AI with zero gpt should be 0
I have a request, the discussion post has been changed and i have to post a response to a different set of questions
Reply from B, E
It is clear we have a strong consensus that culture provides the ‘fuel’ for execution. However, research on organizational change suggests that a strong culture is often the single biggest barrier to radical strategic pivots, as it is designed to preserve the status quo.
When an organizations environment shifts overnight (due to a disruptive technology or a global crisis), and the existing ‘strong’ culture becomes a liability that resists the necessary new strategy, what is the single most effective lever a leader can pull to forcibly realign behaviors without destroying employee morale?
As you answer, look specifically at the ‘Levers for Strategy Execution’ in our textbooksuch as incentive systems, restructuring, or resource allocationand argue why your chosen lever is more effective than others in breaking cultural inertia.”
After I post a change of direction, I expect all posts to address this related but new topic the following day. For those who may have been crafting a response to the initial post or want to address what someone has said, you can finish your work by Midnight tonight and receive full credit (I want to make sure that everyone gets their opinions heard if they have been working on a post to address comments before they move to the new conversation).
Reply from C, W
I think the best way for a leader to change employee behavior is by using incentives. Incentives are rewards that encourage people to do something. In a company, this can include bonuses, promotions, extra time off, or even just recognizing them for doing a good job. When a business suddenly has to change because of new technology or a crisis, workers may want to keep doing things the old way because they are used to it. A strong culture can make change difficult.
By changing the incentive system, leaders can help employees understand what the company wants from them. For example, if a company wants workers to learn new technology, leaders could reward employees who complete training or come up with new ideas. This helps workers feel more motivated to support the new strategy instead of resisting it.
I think incentives are better than restructuring because restructuring can make workers feel stressed or worried about losing their jobs. That can hurt morale and make employees less motivated. Resource allocation is helpful too, but just giving departments more money or tools does not always change employee behavior. People are more likely to change when they personally benefit from it.
Reply from A, A
I agree with your point that incentives are one of the most effective ways leaders can influence employee behavior, especially when an organization is trying to implement a new strategy. I like how you emphasized that people are more willing to change when they can clearly see what is in it for them. In my opinion, this is a very practical way to overcome resistance to change because employees are often more motivated when their efforts are recognized and rewarded.
Your example about rewarding employees for learning new technology is a great one. It shows how incentives can align employee’s behavior with the company’s strategic goals. The textbook also supports this idea by noting that incentive compensation should be tied directly to the achievement of strategic and financial objectives. When employees know that bonuses, promotions, or recognition are connected to specific outcomes, they are more likely to focus their efforts on what matters most to the organization.
I also agree with your comparison to restructuring. While restructuring can sometimes be necessary, it often creates uncertainty and stress among employees, which can hurt morale and productivity. Incentives, on the other hand, create a more positive approach by encouraging employees rather than forcing them to change. Overall, I think you made a strong argument that incentives are a powerful tool because they help employees feel motivated, valued, and personally invested in the success of the organization’s strategy.
Reply from G, S
I agree with the point that incentives are one of the most effective levers leaders can use when a strong culture starts working against a new strategy. At the same time, I think incentives are most effective because they change behavior without making employees feel blamed or threatened by change. When an organization has relied on the same culture for a long time, people often feel attached to the old way of doing things. Incentives give employees a reason to try something new without feeling like everything they did before was wrong.
I also think incentives work better than restructuring because they encourage change without creating fear. Restructuring can force people to comply, but it often hurts trust and morale in the process. Incentives, on the other hand, allow employees to choose to engage with new goals. In hospitality, that matters a lot because employees attitude and motivation directly affect service quality. Rewarding people for learning new technology, adapting to new service standards, or supporting new priorities helps build momentum instead of resistance.
Compared to resource allocation, incentives feel more personal and direct. Giving departments more tools or budget does not automatically change how employees act day to day. Incentives make expectations clear and connect behavior to outcomes employees care about. In my opinion, this balance of motivation, clarity, and respect is what makes incentives the strongest lever for breaking cultural inertia while still protecting morale during major change.
Reply from G, A
To continue the discussion with the new shift, I agree with Wesley, Avery, and Sierra that when an organizations environment shifts overnight and the existing ‘strong’ culture becomes a liability that resists the necessary new strategy, the single most effective lever a leader can pull to forcibly realign behaviors without destroying employee morale is implementing incentive systems. The textbook even states how improvements in strategy are greatly influenced by learning by doing individuals, and that the process can be accelerated by making learning a more deliberate endeavor and providing the incentives that will motivate company personnel to achieve the desired ends. This can be critical to successful strategy execution when market conditions are changing rapidly (Thompson, p. 305).
Incentives change what is rewarded and therefore what is repeated when it comes to a companys culture, emphasizing strategic clarity of what leaders really want out of their employees. When incentives are introduced, behavior shifts, and culture eventually follows behavior. I agree with Wesley that when changing the incentive system, its a reflection of what leaders are looking for when it comes to their employees as they reward a behavior they feel represents the organization in a strong way. I also agree with Avery that employees are more motivated when their efforts are recognized as well as rewarded; I will also add they feel more valued and feel that their organization is actually seeing them and all the good things they accomplish.
I agree with both Wesley, Avery, and Sierra that reconstruction can be necessary, but can hurt the morale of employees; incentives can create the same alignment but without fear. I also like Sierras point of how incentives feel more direct and personal. Feeling valued and being recognized for what you do helps create a strong company culture, and incentives help enforce that.
Thompson, A. A. (2021). Crafting & executing strategy: The quest for competitive advantage: Concepts and cases (2024 release). McGraw-Hill Education.
Reply from M, T
I agree with the idea that incentives are the strongest thing a leader can use when an organizational culture begins resisting necessary change. A strong culture can help companies succeed for years, but if the environment suddenly changes, then employees might continue to hold onto old habits. I think that changing the incentive system is the fastest way to realign employee behavior without damaging morale. When employees see that promotions and recognition opportunities are tied to a new strategy, then they will adapt to that change.
I also think incentives work better than restructuring because that often creates fear and uncertainty among employees. While restructuring may force people to comply with a new strategy. Incentives will continue to encourage employees to participate in the transition instead of feeling forced into it.
please make an initial post and 2 responses
As part of your ongoing final trends analysis assignment, you are required to submit your final assignment (combine, in a professional report, checkpoint 1 & 2). Please see below what is required to be submitted as part of the final submission:
Instructions & Requirements
To successfully meet the requirements of this assignment as outlined in the included evaluation rubric, you are required to identify an appropriate topic related to course content, conduct an investigation into the potential of the club trend and report your analysis on this trend. The report should include:
Topic Selection: Your trend should be a current issue with potential implications to your industry (an issue is different than an individual product, which is considered part of an issue or trend). You should identify a trend of interest to businesses while simultaneously building your skills by focusing on a less-known issue. The first section should include: (1 page)
A 10-12 sentence introduction to your trend
Definitions/key thoughts or ideas associated with your trend
Why this is an important trend that will impact the future of the industry and not just a topic of personal interest.
Analysis: Present information to clearly outline the status of your trend and what is generally known or understood about its status. It is important to frame your discussion from a multi-point perspective and synthesize what you have learned from the investigation phase. You should include (3-4 pages):
A history, background, and timeline of your trend and how it has changed and morphed into its current state. You should also include a comparable non-industry precursor to your topic (i.e., most trends can be traced somewhere else).
Pros and cons of how your trend is impacting the industry and what it means to industry (i.e., use a business analysis tool of your choice to evaluate the impacts of the trend on your selected industry).
A demonstration of your trend in action. This should include two examples of how organizations outside of your industry are addressing the changing landscape dictated by your issue.
Core Issue Knowledge: Present the five most relevant points or subtends that are currently shaping the future of your selected trend (bullet points with 10-12 sentence description). These are things that are currently happening, should be relevant to status of your topic, and help clarify the future of your selected trend. (1-2 pages)
Professional Interview: You will need to conduct an interview with a hospitality or tourism professional and focus on gaining practitioner insight or an on the ground view of the trend. Within this section, you will need to list the interviewees bio (no more than 5-7 sentences), the five questions you asked, and summarization of those results (again, no more than 5-7 sentences overview per question). (2-3 pages)
The Future: Within the final section, you will integrate the results of the previous sections in illustrating/demonstrating the future of the trend and what the future may hold. Provide your fact-based opinion on the multiple paths or potential future of your selected trend by describing what the future may hold. This can be accomplished by referencing current knowledge or literature, providing specific examples from industry and your personal knowledge, and then projecting what that future may hold. Your insights should include at least three different possible future implications by building on what the current conversation is to inform the future or potential changes to the trend. (2 pages)
Remember, the focus of this assignment is for you to become an expert in a current trend affecting your chosen industry so you can speak with industry professionals (say, during an interview) with an uncommon level of expertise demonstrating you know your industry and have an idea of where the future is going. To develop this level of expertise, you will need to ensure that you gather information from at least 10 different external sources and reference them using either APA or MLA formatting.
Submission Structure
When submitting this assignment, ensure that your content is single-spaced with 1 margins. Your paper should include a cover page, section headers, page numbers and for each section of required content, include an appropriate heading (if there are six components, include six section headings). A separate reference page should be included with all references formatted following either APA or MLA styles. The cover page, appendices, and references do not count towards the final paper length.
AI Utilization
At the conclusion of the assignment, briefly describe if and how AI tools were used (e.g., brainstorming, editing, outlining). Failure to disclose AI use accurately may result in point deductions.
For this assignment, AI tools may be used for idea generation, concept clarification, or clarity editing. Students are responsible for the accuracy, interpretation, structure, and conclusions of all submitted work. Submissions must reflect the students original thinking, application of course materials, and personal judgment. Work that appears primarily AI-generated and has minimal student contribution will receive reduced credit regardless of technical quality.
Trends Analysis – Checkpoint III
Trends Analysis – Checkpoint III
Criteria Ratings Pts
Conclusion/Future
53 pts
Exceptional
States a conclusion that is logical from provided information; projects potential implications or changes; advances trends thought through multiple well-thought implications
38.86 pts
Proficient
Conclusion focused solely on historical or present day information; no extrapolation of future potential; contributes to trend discussion through a couple of future implications. Demonstrates AI-driven responses.
26.5 pts
Developing
General conclusion that does not draw upon provided information; personal opinions not supported; mimics current information with minimal support or explanation for future implications. Response relies more on description than interpretation.
17.66 pts
Incomplete
States an ambiguous, illogical or unsupportable conclusion; does not contribute to the conversation around the trend; lacks a future-looking perspective on the trend. Response reflects AI-style summarization without evidence of independent thought.
/ 53 pts
Communication
40 pts
Exceptional
Writing is clear, well-organized, and professional. Ideas are expressed in the students own voice with strong coherence and flow. Grammar and mechanics support clarity. Student demonstrates ownership of ideas.
32 pts
Proficient
Writing is clear and readable with minor grammatical or mechanical errors. Organization is effective, though tone or phrasing may appear AI-assisted. Student voice is present but inconsistent.
20 pts
Developing
Writing is difficult to follow at times due to organization, grammar, or clarity issues. Expression is uneven or overly generic. Limited evidence of original voice.
16 pts
Incomplete
Writing lacks clarity and coherence. Errors significantly interfere with understanding. Submission appears auto-generated, copied, or minimally revised.
/ 40 pts
attatched are part 1 and 2
Activity: this will be seperate from the first assignment
Instructions & Requirements
To successfully meet the requirements for this assignment, you will need to answer the following:
Determine the best ways to identify unhealthy cultures within hospitality-oriented organizations that impede good strategy execution. You must create a checklist, or some sort of tool so that you can identify each of the following negative cultures:
Change-resistant
Politicized cultures
Insular, inwardly focused
Unethical/greed driven
Incompatible subcultures
When creating this tool, think about creating a checklist of organizational features to look for within these negative cultures (3 questions or analysis items per negative culture). Makes sure you explain why each question or checklist question is included in 3-5 sentences as its inclusion is as important as the question itself. Ultimately, I want you to become an expert in identifying negative cultures and then turning them around – and effectively identifying them is the first step in that process.
When submitting this assignment, ensure that your content is single-spaced with 1 margins. All assignments should be completed using Microsoft Word and submitted via Canvas. Use the following rubric to successfully complete your assignment Module Activity Rubric Description Download Module Activity Rubric Description.
AI Utilization
At the conclusion of the assignment, briefly describe if and how AI tools were used (e.g., brainstorming, editing, outlining). Failure to disclose AI use accurately may result in point deductions.
For this assignment, AI tools may be used for idea generation, concept clarification, or clarity editing. Students are responsible for the accuracy, interpretation, structure, and conclusions of all submitted work. Submissions must reflect the students original thinking, application of course materials, and personal judgment. Work that appears primarily AI-generated and has minimal student contribution will receive reduced credit regardless of technical quality.
Module Activity (7)
Module Activity (7)
Criteria Ratings Pts
Content
10 pts
Exceptional
Demonstrates clear understanding and ownership of course concepts. Fully addresses all components of the activity using specific details, examples, or scenarios discussed in class. Ideas are applied thoughtfully and accurately. Any AI use is clearly secondary and integrated through the students own reasoning.
8 pts
Proficient
Addresses all components of the activity with generally accurate content. Includes some specific information, though examples or applications may be somewhat general or predictable. Evidence of student engagement is present, though portions may appear AI-assisted.
5 pts
Developing
Addresses some components of the activity but lacks depth, specificity, or clarity. Relies on broad or generic statements with limited application of course material. Minimal evidence of independent engagement with the content.
3 pts
Incomplete
Does not adequately address the activity requirements. Content is vague, inaccurate, or generic. Submission shows little evidence of applying course concepts and appears primarily AI-generated or unedited.
/ 10 pts
Critical Thought
10 pts
Exceptional
Demonstrates advanced critical thinking by interpreting course materials, considering multiple perspectives, and drawing well-reasoned conclusions. Analysis reflects independent judgment and original insight rather than summary or repetition.
8 pts
Proficient
Presents a clear perspective with some justification. Analysis is logical but may rely on obvious conclusions or surface-level interpretation. Limited originality beyond synthesized information. Provides singular perspective with minimal justification, obvious or AI drive response, draws warranted conclusions from personal experiences.
5 pts
Developing
Identifies ideas or examples but provides minimal analysis or justification. Connections to course materials are weak or underdeveloped. Response relies more on description than interpretation.
3 pts
Incomplete
Little to no critical analysis present. Misinterprets or ignores course materials. Response reflects AI-style summarization without evidence of independent thought.
/ 10 pts
Communication
10 pts
Exceptional
Writing is clear, well-organized, and professional. Ideas are expressed in the students own voice with strong coherence and flow. Grammar and mechanics support clarity. Student demonstrates ownership of ideas.
8 pts
Proficient
Writing is clear and readable with minor grammatical or mechanical errors. Organization is effective, though tone or phrasing may appear AI-assisted. Student voice is present but inconsistent.
5 pts
Developing
Writing is difficult to follow at times due to organization, grammar, or clarity issues. Expression is uneven or overly generic. Limited evidence of original voice.
3 pts
Incomplete
Writing lacks clarity and coherence. Errors significantly interfere with understanding. Submission appears auto-generated, copied, or minimally revised.
/ 10 pts
Total Points: 0
Discussion: seperate from everything else
Module 8 – Discussion
Strong cultures have a powerful effect on the strategy execution process, and this effect may be positive or negative. A culture that is grounded in actions, behaviors, and work practices that are conducive to strategy implementation is an important consideration for any organization – or is it.
To begin our conversation on this module, take a stance on the following question and then engage with the corresponding discussion:
When it comes to the following quote from Peter Drucker, “Culture eats strategy for lunch,” do you believe this quote (or not) and explain why you do or do not agree with it.
Remember to pull from your textbook, articles, videos, and other materials to provide specific answers, processes, concepts, and examples for this question. The first response will start the discussion, and each corresponding response must add to what has been said in previous posts.
For detailed instructions on how to complete the discussion, please see Discussion Forum Assignment Explanation Download Discussion Forum Assignment Explanation.
take a stance and then respond to two other people from this thread
, Kaitlin
May 5 8:54pm
| Last reply May 11 4:14pm
Reply from, Kaitlin
Given Peter Druckers quote on strategy versus culture, I agree with his statement that Culture eats strategy for lunch because, in practice, culture is what determines whether people actually carry out the strategy or not. The textbook notes that the hallmark of a company possessing strong culture is the presence of deeply rooted values and norms that regulate the conduct of company personnel and determine the climate of the workplace, which means culture is constantly shaping employees day-to-day decisions and actions (Thompson, p. 354). For example, a company might announce an ambitious innovation strategy, but if the culture punishes risk and mistakes, employees will avoid trying new ideas, and the innovation strategy will quietly fail despite sounding impressive on paper. Because of this, I see culture as the real engine behind execution; when employees truly share the companys values and feel pressure to act in line with them, they are much more likely to support and implement the chosen strategy, whereas a weak or misaligned culture can easily undermine even the most carefully crafted strategic plan.
In addition, culture is ultimately what people fall back on when no one is watching. Even if leaders roll out a new strategy for their organization, employees will still act according to the norms and unwritten rules of the culture. In my own workplace experiences, the environments where people trusted each other and shared the same values made it much easier to rally around a goal or embrace a new strategy. This makes Druckers quote feel pretty accurate to me; unless leaders intentionally shape and reinforce the culture they need, their strategies are likely to be overridden by whatever behaviors the culture already rewards.
Thompson, A. A. (2021). Crafting & executing strategy: The quest for competitive advantage: Concepts and cases (2024 release). McGraw-Hill Education.
Collapse discussion thread from, Kaitlin
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Avery
May 6 9:21am
Reply from, Avery
I agree with your point that culture is what really drives whether a strategy succeeds or fails. I especially liked how you explained that employees fall back on the culture when no one is watching because that is very true in most organizations. A company can create a strong strategy on paper, but if the culture does not support it, employees are not going to fully buy into the changes or goals. Your innovation example was a great way to show how a culture that discourages risk can completely hold a strategy focused on creativity and growth.
I also agree with your connection to trust and shared values in the workplaces. From my own experiences working in hospitality, I have noticed that when teams trust each other and managers create a supportive environment, employees are much more motivated to work toward the organization’s goals. In hospitality especially, culture impacts guest service, teamwork, and overall morale every day. I think your discussion clearly shows why leaders need to focus on building the right culture first so employees will naturally support and execute the strategy successfully.
Thompson, A. A. (2021). Crafting & executing strategy: The quest for competitive advantage: Concepts and cases (2024 release). McGraw-Hill Education.
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KC
, Cage
May 6 9:28am
Reply from, Cage
Hey Kaitlin, you make an insightful point about culture shaping daily conduct more powerfully than any written plan or policy. Druckers statement underscores a key truth: culture operates as the invisible system of belief and behavior that enables or obstructs strategy. When an organization cultivates a shared sense of purpose, collaboration, and accountability, employees internalize strategic goals rather than merely complying with directives. In this sense, culture serves as both the moral compass and the motivational engine of executionit determines how people respond when the plan meets the realities of daytoday work.
Building on your example of innovation, it is important to recognize that culture not only enforces compliance but also defines a companys risk appetite. A creative strategy cannot thrive in an environment governed by fear of failure. Leaders must build psychological safety and model behaviors that reward experimentation, learning, and crossfunctional openness. This is where cultural stewardship becomes a strategic responsibility; executives must translate abstract values into visible practices such as open feedback loops, recognition systems for creative ideas, and transparent communication about mistakes as learning opportunities.
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, Ella
May 6 10:24am
Reply from, Ella
I agree with the responses thus far, but I think something that adds to this is that culture doesn’t just decide whether or not a strategy gets followed, it really shapes how employees understand and carry it out. In hospitality, we talk a lot about things like guest experience and service standards, but those look completely different depending on culture. If the environment is stressful or inconsistent, employees might focus more on just getting through their shift instead of actually delivering quality service. That connects back to what the textbook says about culture guiding day to day behavior, because at the end of the day, employees are going to act based on what’s actually reinforced around them, not just what’s written in strategy.
I also think this is where things get more complicated, because it’s one thing to recognize that culture matters, but it’s another to actually change it when it’s not aligned with the strategy. From what I’ve learned from my time in the industry, culture really comes down to what leaders choose to reward and recognize, along with how they act in general. If those things don’t align with the strategy, then nothing changes. In my experience, employees notice that disconnect right away and adjust how they work based on what’s actually being encouraged. Because of that, it’s not enough to introduce a new strategy, leaders have to be intentional about reinforcing the right behaviors consistently so the culture starts to shift in a way that actually supports it.
Reference:
Thompson, A. A. (2021). Crafting & executing strategy: The quest for competitive advantage: Concepts and cases (2024 release). McGraw-Hill Education
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, Allison
May 6 11:08am
Reply from, Allison
To add to the discussion, based on Peter Druckers quote of Culture eats strategy for lunch, I would say I agree with Kaitlin, Avery, Cage, and Ella that this is an accurate statement. While I think that strategy and culture go hand in hand, such as what Thompson states that when a companys present culture promotes attitudes, behaviors, and ways of doing things that are in sync with the chosen strategy and conducive to first-rate strategy execution, the culture functions as a valuable ally in the strategy execution process (Thompson, p. 356), I think that culture exceeds strategy in importance.
I agree with Kaitlin that a companys culture is the real engine behind successful execution of an organization; it aligns people with purpose. A strong culture creates strong employees who embody the companys values and mission. This improves efficiency in the work environment, and culture is a big reason people want to work; this aligns with what Avery said, of how when teams trust each other and leaders foster a supportive environment, employees are motivated to work.
In my work experience, Im a firm believer that one of the big factors in deciding what organization to work for is the culture because its obvious when a company has a weak culture where employees dont support the organizations values, vs a strong culture where employees feel inspired, valued, and really embody what the organization stands for. I think a big reason why I agree with this quote is that culture is harder to change than strategy. Strategy is designed to be effective, but also adaptive based on the companys needs and goals at the time. Culture is difficult to change and can take years for a company to effectively modify. Because of these reasons, I agree with Druckers quote.
Thompson, A. A. (2021). Crafting & executing strategy: The quest for competitive advantage: Concepts and cases (2024 release). McGraw-Hill Education
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GS
, Sierra
May 6 1:26pm
Reply from, Sierra
Building on what others have said, I agree with Druckers quote that culture often has more influence than strategy, especially when they are not aligned. A few posts mentioned whether employees follow a strategy at all, but I think culture also affects how that strategy shows up in everyday work. As Thompson explains, when a culture supports the chosen strategy, it becomes a strong support system for execution (Thompson, p. 356). In hospitality, where decisions are made quickly and on the spot, employees rely more on shared expectations than on a written plan.
For example, a hotel might say its strategy is to empower employees to improve guest satisfaction. If the culture discourages mistakes or focuses too much on rules, employees may be afraid to act. This connects to earlier points about employees falling back on culture when things get busy. During stressful shifts, culture becomes the guide for behavior, whether that helps or hurts the strategy.
This also shows why leadership matters so much. The textbook points out that culture comes from what leaders consistently reward and model. A strategy will not work if leaders actions do not match what they expect from employees. In hospitality, teamwork and guest experience depend heavily on this. Because of that, I think Druckers quote is accurate. Strategy matters, but culture decides whether it actually works in real life.
Reference:
Thompson, A. A. (2021). Crafting & executing strategy: The quest for competitive advantage (2024 release). McGraw-Hill Education.
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