A) is never a short-term exercise.
B) is always a short-term exercise.
C) requires a determined effort by a limited number of employees.
D) is usually easier than it is to instill a strategy-supportive culture from scratch.
E) can be achieved by an overnight transformation.
G) A) and C)
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A) Never, because the actions and behaviors needed to execute the new strategy successfully are well entrenched, and thus are not changeable
B) Only rarely, because it is natural for company personnel to cling to existing practices and to be wary of new approaches
C) When a company decides on any innovations to its products or services
D) When a strong culture is unhealthy or otherwise out of sync with the actions and behaviors needed to execute the strategy successfully
E) When the case for cultural reform is not credible, symbolic, nor substantive
G) None of the above
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Four steps that managers can take to cha...View Answer
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A) A politicized internal environment and empire-building managers who jealously guard their turf
B) Hostility to change and a wariness of people who champion new ways of doing things
C) An aversion to looking outside the company for best practices, new managerial approaches, and innovative ideas
D) An aversion to incentive compensation and overemphasis on working in teams,
E) Overzealous pursuit of wealth and status on the part of key executives
G) B) and E)
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A) executives have usually personally written the statement of core values and the code of ethics.
B) company's pursuit of higher profits is tempered, so that the company will not come across to customers and the general public as greedy.
C) company's chances for strategic success and market leadership are substantially reduced because company personnel are hesitant to engage in business practices that are unethical.
D) stated core values and ethical principles are the foundation of the corporate culture.
E) core values and ethical standards are made a prominent and visible part of the company's strategic intent and strategy.
G) D) and E)
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In strong-culture companies,values and b...View Answer
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A) Managing by walking around
B) Managing business with action
C) Multi-business warning actions
D) Managers being well-advised
E) Multi-business walking ahead
G) B) and E)
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A) A good strategy-culture alignment makes it possible to establish a much bolder strategic vision and strategic intent.
B) A good strategy-culture alignment enhances a company's cost competitiveness.
C) A tight strategy-culture fit steers company personnel into displaying behaviors and adopting operating practices that promote good strategy execution.
D) A tight strategy-culture alignment enhances the creation of core competencies and distinctive competencies.
E) A tight strategy-culture alignment makes it easier to change a company's culture over time-as a company's strategy evolves, the culture automatically evolves too.
G) D) and E)
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When a company's culture is grounded in ...View Answer
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A) A commitment to having fun and creating a fun work environment
B) A commitment to operating excellence and superior results
C) Mandating full compliance with all laws and regulations
D) Exhibiting such qualities as integrity, fairness, trustworthiness, pride of workmanship, respect for co-workers, and ethical behavior
E) Exhibiting teamwork and cooperative attitudes
G) A) and C)
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A) The hallmark of adaptive corporate cultures is willingness on the part of organizational members to accept change and take on the challenge of introducing and executing new strategies.
B) The standout cultural traits are a "can-do" spirit, pride in doing things right, no-excuses accountability, and a pervasive results-oriented work climate where people go the extra mile to meet or beat stretch objectives.
C) Company personnel share a feeling of confidence that the organization can deal with whatever threats and opportunities come down the pike; they are receptive to risk taking, experimentation, innovation, and changing strategies and practices.
D) Adaptive cultures are exceptionally well-suited to companies with fast-changing strategies and market environments.
E) For an adaptive culture to remain intact over time, top management must orchestrate organizational changes in a manner that (1) demonstrates genuine care for the well-being of all key constituencies and (2) tries to satisfy all their legitimate interests simultaneously.
G) D) and E)
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A) Results-oriented, high-performance cultures are permeated with a spirit of achievement and have a good track record in meeting or beating performance targets.
B) High-performance cultures often have a low regard for high ethical standards (because some disregard for ethics is a normal part of meeting or beating performance targets) .
C) The challenge in creating a high-performance culture is to come up with a strategic vision and strategy that wins enthusiastic support from most all company personnel.
D) In a high-performance culture, the clear and unyielding expectation is that all company personnel will strictly follow company policies and procedures.
E) In high-performance cultures, there's strong managerial commitment to paying big bonuses and granting generous stock options.
G) None of the above
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A) provide every employee with a copy of the company's statement of core values and code of ethics.
B) turn the espoused core values and ethical standards into strictly enforced cultural norms.
C) encourage company personnel to observe the core values and ethical standards.
D) give big pay raises and bonuses to individuals and groups who display the company's core values and observe its ethical standards.
E) fire employees who do not live up to the core values or who are found guilty of violating the code of ethics.
G) A) and C)
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A) identifying facets of the present culture that are obstacles to executing the company's strategy and meeting performance targets.
B) spending heavily on programs to train employees in the ways and beliefs of the new culture to be implanted.
C) visibly praising and rewarding people who exhibit traits and behaviors that undermine the existing culture.
D) writing a new value statement and describing in highly motivating terms the kind of culture that is needed.
E) instituting incentive compensation programs that generously reward employees for adopting best practices.
G) All of the above
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A) the company's strategic vision and strategic intent.
B) the stories that get told over and over again to illustrate the importance of certain values and the depth of commitment that various company personnel have displayed.
C) how much stretch is built into the company's financial and strategic performance targets.
D) the vigor and enthusiasm with which it engages in benchmarking and seeks out best practices.
E) the company's track record in taking market share away from rivals.
G) A) and B)
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A) Promoting individuals who are known to possess the desired cultural traits, who have stepped forward to advocate the shift to a different culture, and who can serve as role models for the desired cultural behavior
B) Appointing outsiders with the desired cultural attributes to high-profile positions
C) Screening all candidates for new positions carefully, and hiring only those who appear to fit in with the new culture
D) Urging company personnel to search outside the company for work practices and operating approaches that may be an improvement over what the company is presently doing, and paying sizable bonuses to those employees who identify practices that the company ends up adopting
E) Designing compensation incentives that boost the pay of teams and individuals who display the desired cultural behaviors and hitting change-resisters in the pocketbook
G) A) and B)
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The hallmark of adaptive corporate cultu...View Answer
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A) staying on top of what is happening.
B) monitoring progress closely.
C) putting constructive pressure on the organization to execute the strategy with excellence.
D) establishing a must-be-invented-here mindset.
E) empowering rank-and-file employees to act on their own initiative.
G) A) and D)
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B) False
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A) Results-oriented, high-performance cultures are permeated with a spirit of achievement and have a good track record in meeting or beating performance targets.
B) High-performance cultures often have a low regard for high ethical standards, a strong preference for high-risk strategies, and a slow and methodical approach to responding to changes in the marketplace.
C) The challenge in creating a high-performance culture is to inspire high loyalty and dedication on the part of employees, such that they are both energized and preoccupied with putting forth their very best efforts to do things right and be unusually productive.
D) In a high-performance culture, the clear and unyielding expectation is that all company personnel, from senior executives to front-line employees, will display high-performance behaviors and a passion for making the company successful.
E) In high-performance cultures, there's a strong sense of involvement on the part of company personnel and emphasis on individual initiative and creativity.
G) B) and C)
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