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Which one of the following is unlikely to be effective in helping to perpetuate a company’s culture? |
Assigning employees who fail to display cultural norms to dead-end jobs where the duties are tightly prescribed and strictly enforced |
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The characteristics or unhealthy company culture include |
incompatible subcultures; a politicized internal environment; hostility to change and a wariness of people who champion new ways of doing things: an aversion to looking outside the company for best practices, new managerial approaches, and innovative ideas; and executives who exude the negatives of arrogance, ego, greed, and an "ends-justify-the-means" mentality |
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Which of the following is unlikely to be true in a strong culture company? |
Top executives are reluctant to change established policies, procedures and work practices or back off strict enforcement of these policies, procedures and work practices (in order to avoid weakening the culture) |
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Which of the following statements about a strong culture company is false? |
The most distinctive and dominating theme of a strong culture company is wide support among both mangers and employees for high ethical standards and ways of operating that are widely considered to a model of socially responsible behavior |
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Which one of the following statements about a company’s culture is false? |
The single most important thing the senior company managers can do to deeply embed and perpetuate the company’s culture is to hold periodic ceremonies to honor employees who excel in exhibiting and role modeling the desired cultural behaviors |
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The degree to which organizational leaders are successful in making corrective adjustments when things are not going well hinges on |
accurate analysis of the circumstances causing unacceptable performance, exercising good judgement in deciding when corrective adjustments are needed and deciding what adjustments to make, and good implementation of the corrective actions that are initiated |
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A company’s values statement and code of ethics |
have a major culture-building influence because they communicate what actions and behavior are expected of all company personnel |
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Which of the following are standout traits of a change-resistant culture? |
complacency about the need to develop innovative new products or implement best practices, a strong preference for following rather than leading market change, not making bold proposals to pursue emerging opportunities and a "we have done it this way for years" syndrome |
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which of the following is not a typical characteristic of a weak company culture? |
A complicated value chain and a very diverse set of core competencies — both of which act to create multiple subcultures |
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The menu of substantive actions top managers can take to change a problem company culture does not include which one of the following? |
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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Leading the drive for good strategy execution and operating excellence calls upon managers to |
practice MBWA, put constructive pressure on the organization to achieve good results and operating excellence and push corrective actions to improve a strategy execution and achieve the targeted results |
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Which of the following statements about company subcultures is inaccurate? |
Companies that have instituted a values statement and a code of ethics very rarely have subcultures |
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Which of the following are standout traits of an adaptive culture? |
A willingness on the part of organizational members to accept change and take on the challenge of introducing and executing new strategies encouragement and support for internal entrepreneurship a proactive approach in identifying issues and moving forward with workable solutions |
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When a company’s present culture promotes attitudes, behaviors, and ways of doing things that are conductive to first-rate strategy execution |
the culture functions as a valuable managerial ally in the strategy execution process |
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Which one of the following is not a key aspect in defining and shaping the character of a company’s corporate culture? |
the company’s strategic vision and mission and the approach to competing the underpins its strategy |
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