STR 581: Ch 12: Corporate Culture and Leadership

Making corrections during the strategy execution process depends on _____.

1. determining the necessary course of action 2. effective implementation of corrective measures 3. analyzing the situation

Which of the following techniques are generally agreed to be effective ways of embedding and perpetuating cultural norms in a company?

1. evaluating personnel, in part, on how they display cultural Normas in their approach to work 2. having leaders in the organization stress the importance of adhering to company norms 3. honoring employees who have a proven track record of demonstrating company values

The corporate culture of Apple Electric is largely centered on _____.

being highly protective of company-developed technology

True or false: Company culture has minimal impact on strategy execution and is unrelated to business performance.

false

True or false: in a weak-culture company, employees are likely to identify strongly with their company and be committed emotionally to their work.

false

Incompatible subcultures can undermine strategy execution by _____.

1. blocking collaboration and teamwork among departments 2. creating disparate approaches to strategy execution

Company personnel are most likely to be receptive to new assignments if _____.

impending changes do not threaten their job security

By attending company ceremonies and events, top executives can _____.

take advantage of an opportunity to instill new values and praise culture-building behaviors

Which of the following organizations would be especially vulnerable to insular thinking?

an industry leader that has become accustomed to its success

In order to drive the strategy execution process, top executives need to ____.

apply constructive by unrelenting pressure on all organizational units to execute strategy

Managers in companies with change-resistant cultures ______.

are often motivated by a desire to avoid mistakes

Executives at companies with greed-driven cultures are likely to exhibit which of the following negative traits.

arrogance

Which of the following statements about the corporate culture of a company is true?

corporate culture involves both the unwritten rules in a company and company documents that set guidelines for behaviors

Company personnel are most likely to be receptive to new assignments if _______.

impending changes do not threaten their job security

Many companies formally document core values and ethical standards because of the belief that dedication to core values and ethics _____.

is the foundation of a work culture that will help the company achieve its goals

Which of the following statements about the duration of the culture change process is true?

it often takes less time to build a new culture from scratch than to change an entrenched culture

Which of the following statements is correct regarding successful culture change?

middle managers and frontline supervisors play a key role in generating support for new behaviors

In general, unhealthy cultural traits _____.

negatively influence company performance

To have employees produce innovative ideas, managers must ____.

create a culture in which innovation can flourish

In order to create and maintain a high-performance culture, managers should consider _____.

reinforcing constructive behaviors

In order to mobilize the effort for excellence in strategy execution, managers who consistently fail to deliver results should be _______.

replaced with a more effective manager

The corporate culture at Walmart is centered on which of the following?

1. a strong work ethic among employees 2. frugal operating practices

The hallmark of a strong-culture company is ____.

a company-wide emphasis on firmly established values, practices, and employee behaviors that moderate the workplace climate

Which of the following is a culture aligned with company strategy more likely to accomplish?

1. guide the decision making of employees 2. enhance productivity and increase the likelihood of hitting targets 3. energize employees and promote buy-in

Which of the following cultural traits are considered unhealthy?

1. hostility to change 2. politicized decision making 3. trendy, popular subcultures

Which of the following statements about corporate subcultures are accurate?

1. subcultures are likely to undermine company success when they promote different approaches to people management 2. subcultures are common in companies, especially in large organizations with numerous divisions and departments

Employees are more likely to produce new ideas if they _____.

1. are given time to brainstorm 2. receive large and visible rewards for ideas that contribute to the company's success 3. have the autonomy to offer contributions

Core value statements and codes of ethics can contribute to a positive and productive company culture if the company ____.

undertakes a sustained effort to put its values and ethics into practice

The last step in changing an unhealthy company culture is _____.

undertaking forceful actions that demonstrate a commitment to changing the culture

Management can make a compelling case for culture change by ______.

1. convincing workers and managers that certain new behaviors will improve company performance 2. demonstrating why certain embedded practices impede strategy

Many executives believe that abiding by core values and ethical standards creates a culture that ___.

improves strategy execution

Which of the following are appropriate criteria to determine whether a company has good strategic leadership?

1. the company has a good strategy and business model 2. the company is meeting or beating targets 3. the company's strategy is being executed competently

Which of the following statements about company culture in relation to support strategy execution is true?

a culture that is in sync with a company's strategy focuses employee attention in a way that improves strategy execution

Which of the following is an example of a story that could potentially help foster a positive corporate culture?

a story about an employee who kept the store open after hours so a customer could find a birthday present for a chronically ill parent

A company that is plagued by insular thinking is likely to _____.

become overly reliant on in-house personnel to drive all facets of innovation

When managers have time to correct mistakes, most _____.

broader their understanding of the problem, strive for consensus, and pursue and agreed-upon course of action

Nurturing a result-oriented work climate can prompt employees to ____.

maximize their efforts and produce results that were thought to be beyond the company's capacity

Which of the following best describes corporate culture?

a set of attitudes, priorities, essential beliefs, and customs shared among those within a company that shape workplace behaviors

Company culture is important because it ______.

helps determine an organization's approach to business

the first step in changing an unhealthy company culture is ______.

identifying the aspects of the unhealthy culture that impede strategy execution

In order for a company culture to assist with the strategy execution process, the culture should be _____.

in sync with the chosen strategy

Average performers in a company need to be _____.

encouraged to deliver better results

True or false: when attempting to change a problem culture, top executives should move slowly and use a light touch when introducing new behaviors.

false

Which of the following statements about high-performance cultures is true?

All employees are expected to maintain focus on and demonstrate passion for what needs to be done

The chief characteristic of an adaptive business culture is a willingness to _____.

accept the challenge of implementing new strategies

When correcting strategy execution in response to a crisis, managers need to ___.

act quickly but also take the time to assess the situation, review data, and evaluate options

Which of the following statements about the evolution of company culture is true?

diversification into new businesses can bring about change in company culture

What is the most important factor in bringing about a change in company culture?

effective leadership at the top of the organization

When company culture is in conflict with company strategy, ______.

employees may resist performing the actions that will enhance strategy execution

Which of the following is likely to send the clearest signal that management is serious about changing company culture?

introducing a series of actions that are unmistakably intended to imitate culture change

Nurturing a result-oriented work climate can prompt employees to _____.

maximize their efforts and produce results that were thought to be beyond the company's capacity

Companies with a rich tradition ______.

may find that they can rely heavily on word of mouth to embed cultural norms in the workplace

Companies with greed-driven cultures _______.

may pursue overly ambitious financial targets

Which of the following could be considered an effective and positive symbolic action for management of a company that makes environmentally green products?

replacing the older company car with a hybrid model

True or false: honoring people who exhibit important culture building behaviors at company ceremonies is an effective way to create a productive work culture.

true

In large corporations, fixing a problem culture and instilling new attitudes and behaviors can be expected to take ____.

two to five years

Employees are more likely to produce new ideas if they ____.

1. have the autonomy to offer contributions 2. are given time to brainstorm 3. receive large and visible rewards for ideas that contribute to the company's success

For adaptive cultures to thrive in the face of ongoing change, it is crucial that organization members view proposed changes as which of the following?

1. in the interests of stakeholders 2. consistent with core values 3. legitimate

For adaptive cultures to thrive in the face of ongoing change, it is crucial that organization members view proposed changes as which of the following?

1. legitimate 2. in the interests of stakeholders 3. consistent with core values

Managing by walking around gives leaders a chance to ____.

1. make face to face connection with workers 2. stay updated on progress and problems

To motivate employees to do their part in the execution of strategy in a weak-culture company, managers should ____.

1. offer financial incentives for reaching company goals 2. strengthen systems of monitoring employee activity to ensure that their behaviors is aligned with company strategy

Which of the following people-management practices are most likely to energize a workforce?

1. promoting team work and collaboration 2. giving employees reason to take pride in their work

Which of the following practices demonstrate a sincere commitment to culture change?

1. replacing managers who have resisted necessary cultural changes 2. making new hires based in part on the extent to which candidates exhibit culturally desirable traits 3. providing financial incentives for employees who demonstrate desired new behaviors

Which of the following statements about correcting flawed company strategy are accurate?

1. sometimes poor performance is the result of flawed strategy rather than weak strategy execution 2. when a strategy is failing, it is the leader's responsibility to begin the process of correcting the problems

A manager in a company with an adaptive culture is likely to _____.

1. take prudent risks and fund new initiatives 2. encourage new ideas and suggestions

Standout traits at a company with a high-performance culture include which of the following?

1. a "can-do" spirit 2. a results-oriented work climate

Which of the following are examples of how company culture can contribute to the successful implementation of strategy?

1. a culture that celebrates sustainable environmental practices is conducive to a strategy promoting the use of energy saving technologies 2. a culture that prides itself on customer service is conducive to the execution of a strategy to improve customer satisfaction

Which of the following are key features of a company's corporate culture?

1. a generally understood idea of "how we do things around here" 2. the way that the company treats external stakeholders 3. the impact that peer pressure has on employee behavior

Which of the following statements depict scenarios that are likely to occur in a company with a change-resistant culture?

1. an employee worries that the internal changes required by a new strategy threaten her job security 2. an employee with an idea thinks better of sharing the concept because she feels it will be met with skepticism

Which of the following situations would be associated with a company that expects personnel to abide by company norms?

1. company values are widely shared by nearly all employees 2. there is steady perf pressure to follow norms

Managers seeking to develop high-performance cultures are likely to try to get the best out of employees by doing which of the following?

1. emphasizing the value of learning from mistakes and moving forward 2. attempting to match workers with the tasks they do best

oft-repeated stories that develop company culture can _____.

1. encourage other employees to act in a way that continues company traditions 2. demonstrate to new employees the extent of the company's commitment to its core values

Which of the following statement about company culture in relation to support strategy execution is true?

A culture that is in sync with a company's strategy focuses employee attention in a way that improves strategy execution

Which of the following best describes corporate culture?

A set of attitudes, priorities, essential beliefs, and customs shared among those within a company that shape workplace behaviors

Which of the following scenarios would be the most closely associated with a company having a politicized corporate culture?

strategy execution stalls because organizational unit fail to collaborate effectively

Effective culture change leaders tend to be good at ____.

telling stories that connect new values to everyday practices

When discussing the need to change company culture with managers and frontline supervisors, top executives should be certain to point out _____.

the connection between adopting new behaviors and achieving future success in order to stress the benefits of the changes

Which of the following statements is true concerning the process of strategy execution?

the process of strategy execution is continuous and requires regular looping back to fine-tune procedures and make adjustments

Company personnel are most likely to embrace new work practices if ____.

they understand how they will benefit from those changes

An effective long-term method for motivating employees to make productive contributions to the strategy execution process is ____.

to take measures to establish a strong culture in the company

Who is responsible for taking the lead in driving the pace of progress throughout the strategy execution process?

top executives

Which of the following are examples of how company culture can contribute to the successful implementation of strategy?

1. a culture that prides itself on customer service is conducive to the execution of a strategy to improve customer satisfaction 2. a culture that celebrates sustainable environmental practices is conducive to a strategy promoting the use of energy saving technologies

When leading the process of strategy execution, managers need to _____.

1. address mistakes and shortcomings to ensure that targets are met 2. monitor programs closely 3. apply appropriate pressure to achieve operational excellence

What measures can a company take to stress the importance of employee contributions?

1. by nurturing a results-oriented work climate, where performance standards are high 2. by referring to employees in complimentary symbolic terms, such as "partners" or "associates"

Which of the following is a culture aligned with company strategy more likely to accomplish?

1. enhance productivity and increase the likelihood of hitting targets 2. energize employees and promote buy-in 3. guide the decision making of employees

Which of the following is a culture aligned with company strategy more likely to accomplish?

1. enhance productivity and increase the linkihood of hitting targets 2. guide the decision making of employees 3. energize employees and promote buy-in

Top-level executives can engage the workforce by _____.

1. delegating authority to managers below them 2. encouraging employees to act on their initiative and contribute ideas

Companies that are afflicted by politicized cultures ______.

1. experience regular infighting 2. have managers who pursue goals that may run counter to company goals

The basis for leading the strategy execution process successfully is ____.

understanding the requirements of good strategy execution

Core value statements and codes of ethics can contribute to a positive and productive company culture if the company _____.

undertakes a sustained effort to put its values and ethics into practice

Managing by walking around can be defined as a leadership technique that involves _____.

visiting various company facilities and talking with company personnel at different organizational levels

In a company with a weak culture, ___.

1. there is little compulsion to abide by company norms 2. there may be less emotional commitment to achieving company objectives

Which of the following statements about the evolution of company culture is true?

Diversification into new businesses can bring about change in company culture

Companies that are afflicted by polarized cultures _____.

1. experience regular infighting 2. have managers who pursue goals that may run counter to company goals

Value statement and codes of ethics can contribute to culture -building by _____.

1. creating a work environment in which personnel share strongly held convictions about how the company should conduct business 2. providing guidance and communicating which behaviors are acceptable and which behaviors are unacceptable

Value statements and codes of ethics can contribute to culture-building by ___.

1. creating a work environment in which personnel share strongly held convictions about how the company should conduct business 2. providing guidance and communicating which behaviors are acceptable and which behaviors are unacceptable

Which of the following techniques are generally agreed to be affective ways of embedding and perpetuating cultural norms in a company?

1. honoring employees who have a proven track record of demonstrating company values 2. having leaders in the organization stress the importance of adhering to company norms 3. evaluating personnel, in part, on how they display cultural norms in their approach to work

Which of the following strongly influence a company's culture?

1. the "personality" that permeates the work environment 2. the company's traditions and the stories that get repeated 3. the core values and beliefs that executive espouse

A company with a tradition of executing environmentally sustainable strategies decides to expand operations into a country with lenient emissions standards. Which of the following are likely outcomes?

1. the management faces significant challenges in overcoming resistance to strategy execution 2. the company morale drops because employees may be reluctant to adopt behaviors that run counter to embedded company practices

Which of the following statements about problem cultures are accurate?

1. the more entrenched a problem culture is the more likely that culture is to disrupt strategy execution 2. the undesirable traits of a problem culture should be eliminated as quickly as possible

Which of the following are reasons that symbolic actions are an important part of the process of creating culture?

1. they help establish the connection between culture and strategy 2. they demonstrate that management is prepared to "walk the talk" 3. they are effective ways for top executive to lead by example

Which of the following shifting internal conditions could provoke a change in company culture?

1. influx of new employees 2. top-executive turnover