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat No abstract is available for this article. Volume41, Issue9October 2002Pages 7-9 RelatedInformation