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Read Sheila's comments on organizational culture in the news.
Atlanta Magazine, June 2009, special issue on Jobs, page 63
“They need to understand...the traditional purpose of a company and its philosophy — or why, precisely, employees feel the work they do is important, and how they believe their approach distinguishes them from others,” says Sheila Margolis, president of the Workplace Culture Institute, an Atlanta-based consultant. “If a leader changes either a company’s purpose or philosophy, it will feel like a different place even if its name remains the same.”
—The Wall Street Journal
August 13, 2007
The August 13, 2007 article can be found at this link.
"So far, Rhee has followed a pattern typical of new leaders brought in to act as change agents," said Sheila L. Margolis, an Atlanta-based consultant who has worked on workplace issues for dozens of governments and private companies. Rhee is assembling a senior staff and is assessing employees. Her challenge, Margolis said, is to not discard talented employees as she enacts major changes."The question is, is there any thread of positive energy that she could sustain as she goes forward in a new direction?" said Margolis. "If you can find that, the change is not as radical."
— The Washington Post
August 29, 2007
The August 29, 2007 article can be found at this link.
"The skills that principals have developed to deal with such bureaucracy might represent Rhee's biggest challenge in her ultimate goal: to create an efficient central office, said Sheila Margolis, an Atlanta-based workplace consultant. Even with mass firings, educators may be reluctant to let go of the patterns that have helped them cope with the dysfunction, she said.
"They won't have trust until there's new systems in place that show them it's a different place, " Margolis said. "They can't hope that it's going to be right; they have to really know."
— The Washington Post
October 13, 2007
The October 13, 2007 article can be found at this link.
"If you feel like it's an uphill battle to get anything done, don't linger where the fit isn't right," Margolis said. "What you want is to find work that is meaningful to you, in a place where you feel connected and can make a contribution."
—The Atlanta Journal-Constitution
November 19, 2006
The November 19, 2006 article can be found at this link.
Publications
Listed below are articles, chapters and books written by Sheila Margolis.
- Atlanta Magazine, June 2009, special issue on Jobs, page 63.
- The Cultural Context of Organizational Identity: How Belief Systems Can Frame the Practice and Role of Human Resource Development, chapter in The Cultural Context of Human Resource Development, Palgrave Publishers Ltd. (2009)
- Embedding Corporate Social Responsibility in Your Culture: Aligning Performance Using the Five Ps. PerformanceXpress, ISPI, (December 2008)
- Align Communication with Your Work Culture, Internal Comms Hub (Volume 2, Issue 7, November 2008)
- A Culture of Engagement, Latitude magazine, Fall 2008
- Building a Culture of Distinction: Activities and Tools to Lead Organizational Change (2008)
- Building a Culture of Distinction: Participant Workbook (2008)
- Use Training to Build Your Culture of Distinction, Sales and Marketing Training magazine (2007)
- Training to Build a Culture of Distinction, Training Today magazine (Fall 2007)
- There Is No Place Like Work: Job Seeker Manual (2007)
- There Is No Place Like Work: Seven Leadership Insights for Creating a Workplace to Call Home, Gibbs Smith, Publisher (2006)
- Understanding Culture: Unlocking Value in a Corporate Transaction, American VentureMagazine.com (February 2006)
- Corporate Culture Can Make or Break Your Company, Family Business Newsletter (2006)
- Visions to Guide Performance: A Typology of Multiple Future Organizational Images, Performance Improvement Quarterly (2003)
- Information: The Key to Retreats that Flourish, Association Management (2003)
- Housecalls at Work—column addressing employee and organizational issues in Connections, the quarterly magazine of the Georgia Society of Association Executives (2003-2006)
- A Model for Organizational Identity: Exploring the Path to Sustainability During a Merger, Human Resource Development Review (2002)
- Organizational Identity, Future Organizational Images, and the Construction of Organizational Identification in a Merger Environment, Doctoral Dissertation (1998)