You are the CEO of a major HR firm, offering specialized HR services to organizations wishing to outsource all or part of their HR functions. In the past, the firm was structured into several divisions, including Compensation, Recruitment, Training and Development, and Legal Services. You have learned a lot from Spector$$s approach to organizational change and have been faithfully applying the different concepts, beginning of course with mutual engagement and shared diagnosis. As part of Step $1,$ Organization Redesign, you successfully piloted cross$-$functional teams and a new focus on customer service, which has now been now rolled out as the strategic directive for the entire firm. In Step $2,$ you worked to ensure that employees and managers were trained in the newly identified skills and competencies and in Step $3,$ you did some essential people alignment, including movement, removal and replacement of people in key positions. Finally, in Step $4$ your main task was to ensure that you have the right structures, systems and technologies in place to reinforce the new behaviors. You made some major structural changes, including a move to a horizontal, customer$-$service oriented structure, a balanced scorecard, proper financial initiatives and a new team$-$oriented IT system. You realize that you need to work on your company$$s culture before you can get that long awaited and well$-$deserved vacation when you remembered the importance of organizatFrom reading Spector$$s text, you remember that management expectations are an important element, influencing the development potential of employees, a key part of adaptive cultures. You take a look at the $360-$degree performance evaluations that have been generated on your managers over the past year and you decide:ional culture.