A) lead by example.
B) lead by influence.
C) follow by example.
D) follow the majority.
E) lead to the contrary.
G) C) and E)
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A) a lack of values and principles that are consistently preached or widely shared
B) a tendency among employees to view their jobs as just a way of making a living
C) co-worker peer pressure to do things in a particular way
D) few widely revered traditions and few culture-induced norms
E) no strong employee allegiance to what the company stands for or to operating the business in well-defined ways
G) A) and B)
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A) its company psyche and organizational DNA.
B) its self-replicating operating system that defines how things are done.
C) its core competencies and capabilities along the value chain.
D) company traditions and stories that exemplify behavioral norms.
E) accepted work practices that are held in high esteem.
G) A) and B)
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A) is a typical cultural mechanism for aligning, constraining, and regulating the actions, decisions, and behaviors of company personnel.
B) exemplifies a results-oriented work climate where people go the extra mile to meet or beat stretch objectives.
C) features a ceremony honoring individuals who believe so strongly in their ideas that they take it on themselves to hurdle the bureaucracy, maneuver their projects through the system, and turn them into improved services, new products, or even new businesses.
D) varies according to the situation.
E) enables companies to indoctrinate new hires rapidly into widely shared and strongly held values, principles, and behavioral norms.
G) A) and B)
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(1) Change-resistant cultures are cultur...View Answer
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Top executives must take the lead in the...View Answer
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A) treating employees as individuals with no regard for their rank or contributions.
B) building morale and fostering pride.
C) setting stretch objectives and clearly communicating expectations for reaching targets.
D) using motivational techniques and compensation incentives to inspire employees.
E) using the tools of benchmarking, best practices, business process reengineering, TQM, and Six Sigma to focus attention on continuous improvement.
G) D) and E)
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A) leading by example.
B) reinforcing and celebrating culture-change successes.
C) praising individuals and groups that exemplify the new desired behavior.
D) ensuring top executives' actions match their rhetoric.
E) revising policies and procedures in ways that will help drive cultural change.
G) C) and D)
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In high-performance cultures, there's a ...View Answer
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A) using empowerment to help create a fully engaged workforce
B) making champions out of the people who spearhead new ideas and/or turn in winning performances
C) celebrating individual, group, and company successes
D) treating employees as valued partners in the drive for operating excellence and good business performance
E) placing a premium on not making mistakes, prompting managers to lean toward safe, conservative options intended to maintain the status quo
G) All of the above
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A) articulate a company's strategic vision and strategic intent.
B) capture a significant part of a company's culture.
C) are indicative of a company's openness in sharing its financial performance and strategic plan with all staff members.
D) mirror formal documentation about what are a company's best practices and performance benchmarks.
E) document troublesome customers who return products or who encounter problems with deliveries.
G) B) and E)
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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 E)
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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) 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-
G) B) and E)
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A) require every employee to memorize the company's formal statement of core values and code of ethics.
B) make it unequivocally clear that the company's core values and ethical standards are strictly enforced cultural norms.
C) rely only on word-of-mouth indoctrination and company tradition to instill values and ethical conduct.
D) grant compensation increases and promotions only to those managers who are willing to act as evangelists for the company's core values and ethical standards.
E) hold periodic ceremonies to vilify employees that do not live up to the company's core values or who are found guilty of violating the company's code of ethics.
G) B) and E)
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A) the company's defined spirit and character that pervades the work climate
B) the company's resource strengths, core competencies, and competitive capabilities
C) the company's revered traditions and oft-repeated stories about "heroic acts" and "how we do things around here"
D) the company's approach to people management and the official policies, procedures, and operating practices that paint the white lines for the behavior of company personnel
E) the company's shared values, business principles, and ethical standards that management preaches and practices
G) A) and D)
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A) selecting a team of key employees to lead the culture change effort and design a plan for cultural change.
B) identifying facets of the present culture that are supportive of good strategy execution and which ones are not and then specifying what new actions, behaviors, and work practices are needed in the new culture to improve performance.
C) drawing up an action plan to change the present culture and then persuading company personnel why this plan of action is good and will be successful.
D) conducting an employee survey to determine the organization's cultural norms and what company personnel like and dislike about the current culture.
E) employing a consultant with expertise in culture change and following his or her advice on how to proceed.
G) B) and D)
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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 B)
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A) help to mold the culture and communicate what kinds of actions and behaviors are expected of all company personnel.
B) help prevent it from coming across to customers and the general public as greedy.
C) serve the valuable purpose of making its suppliers hesitant to engage in business practices that are unethical.
D) are the most important factors determining its reputation with customers, suppliers, employees, shareholders, and society at large.
E) should always be made a prominent and visible part of the company's strategic intent and strategy.
G) B) and E)
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A) using empowerment to help create a motivated workforce
B) treating employees as indentured servants
C) procrastinating in setting objectives and only occasionally communicating expectations for reaching targets
D) ignoring individual, group, and company successes
E) following a "must-be-invented-here" mindset
G) A) and C)
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