A) knowing when to continue with the present corporate culture and when to shift to a different and better corporate culture.
B) being good at figuring out whether to arrive at decisions quickly or slowly in choosing among the various alternative adjustments.
C) deciding when adjustments are needed and what adjustments to make.
D) deciding whether to try to fix the problems of poor strategy execution or simply shift to a strategy that is easier to execute correctly.
E) deciding how to identify the problems that need fixing.
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A) lead by example.
B) lead by influence.
C) follow by example.
D) follow the majority.
E) lead to the contrary.
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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.
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A) its core competencies and competitive capabilities.
B) its long-term strategic success or lack thereof.
C) the degree to which top management is committed to achieving market leadership.
D) its core values and the bar it sets for ethical standards.
E) the company's strategic intent and its reward system.
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A) Incorporating the statement of values and the code of ethics into orientation programs for new employees and training courses for managers and employees
B) Making the display of core values and ethical principles a big factor in evaluating each person's job performance
C) Encouraging everyone to use their influence in helping enforce observance of core values and ethical standards
D) Periodically having ceremonial occasions to recognize individuals and groups who display the values and ethical principles
E) Downplaying ethics enforcement procedures
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A) crafting, implementing and executing plans.
B) fine-tuning and adjusting corporate vision and objectives.
C) a continuous process of crafting and executing strategy to fit changing circumstances.
D) recycling the linked stages of executing strategy.
E) None of these.
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A) Insular inwardly-focused cultures
B) Change-resistant cultures
C) Unethical and greed-driven cultures
D) Politicized cultures
E) Hyper-adaptive cultures
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A) The spirit and character that pervades the work climate and the values, business principles, and ethical standards that management preaches and practices
B) The company's track record in meeting or beating its financial and strategic performance targets
C) The make-up of the company's value chain
D) Its strategic intent and competitive strategy
E) Its resource strengths, core competencies, and competitive capabilities
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A) are 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) are typically tightly linked to its strategic vision and strategy.
C) are the best indicators of a company's social responsibility strategy.
D) help create a work climate where company personnel share common and strongly-held convictions about how the company's business is to be conducted and signal employees that they are expected to display the core values in their actions and behaviors and uphold the company's ethical standards.
E) are strictly enforced in strong culture companies and weakly enforced in weak culture companies.
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A) Identifying which aspects of the present culture are supportive of good strategy execution and which ones are not
B) Specifying what new actions, behaviors, and work practices should be prominent in the "new" culture
C) Appointing a team of key managers and employees to design a plan for cultural change and then lead the internal effort to change the culture
D) Talking openly about the problems of the present culture and how new behaviors will improve performance
E) Employing visible, forceful actions-both substantive and symbolic-to ingrain a new set of behaviors, practices and cultural norms
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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) All of these.
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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 a just a way of making a living.
C) A complicated value chain and a very diverse set of core competencies-both of which act to create multiple subcultures.
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.
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A) Treating employees as valued partners.
B) Utilize people-management practices to build morale and foster pride.
C) Setting stretch objectives and clearly communicating expectations for reaching targets.
D) Using motivational techniques and compensation incentives to inspire employees.
E) All of these.
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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, failure to recruit the best and brightest employees, subpar support for employee training, overemphasis on working in teams, and low ethical standards
E) Overzealous pursuit of wealth and status on the part of key executives
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A) Whether the company has a good strategy and business model
B) Whether the enterprise is meeting or beating its performance targets
C) Whether the strategy is being completely executed
D) All of these
E) None of these
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