e, not just enforcing it. Class readings and discussions have reinforced the importance of carefully and strategically aligning your organization's reward system with the organizational behavior and changes you are working to achieve. For instance, a performance-based reward system reinforces a market culture whereas a hierarchy-based reward system reinforces a clan culture (Kerr and Slocum). We have greater respect for the power of reward systems and their mechanisms and understand the extent to which they can be used by managers to communicate desired attitudes and behaviors to employees.
             Organizations embarking on change must unveil their core purpose as a symbol of their organization. Organizational change frequently affects individuals deeply at the symbolic level because it often tears apart symbols and routines that people use to provide their lives with meaning and continuity (Dunphy). Having all worked for organizations consistently struggling to identify their reason for being, we mutually recognize the "five whys" method for getting at a core purpose as a very powerful tool. Confronted with perpetually changing social and economic environments, companies more than ever need to have a clear understanding of their purpose in order to attract, motivate, and retain outstanding employees and to make their work meaningful (Collins). The five whys allow the organization to uncover the fundamental purpose of the organization. Although goals and strategies can be set and ultimately attained, a fixed and preserved core purpose can guide an organization through perpetual change and progress because it is a concrete, eternal pursuit.
             Empowerment of agents of change through participation was a frequently resurfacing theme throughout the course. Participation, ranging from decision making to problem solving activities, is a powerful and extremely effective tool for facilitating changes in a corporate environme...