A) displaying a "lead by example" philosophy.
B) reinforcing and celebrating culture-change successes.
C) praising individuals and groups that exemplify the new desired behavior.
D) ensuring actions match the rhetoric
E) All of these.
G) A) and D)
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A) Promoting individuals who are known to possess the desired cultural traits,who have stepped forward to advocate the shift to a different culture,and who can serve as role models for the desired cultural behavior
B) Appointing outsiders with the desired cultural attributes to high-profile positions
C) Screening all candidates for new positions carefully,hiring only those who appear to fit in with the new culture
D) Urging company personnel to search outside the company for work practices and operating approaches that may be an improvement over what the company is presently doing and paying sizable bonuses to those employees who identify practices that the company ends up adopting
E) Designing compensation incentives that boost the pay of teams and individuals who display the desired cultural behaviors and hit change-resisters in the pocketbook
G) A) and B)
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A) knowing when to replace poorly performing workers and when to do a better job of coaching them to do the right things.
B) being able to discern whether to emphasize adjustments that will promote better achievement of strategic performance targets or whether to emphasize adjustments that will promote better achievement of financial performance targets.
C) undertaking a thorough analysis of the situation,exercising good business judgment in deciding what actions to take and then ensuring good implementation of the corrective actions that are initiated.
D) having the analytical skills to separate the problems due to a bad strategy from the problems due to bad strategy execution.
E) deciding whether the company would be better off making adjustments that curtail the achievement of strategic objectives or that curtail the achievement of financial objectives or that curtail the achievement of some of both.
G) B) and C)
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A) communicate the company's good intentions and establish a corporate conscience.
B) confirm the integrity of company personnel and signal the above-board nature of the company's business principles and operating methods.
C) steer company personnel toward doing the right thing and convince outsiders that the company is socially responsible.
D) foster a work climate where company personnel share common and strongly held convictions about how the company's business is to be conducted and to provide them with guidance about how to do their jobs- steering them toward both doing things right and doing the right things.
E) provide a basis for designing culture-supportive incentive compensation plans and reinforcing the appropriateness of particular ethical and moral actions.
G) C) and E)
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A) The work practices and behaviors that define "how we do things around here".
B) The company's standard of what is ethically acceptable and what is not,along with the "chemistry" and "personality" that permeates its work environment.
C) The core values and business principles that management preaches and practices.
D) The company's strategic vision,strategic intent,and culture strategy.
E) The legends and stories that people repeat to illustrate and reinforce the company's core values,traditions,and business practices.
G) None of the above
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A) a deep commitment to employee training,and unusually attractive fringe benefit packages for company personnel and frequently revised and updated values and ethics statements,.
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 strong emphasis on teamwork,strict enforcement of company policies and procedures,and incentive compensation for all employees aligned with a balanced scorecard approach to measuring performance,.
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.
G) B) and C)
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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) B) and E)
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A) a company's 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 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.
G) A) and B)
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A) there is much less risk of embarrassing ethical violations.
B) it provides company personnel with clear guidance regarding "how we do things around here and produces significant peer pressures from co-workers to conform to culturally acceptable norms".
C) there is reduced need to incorporate negative motivational practices and punitive-type incentives into the reward structure and in the company's approach to people management.
D) there is reduced need to employ benchmarking,best practice programs,reengineering,Six Sigma,and TQM to achieve competitive advantage.
E) the culture can be readily incorporated into the company's strategic vision and facilitate the achievement of stretch objectives.
G) A) and C)
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A) values and behavioral norms are like crabgrass-deeply rooted and hard to weed out.
B) there is wide support for high ethical standards among both managers and employees.
C) a company has more strategy flexibility because it can change its strategy and be confident that the culture will welcome the strategy changes and be an ally in implementing whatever changes are called for.
D) there is little room for employee empowerment,because independent-thinking empowered employees may well make decisions or engage in actions that weaken the culture.
E) management insists that official policies and procedures be followed religiously.
G) C) and D)
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A) place pressure on company personnel to display core values and to do their part in keeping the companies traditions alive.
B) illustrate the kind of behavior the company reveres.
C) inspire company personnel to perform similarly and reinforce the depth of commitment that people have displayed.
D) communicate the company's good intentions towards ethical behavior.
E) steer company personnel toward both doing things right and doing the right thing.
G) C) and D)
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A) Learning the obstacles in the path of good execution and clearing the way for progress.
B) Being out in the field,seeing how well operations are going.
C) Being out front personally leading the execution process and driving the pace of progress.
D) Weeding out managers who are consistently in the ranks of the lowest performers (the bottom 10 percent) and who are not enthusiastic about the strategy or how it is being executed.
E) Delegating authority to middle and lower-level managers and creating a sense of empowerment among employees to move the implementation process forward.
G) A) and E)
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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) None of the above
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A) helps to mold the culture and communicate what kinds of actions and behaviors are expected of all company personnel.
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.
G) B) and C)
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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.
G) A) and B)
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A) Using empowerment to help create a fully engaged workforce.
B) Making champions out of the people who spearhead new ideas and/or turn in winning performances.
C) Celebrating individual,group,and company successes.
D) Treating employees as valued partners in the drive for operating excellence and good business performance.
E) All of these.
G) A) and C)
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A) Company managers and staff have little regard for ethical standards.
B) Companies run by executives that are driven by greed and ego gratification.
C) Executives exude the "ends-justify-the-means" mentality in pursuing overambitious operating and financial targets.
D) Companies that adopt accounting principles that make their financial performance appear better than it really is.
E) All of these.
G) B) and D)
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