Exam 12: Corporate Culture and Leadership: Keys to Good Strategy Execution

A) most corporate personnel have acknowledged and accepted the cultural traditions.
B) of management's expectations and co-worker peers pressure 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) All of these.

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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) the integration of the strategy and business model that a company has adopted.
B) by 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.

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A) the shared values and core business principles and beliefs that management preaches and practices.
B) its standards of what is ethically acceptable and what is not and the stories that get told over and over to illustrate and reinforce the company's shared values,business practices,and traditions.
C) the company's approach to people management and the "chemistry" and "personality" that permeates its work environment.
D) the work practices and behaviors that define "how we do things around here."
E) All of these.

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A) The atmosphere,spirit and character that pervades the work climate and the values,business principles,and ethical standards that management preaches and practices.
B) The track record in meeting or beating its financial and strategic performance targets.
C) The intensity and make-up of the company's value chain.
D) The strategic intent and competitive strategy inherent within the company's efforts for successful strategy execution.
E) The resource strengths,core competencies,and competitive capabilities that permeate the organization.

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A

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.

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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) Never,because the actions and behaviors needed to execute the new strategy successfully are well entrenched,and thus are not changeable.
B) Changing a culture is among the toughest management tasks and therefore it should not be done hastily for it is natural for company personnel to cling to existing practices and to be wary of new approaches.
C) When the leadership at the top wants to establish a new culture that replicates the existing cultural behaviors in meeting the needs of successful strategy-execution.
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.

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D

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 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) Using ceremonial occasions to recognize individuals and groups who display the values and ethical principles.
E) Instituting standard practices and procedures for employees to follow as a foundation for maintaining ethical and cultural norm conflict clashes and behavioral lapses.

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A) The presence of counterproductive cultural traits that adversely impact the work climate and company performance.
B) The preoccupation with risk management and capitalizing on related market opportunities.
C) The decision-making effort is broad-based and subject to rapid -change environment pressure.
D) The ethical behavior is driven by subcultures that can drive performance.
E) All of these.

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A) Its approaches to people management and problem-solving and in the "chemistry" and "personality" that permeates the work environment.
B) Its revered traditions and the stories that get told over and over to illustrate the importance of certain values.
C) Its acceptance of the peer pressures that exist to do things in particular ways and conform to expected norms.
D) Its approach to people management and its official policies,procedures,and operating practices that paint the white lines for the behavior of company personnel.
E) Its strategic vision,strategic intent,and strategy.

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A) the executives have usually personally written the statement of core values and the code of ethics.
B) the 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) the 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) the stated core values and ethical principles are the foundation of the corporate culture.
E) the core values and ethical standards are made a prominent and visible part of the company's strategic intent and strategy.

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A) The fact that political infighting consumes a great deal of organizational energy.
B) The continuous empire-building is common practice as managers pursue their own agendas.
C) The building of autonomous fiefdoms pervades the work climate.
D) The overabundance of political maneuvering takes away from efforts to execute strategy.
E) All of these.

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A) When the multiple subcultures are compatible with the overarching corporate culture and are supportive of strategy-execution.
B) When the multiple subcultures clash and coordinating efforts to craft and execute strategy within each subculture is relatively easy.
C) When the multiple subcultures foster team work and support a collaborative approach to strategy execution.
D) When multiple subcultures have embraced conflicting business philosophies which are inconsistent with superior strategy execution.
E) All of these.

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A) strictly enforced policies and procedures.
B) a strongly entrenched competitive strategy.
C) the dominating presence of certain deeply-rooted values,norms of behavior that are widely shared and operating approaches that "regulate" the conduct of a company's business and the climate of its workplace.
D) decentralized decision-making and empowered employees.
E) a deep commitment to benchmarking,best practices,and operating excellence.

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C