MGMT 490 - Ch 12 Quiz

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."

A company's culture is in part defined and identified by

a strong leader can use coercion and the threat of punishment to enforce norms.

A strongly implanted corporate culture has a powerful influence on behavior because of all of the following EXCEPT

as levers to mobilize commitment to executing the chosen strategy.

A strongly implanted culture provides a huge assist in executing strategy because company managers can use the traditions, beliefs, values, common bonds, or behavioral norms

it provides company personnel with clear guidance regarding "how we do things around here" and produces significant peer pressure from co-workers to conform to culturally acceptable norms.

A work environment where the culture is in sync with the chosen strategy and is conducive to good strategy execution is considered a valuable managerial ally because

managers must restrict collaboration with other organizational units to reduce the power of influential executives and/or coalitions among departments.

All the following are necessary in the creation of high-performance cultures, EXCEPT

executives exuding an "ends-justify-the-means" mentality in pursuing overambitious revenue and profitability targets.

Change-resistant cultures encourage all the following undesirable and unhealthy behaviors, EXCEPT

multiple cultures (or subcultures) rather than a single culture.

Companies with multinational operations and/or newly acquired businesses typically have

high-performance and adaptive cultures.

Cultures that tend to support good strategy execution include

unethical and greed-driven.

Enron, Countrywide Financial, and JPMorgan Chase are examples of companies whose culture became

top executives must take the lead in the implementation/execution process and personally drive the pace of progress.

For an enterprise to execute its strategy in truly proficient fashion and approach operating excellence

there is a strong sense of involvement on the part of company personnel and an emphasis on individual initiative and effort.

In high-performance cultures

insular, inwardly focused culture.

Long-term industry success can give rise to a(n)

revising policies and procedures in ways that will help drive cultural change.

Symbolic culture changing actions include all of the following EXCEPT

adaptive cultures.

Technology companies, software companies, and Internet-based companies are good illustrations of organizations with

identify facets of the present culture that are conducive to good strategy execution and those that are not.

The first step in fixing a problem culture is for top management to

appointing only insiders to high-profile positions.

The strongest signs that management is truly committed to installing a new culture include all the following, EXCEPT

originate with a founder or certain strong leader 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.

Typically, key elements of corporate culture

are predominant in companies that are run by executives driven by arrogance, ego gratification, and an "ends-justify-the-means" mentality in pursuing overambitious revenue and profitability targets.

Unethical and greed-driven cultures

It consumes a great deal of organizational energy, often with the result that what is best for the company takes a backseat.

What makes a politicized internal environment so unhealthy?

Adopt accounting principles that make the company's financial performance appear better than it really is.

Which of the following actions would NOT help to rectify a company's unethical and greed-driven culture?

insular cultures, politicized cultures, and unethical cultures

Which of the following are unhealthy cultures that impede good strategy execution?

It takes concerted management action over a period of time to root out unconstructive behaviors and replace them with new ways of doing things.

Which of the following can help in changing a problem culture?

the company's strategic vision, strategic intent, and culture strategy

Which of the following is NOT a fundamental part of a company's culture?

immediately dismissing any employee caught violating the company's code of ethics or disregarding core values

Which of the following is NOT an integral part of transforming core values and ethical standards into cultural norms?

the attractiveness and the competitive strength of the industry the company is operating in

Which of the following is NOT one of the chief factors that defines a company's corporate culture?

identifying how best to adapt to changing market conditions

Which of the following is NOT one of the positive impacts that a company's stated values and ethical standards have on its corporate culture?

counterproductive cultural traits that adversely impact the work climate and company performance

Which of the following is a common characteristic of unhealthy corporate cultures?

There is a high willingness on the part of organizational members to accept change and take on the challenge of introducing and executing new strategies.

Which of the following is a hallmark of adaptive corporate cultures?

Corporate culture depends on how strongly its strategic vision is linked to the company's core values.

Which of the following statements does NOT accurately describe corporate culture?

High-performance cultures are inwardly focused and discount the capabilities and accomplishments of rival companies.

Which of the following statements does NOT describe high-performance cultures?