A) lead by example.
B) lead by influence.
C) follow by example.
D) follow the majority.
E) lead to the contrary.
G) All of the above
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A) are the single most effective measure of enforcing ethical behavior and cultural norms, provided they are written down and every employee is given a copy.
B) serve as yardsticks for gauging the appropriateness of particular actions, decisions, and behaviors.
C) serve as the best benchmarks for judging whether the corporate culture is deeply ingrained, planted and accepted or not.
D) need to be personally written and presented by the CEO to reinforce the company values and convictions so that employees will take it seriously.
E) serve to give top-priority emphasis to every employee in training programs a company conducts.
G) D) and E)
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A) Continuity of leadership, small group size, stable group membership, geographic concentration, and considerable organizational success
B) A founder or strong leader who establishes values, principles, and practices that are consistent and sensible in light of customer needs, competitive conditions, and strategic requirements
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, strict enforcement of company policies, and a strong commitment to being the market share leader
E) A genuine concern for the well-being of the organization's three biggest constituencies-customers, employees, and shareholders
G) All of the above
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A) A shared willingness to adapt core values to fit the changing requirements of an evolving strategy
B) A conservative strategy, prudent risk-taking, and strong peer pressures to observe cultural norms
C) A clear willingness on the part of organizational members to accept change and take on the challenge of introducing and executing new strategies
D) A commitment to the types of core values and ethical standards that make a company a great place to work
E) A strong preference for performance-based compensation systems-especially the payment of bonuses and stock options
G) A) and C)
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For an enterprise to execute its strateg...View Answer
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Successfully leading the effort is typic...View Answer
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The distinctive characteristic of an unh...View Answer
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The chief things to look for include: th...View Answer
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A) The firm never underestimates rivals because of their proven track record in defending challenges.
B) The firm believes they have all the answers because of their past great market success and is thus overconfident.
C) The firm's unflinching belief in the company's superiority breeds a champion's attitude and thus they thrive on doing better by adapting to fresh thinking from outside the company.
D) The firm values their customers' opinions and fully understands their needs and expectations.
E) The firm has a commitment to hiring young people who can offer fresh thinking and new perspectives.
G) B) and D)
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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) its strategic intent and its reward system.
G) A) and C)
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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 and norms of behavior that are widely shared.
D) decentralized decision-making and empowered employees.
E) a deep commitment to benchmarking, best practices, and operating excellence.
G) A) and C)
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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) thoroughly analyzing the situation and exercising good business judgment in deciding what actions to take.
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.
G) B) and D)
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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
G) B) and E)
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A) the presence of counterproductive cultural traits that adversely impact the work climate and company performance.
B) a preoccupation with risk management and capitalizing on related market opportunities.
C) a decision-making effort that is subject to pressure from many different cliques.
D) ethical behavior that is driven by subcultures.
E) a strong fixation on attending to what customers are saying and how their needs and expectations are to be met.
G) A) and C)
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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
G) A) and C)
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A) as levers to mobilize commitment to executing the chosen strategy.
B) as reinforcement for convincing staff that the strategy is sound and molded in tradition.
C) to ensure the staff will embrace the new strategy like they have in the past.
D) to manipulate jobholders into thinking traditions are important.
E) as disciplinary measures in making the employees perform better and achieve targets.
G) A) and C)
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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) A) and E)
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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 E)
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A) The more new employees a company is hiring the more important it becomes to screen job applicants every bit as much for how well their values, beliefs, and personalities match up with the culture as for their technical skills and experience.
B) The longer people stay at an organization, the more that they come to embrace and mirror the corporate culture-their values and beliefs tend to be molded by mentors, fellow workers, company training programs, and the reward structure.
C) A company's culture, once established, tends to remain stable and entrenched over time.
D) Typically, key elements of the culture originate with a founder or certain strong leaders who articulated them as a set of business principles, company policies, operating approaches, and ways of dealing with employees, customers, vendors, shareholders, and local communities where the company has operations.
E) Company cultures can be perpetuated by the telling and retelling of company legends, by regular ceremonies honoring members who display desired cultural behaviors, and by visibly rewarding those who display cultural norms and penalizing those who don't.
G) None of the above
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If the organization's strategy involves ...View Answer
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