A) Communicating the company's good intentions
B) Validating the integrity and above-board nature of the company's business principles and operating methods
C) Steering company personnel toward both doing things right and doing the right thing
D) Establishing a corporate conscience
E) Identifying how best to adapt to changing market conditions
G) None of the above
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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) A) and E)
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The chief things to look for include:the...View Answer
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A) being out in the field and seeing how well operations are going.
B) delegating authority to middle and lower-level managers and creating a sense of empowerment among employees to move the implementation process forward.
C) gathering information firsthand and gauging the progress being made.
D) learning the obstacles in the path of good execution and clearing the way for progress.
E) holding periodic ceremonies to honor people who excel in displaying the company values and ethical principles.
G) A) and C)
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A) the integration of the strategy and business model that a company has adopted.
B) the company's shared values,ingrained attitudes,core beliefs and company traditions that determine norms of behavior,accepted work practices of "how we do things around here," and styles of operating.
C) its ingrained statement of core values and its internal code of ethics.
D) its internal politics that influence the dedication to ethical conduct and accepted work practices.
E) the formal traditions that company executives are committed to maintaining to ensure the company strategy-supportive culture is change resistant.
G) A) and C)
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A) is one of the toughest managerial tasks because of the heavy anchor of ingrained behaviors and ways of doing things.
B) is best done by instituting an aggressive program to train employees in the ways and beliefs of the new culture to be implanted.
C) is best done by selecting a team of key employees to lead the culture change effort.
D) requires writing a new statement of core values,having a series of lengthy meetings with employees to explain the new culture and the reasons why cultural change is needed,and then having both employees and shareholders vote to ratify and adopt the new culture.
E) can be done quickly only if managers tie incentive compensation to exhibiting the desired new cultural behaviors and if managers visibly praise people who exhibit the desired new cultural traits.
G) A) and D)
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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) C) and D)
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A) When they are compatible with the overarching corporate culture and are supportive of strategy-execution
B) When they don't clash and coordinating efforts to craft and execute strategy within each subculture is relatively easy
C) When they foster teamwork and support a collaborative approach to strategy execution
D) When they embrace conflicting business philosophies that are inconsistent with superior strategy execution
E) When they guide management in coming up with consistent approaches to executing company strategies
G) B) and C)
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A) typically opposed to performance-based incentive compensation and employee empowerment.
B) prone to be preoccupied with avoiding risks and are unlikely to pursue actions to capture emerging opportunities.
C) often overly gung ho about looking outside the company for best practices,new managerial approaches,and innovative ideas.
D) often preoccupied with making sure the company has an aggressive strategic vision that embraces risky business strategies.
E) typically run by amoral managers who have little regard for high ethical standards.
G) A) and D)
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A) values and behavioral norms are like crabgrass-deeply rooted and hard to weed out.
B) there is wide support for high ethical standards among both managers and employees.
C) a company has more strategy flexibility because it can change its strategy and be confident that the culture will welcome the strategy changes and be an ally in implementing whatever changes are called for.
D) there is little room for employee empowerment,because independent-thinking empowered employees may well make decisions or engage in actions that weaken the culture.
E) management insists that official policies and procedures be followed religiously.
G) A) and C)
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A) most corporate personnel have acknowledged and accepted the cultural traditions.
B) management expectations and co-worker peer pressure cause employees to conform.
C) over time people who do not like the culture tend to leave.
D) over time achieving low-workforce-turnover is a catalyst for conformity and acceptance.
E) a strong leader can use coercion and the threat of punishment to enforce norms.
G) B) and D)
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A) The work practices and behaviors that define "how we do things around here"
B) The company's standard of what is ethically acceptable and what is not,along with the "chemistry" and "personality" that permeates its work environment
C) The core values and business principles that management preaches and practices
D) The company's strategic vision,strategic intent,and culture strategy
E) The legends and stories that people repeat to illustrate and reinforce the company's core values,traditions,and business practices
G) C) and D)
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A) In a strong-culture company,culturally approved behaviors and ways of doing things are nurtured while culturally disapproved behaviors and work practices get squashed.
B) In a strong-culture company,senior managers make a point of reiterating key principles and core values to organization members;more importantly,they make a conscious effort to display these principles and values in their own actions and behavior and they insist that company values and business principles be reflected in the decisions and actions taken by all company personnel.
C) Continuity of leadership,small group size,stable group membership,geographic concentration,and considerable organizational success all contribute to the emergence and sustainability of a strong culture.
D) Centralized decision making,strict enforcement of company policies,diligent pursuit of a distinctive competence,and a bold strategic intent are the hallmarks of a strong-culture company.
E) In a strong-culture company,values and behavioral norms are like crabgrass: deeply rooted and hard to weed out.
G) All of the above
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A) replacing old-culture managers with new-breed managers.
B) designing compensation incentives that boost the pay of teams and individuals who display the desired cultural behaviors and hit change-resisters in the pocketbook.
C) altering the company's financial objectives.
D) using company gatherings and ceremonial occasions to praise individuals and groups that display the desired new cultural traits and behaviors.
E) both symbolic and substantive actions by executives to implant new cultural behaviors.
G) A) and D)
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A) tight budget controls,overly strict enforcement of longstanding policies and procedures,and high ethical standards.
B) a preference for conservative strategies,an aversion to incentive compensation,and excessive emphasis on profitability.
C) a politicized internal environment,hostility to change and an aversion to looking outside the company for best practices,new managerial approaches,and innovative ideas.
D) overemphasis on employee empowerment,a complacent approach to building competencies and capabilities,no coherent business philosophy,and excessively bureaucratic policies and procedures.
E) an emphasis on innovation,a strong preference for hiring managers from outside the company,and few core values and traditions.
G) A) and B)
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A) Instituting procedures for enforcing ethical standards
B) Immediately dismissing any employee caught violating the company's code of ethics or disregarding core values
C) Screening out job applicants who do not exhibit compatible character traits
D) Periodically having ceremonial occasions to recognize individuals and groups who display the values and ethical principles
E) Having senior executives frequently reiterate the importance and role of company values and ethical principles at company events and internal communications to employees
G) D) and E)
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A) important because of their role in ensuring that company executives will not engage in unethical behavior or behave in a manner that is contrary to the company's core values.
B) typically tightly linked to its strategic vision and strategy.
C) the best indicators of a company's social responsibility strategy.
D) meant to foster a work climate where company personnel share common and strongly held convictions about how the company's business is to be conducted and provide guidance in displaying the core values in their actions and behaviors.
E) strictly enforced in strong culture companies and weakly enforced in weak culture companies.
G) A) and B)
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A) strong cultures.
B) multiple cultures (or subcultures) rather than a single culture.
C) weak cultures.
D) adaptive cultures.
E) low-performance cultures.
G) B) and D)
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A) When a company's present work climate promotes attitudes and behaviors that are well suited to first-rate strategy execution,its culture functions as a valuable ally in the strategy execution process.
B) A deeply embedded culture tightly matched to the strategy aids the cause of competent strategy execution by steering company personnel to culturally approved behaviors and work practices and thus makes it far simpler to root out operating practices that are a misfit.
C) It is in management's best interest to dedicate considerable effort to embedding a corporate culture that encourages behaviors and work practices conducive to good strategy execution.
D) A tight strategy-culture alignment facilitates building core competencies and distinctive competencies that lead to low operating costs and a cost-based competitive advantage.
E) When a company's culture is grounded in many of the needed strategy-executing behaviors,employees feel genuinely better about their jobs and what the company is trying to accomplish;as a consequence,greater numbers of company personnel exert their best efforts to execute the strategy and achieve performance targets.
G) A) and B)
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A) Senior executives that walk the talk of high ethical standards
B) A strong emphasis on developing innovative core competencies and competitive capabilities
C) A sincere,long-standing company commitment to operating the business according to established traditions,thereby creating an internal environment that supports decision making and strategies based on cultural norms
D) Centralized decision making and strict enforcement of company policies
E) A long-standing commitment to strict enforcement of established policies and procedures and steadfast unwillingness to change these policies and procedures
G) B) and D)
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