A) The hallmark of adaptive corporate cultures is willingness on the part of organizational members to accept change and take on the challenge of introducing and executing new strategies.
B) The standout cultural traits are a "can-do" spirit, pride in doing things right, no-excuses accountability, and a pervasive results-oriented work climate where people go the extra mile to meet or beat stretch objectives.
C) Company personnel share a feeling of confidence that the organization can deal with whatever threats and opportunities come down the pike; they are receptive to risk taking, experimentation, innovation, and changing strategies and practices.
D) Adaptive cultures are exceptionally well-suited to companies with fast-changing strategies and market environments.
E) For an adaptive culture to remain intact over time, top management must orchestrate organizational changes in a manner that (1) demonstrates genuine care for the well-being of all key constituencies and (2) tries to satisfy all their legitimate interests simultaneously.
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A) communicate expectations of how employees should conduct themselves in the workplace.
B) helps prevent it from coming across to customers and the general public as greedy.
C) serve the valuable purpose of making its suppliers hesitant to engage in business practices that are unethical.
D) are the most important factors determining its reputation with customers, suppliers, employees, shareholders, and society at large.
E) should always be made a prominent and visible part of the company's strategic intent and strategy.
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A) the prevailing view is that the best way of looking out for the interests of employees is to change core values and cultural norms in whatever ways are needed to fit the changing requirements of an evolving strategy.
B) company personnel are amenable to changing policies and operating practices as long as the core elements of the company's strategic vision and strategy remain intact.
C) members are willing to embrace a proactive approach to trying new ideas, altering operating practices, and changing pieces of the strategy provided it doesn't imperil their job security, entail cuts in compensation, or require different work practices.
D) there's a spirit of doing what's necessary to ensure long-term organizational success provided that core values and business principles are not compromised and provided top management undertakes the changes in a manner that exhibits genuine concern for the legitimate interests of stakeholders.
E) there is little need for policies and procedures because group members willingly accept experimentation and innovation.
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A) In a strong-culture company, culturally-approved behaviors and ways of doing things are nurtured while culturally-disapproved behaviors and work practices get squashed.
B) In strong culture companies, senior managers make a point of reiterating key principles and core values to organization members; more importantly, they make a conscious effort to display these principles and values in their own actions and behavior and they insist that company values and business principles be reflected in the decisions and actions taken by all company personnel.
C) Continuity of leadership, small group size, stable group membership, geographic concentration, and considerable organizational success all contribute to the emergence and sustainability of a strong culture.
D) Centralized decision-making, strict enforcement of company policies, diligent pursuit of a distinctive competence, and a bold strategic intent are the hallmarks of a strong-culture company.
E) In a strong-culture company, values and behavioral norms are like crabgrass: deeply rooted and hard to weed out.
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A) frequently revised and updated values and ethics statements, a deep commitment to employee training, and unusually attractive fringe benefit packages for company personnel.
B) a "can-do" spirit, pride in doing things right, no-excuses accountability, and a pervasive results-oriented work climate where people go the extra mile to meet or beat stretch objectives.
C) a balanced scorecard approach to measuring performance, strong emphasis on teamwork, strict enforcement of company policies and procedures, and incentive compensation for all employees.
D) a deep commitment to pioneering new best practices, a preference for being a fast-follower as opposed to a first-mover or late-mover, and across-the-board bonuses for all personnel when the company meets or beats stretch objectives.
E) a deep commitment to top-notch quality and superior customer service, dedicated use of TQM and/or Six Sigma quality control programs, and the payment of big performance bonuses and stock options.
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A) identify which aspects of the present culture are supportive of good strategy execution and which ones are not.
B) specify what new actions, behaviors, and work practices should be prominent in the "new" culture.
C) talk openly about the problems of the present culture and how new behaviors will improve performance.
D) employ visible, forceful actions-both substantive and symbolic-to ingrain a new set of behaviors, practices and cultural norms.
E) All of these.
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A) be very personable, an effective communicator, and skilled in the empowerment of company personnel.
B) be out front personally leading the implementation process and driving the pace of progress.
C) delegate little to subordinates and, instead, personally exert a strong, highly visible influence on the company's approaches to strategy execution.
D) be creative in establishing policies and procedures that will instill high standards of operating excellence.
E) be charismatic, a decisive decision-maker, and make inspiring speeches at company events.
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B
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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 little teamwork, a dearth of intellectual capital, and inattention to building core competencies.
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A) strong multiple cultures (or subcultures) rather than a single culture.
B) multiple cultures (or subcultures) rather than a single culture.
C) weak cultures.
D) adaptive cultures.
E) low performance cultures.
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A) the core values and business principles 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 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) a company's internal work climate and personality-as shaped by its core values, work practices, traditions, and ingrained 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 the company's 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.
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A
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A) the strategy has to be changed to fit the culture as rapidly as possible.
B) the company's strategic vision, strategic intent, and strategy have to be adjusted to better reflect ingrained core values and cultural norms.
C) management needs to go on the offensive to reinterpret the culture and explain to company personnel why there really is good overall cultural fit with the strategy.
D) the culture has to be changed to accommodate the requirements of good strategy execution as rapidly as can be managed.
E) management must urge company to participate in an all-out effort to create a different portfolio of competencies and capabilities that will permit the strategy to be changed in ways that will fit the culture.
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A) Identifying aspects of the present culture that pose problems.
B) Revising policies and procedures in ways that will help drive cultural change and replacing senior executives who are strongly identified with the old culture and may be stonewalling needed changes.
C) Empowering employees to adopt whatever new work practices they believe will be an improvement.
D) Making a concerted effort to turn the company's core competencies into distinctive competencies.
E) Shifting from decentralized to centralized decision-making so as to give senior executives more authority and control in driving cultural change.
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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
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