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In high-performance cultures where the s...View Answer
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A) deeply rooted values and operating approaches that "regulate" the conduct of a company's business and the climate of its workplace.
B) strong managerial commitment to display company values and principles in their own actions and behavior.
C) dedicated efforts on the part of management to communicating values and business principles to organization members and explaining how they relate to the company's business environment.
D) ingrained shared values and business principles guide management in making decisions.
E) co-worker peer pressure to challenge cultural norms.
G) A) and D)
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A) its internal work climate and personality-as shaped by its shared values,work practices,traditions,and ingrained attitudes and behaviors that define "how we do things around here."
B) whether it employs a low-cost provider,best-cost provider,differentiation,or focused strategy.
C) whether decision making is centralized or decentralized and whether it is a single-business company or a diversified company.
D) how strongly its strategic vision is linked to its core values.
E) whether it is a well-known industry leader,an up-and-coming company that is gaining market share,a middle-of-the-pack company unlikely to move up in the industry ranks,or an industry also-ran that may or may not survive.
G) None of the above
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A) The political infighting that consumes a great deal of organizational energy
B) The continuous empire-building that is a common practice as managers pursue their own agendas
C) The building of autonomous fiefdoms that pervades the work climate
D) The overabundance of political maneuvering that takes away from efforts to execute strategy
E) The taking of positions on issues
G) C) and D)
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Four steps that managers can take to cha...View Answer
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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 E)
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A) relying on word-of-mouth indoctrination and the power of tradition to instill the culture's fundamentals,as well as frequent reiteration of core values by senior managers and group members,and regular ceremonies honoring members who display desired cultural behaviors.
B) avoiding frequent or dramatic reorganizations that could disturb existing relationships and networking among departments and company personnel.
C) making adherence to cultural beliefs and cultural norms the defining features of the company's strategic vision.
D) rewarding departments that observe cultural norms with above-average budget increases and penalizing those who don't with budget cuts.
E) making cultural values and beliefs the centerpiece of the company's competitive strategy.
G) A) and E)
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A) Insular and inwardly-focused
B) Change-resistant
C) Unethical and greed-driven
D) Politicized
E) Hyper-adaptive
G) A) and E)
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In high-performance cultures,there's a s...View Answer
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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 and overemphasis on working in teams,
E) Overzealous pursuit of wealth and status on the part of key executives
G) A) and B)
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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) B) and E)
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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 E)
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A) forceful management actions to empower employees to adopt new operating practices.
B) competent leadership at the top.
C) de-layering the management hierarchy.
D) developing a new value statement that inspires company personnel to put forth their best efforts to achieve performance targets.
E) convincing employees that top management is genuinely committed to high ethical standards and the exercise of corporate social responsibility.
G) B) and C)
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Proficient strategy execution requires c...View Answer
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Successfully leading the effort is typic...View Answer
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A) In a weak-culture company,there is virtually no employee support for the company's strategic vision and strategy.
B) Weak-culture companies do not usually have a code of ethics and have little regard for high ethical standards.
C) Weak cultures provide little assistance in executing strategy because there are no traditions,values,or behavioral norms that management can use as levers to mobilize commitment to executing the chosen strategy.
D) Weak-culture companies are fairly receptive to change and to people who champion new ways of doing things.
E) In a weak-culture company,there is usually a dearth of intellectual capital and inattention to building core competencies.
G) A) and D)
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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 D)
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A) Citing reasons why and how certain behavioral norms and work practices in the current culture pose obstacles to good execution of new strategic initiatives
B) Explaining how new behaviors and work practices that are to be introduced and have important roles in the new culture will be more advantageous and produce better results
C) Calling upon first-level supervisors and rank-and-file employees to identify cultural barriers to good strategy execution and then to lead the cultural change effort
D) Granting pay raises to individuals who step out front,lead the adoption of the desired work practices,display the new-style behaviors,and achieve pace-setting results
E) Revising policies and procedures in ways that will help drive cultural change
G) All of the above
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A) Prohibiting giving or accepting bribes,kickbacks,or gifts
B) Expecting all company personnel to display honesty and integrity in their actions and avoid conflicts of interest
C) Barring dealing with suppliers that employ child labor or engage in other unsavory practices
D) Committing to a no-layoff policy and to adequate funding of employee retirement programs
E) Avoiding use of company assets,resources,and property for personal or other inappropriate purposes
G) A) and D)
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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 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
G) A) and D)
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