A) a lack of widely shared and strongly held values, principles, and behavioral norms.
B) a lack of cultural mechanisms for aligning, constraining, and regulating the actions, decisions, and behaviors of company personnel.
C) a work climate where there is no strong employee allegiance to what the company stands for or to operating the business in well-defined ways.
D) an environment where many employees' view their company as just a place to work and their job as just a way to make a living.
E) a "can-do" spirit, where people take 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.
G) C) and E)
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A) making a compelling case for why the company's new strategic direction and culture-remodeling efforts are in the organization's best interests and why company personnel should wholeheartedly join the effort to doing things somewhat differently
B) replacing senior executives who are strongly identified with the old culture and who may be stonewalling needed organizational and cultural changes
C) 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
D) revising policies and procedures in ways that will help drive cultural change
E) shifting from decentralized to centralized decision-making so as to give senior executives more authority and control in driving the cultural change
G) A) and B)
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A) Results-oriented, high-performance cultures are permeated with a spirit of achievement and have a good track record in meeting or beating performance targets.
B) High-performance cultures often have a low regard for high ethical standards, a strong preference for high-risk strategies, and a slow and methodical approach to responding to changes in the marketplace.
C) The challenge in creating a high-performance culture is to inspire high loyalty and dedication on the part of employees, such that they are both energized and preoccupied with putting forth their very best efforts to do things right and be unusually productive.
D) In a high-performance culture, the clear and unyielding expectation is that all company personnel, from senior executives to front-line employees, will display high-performance behaviors and a passion for making the company successful.
E) In high-performance cultures, there's a strong sense of involvement on the part of company personnel and emphasis on individual initiative and creativity.
G) C) and D)
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A) a politicized internal environment and empire-building managers who jealously guard their turf
B) hostility to change and a wariness of people who champion new ways of doing things
C) an aversion to looking outside the company for best practices, new managerial approaches, and innovative ideas
D) an aversion to incentive compensation and overemphasis on working in teams
E) overzealous pursuit of wealth and status on the part of key executives
G) A) and B)
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A strong culture encourages actions, beh...View Answer
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A) virtually guarantees that a company will be (or soon become) the acknowledged industry leader because of the ethical and socially approved manner in which its business is being conducted.
B) doesn't necessarily impact a company's long-term strategic success favorably or unfavorably.
C) does more to detract from a company's chances for strategic success and market leadership than to help it.
D) is a positive force underlying a company's long-term financial success and reduces the likelihood of lapses in ethical and socially approved behavior that can damage the company's reputation.
E) is seldom more than window-dressing and is generally regarded by customers, suppliers, employees, shareholders, and society at large as nothing more than good public relations.
G) A) and E)
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A) When a company's present work climate promotes attitudes and behaviors that are well suited to first-rate strategy execution, its culture functions as a valuable ally in the strategy execution process.
B) A deeply embedded culture tightly matched to the strategy aids the cause of competent strategy execution by steering company personnel to culturally approved behaviors and work practices and thus makes it far simpler to root out operating practices that are a misfit.
C) It is in management's best interest to dedicate considerable effort to embedding a corporate culture that encourages behaviors and work practices conducive to good strategy execution.
D) A tight strategy-culture alignment facilitates building core competencies and distinctive competencies that lead to low operating costs and a cost-based competitive advantage.
E) When a company's culture is grounded in many of the needed strategy-executing behaviors, employees feel genuinely better about their jobs and what the company is
G) A) and B)
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A) Results-oriented, high-performance cultures are permeated with a spirit of achievement and have a good track record in meeting or beating performance targets.
B) High-performance cultures often have a low regard for high ethical standards (because some disregard for ethics is a normal part of meeting or beating performance targets) .
C) The challenge in creating a high-performance culture is to come up with a strategic vision and strategy that wins enthusiastic support from most all company personnel.
D) In a high-performance culture, the clear and unyielding expectation is that all company personnel will strictly follow company policies and procedures.
E) In high-performance cultures, there's strong managerial commitment to paying big bonuses and granting generous stock options.
G) A) and B)
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A) the political infighting that consumes a great deal of organizational energy
B) the continuous empire-building that is a common practice as managers pursue their own agendas
C) the building of autonomous fiefdoms that pervades the work climate
D) the overabundance of political maneuvering that takes away from efforts to execute strategy
E) the taking of positions on issues
G) All of the above
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A) a deep commitment to employee training, 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) None of the above
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A) celebrates change and consensual decision making.
B) produces champions of innovation and creativity.
C) creates harmonious subcultures along its value chain.
D) promotes greed-driven and unethical behaviors.
E) rewards consensus thinking.
G) C) and D)
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The foundation of a company's corporate ...View Answer
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A) important because of their role in ensuring that company executives will not engage in unethical behavior or behave in a manner that is contrary to the company's core values.
B) typically tightly linked to its strategic vision and strategy.
C) the best indicators of a company's social responsibility strategy.
D) meant to foster a work climate where company personnel share common and strongly held convictions about how the company's business is to be conducted and provide guidance in displaying the core values in their actions and behaviors.
E) strictly enforced in strong culture companies and weakly enforced in weak culture companies.
G) A) and E)
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A) insular and inwardly-focused
B) change-resistant
C) unethical and greed-driven
D) politicized
E) hyper-adaptive
G) A) and B)
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A) the strategy has to be changed as rapidly as possible to regain harmony with cultural norms.
B) company personnel need to cling to familiar practices, be wary of change, and blame top management for any shortfalls in performance.
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) any unhealthy or dysfunctional cultural traits must be changed as fast as possible and management needs to be aggressively striving to ingrain new behaviors and work practices that will enable first-rate strategy execution.
E) management must sanction any company personnel who refuse 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.
G) A) and B)
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A) Never, because the actions and behaviors needed to execute the new strategy successfully are well entrenched, and thus are not changeable
B) Only rarely, because it is natural for company personnel to cling to existing practices and to be wary of new approaches
C) When a company decides on any innovations to its products or services
D) When a strong culture is unhealthy or otherwise out of sync with the actions and behaviors needed to execute the strategy successfully
E) When the case for cultural reform is not credible, symbolic, nor substantive
G) A) and C)
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The chief things to look for include: th...View Answer
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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) C) and D)
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Technology companies typically operate i...View Answer
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A) when they are compatible with the overarching corporate culture and are supportive of strategy-execution
B) when they don't clash and coordinating efforts to craft and execute strategy within each subculture is relatively easy
C) when they foster teamwork and support a collaborative approach to strategy execution
D) when they embrace conflicting business philosophies that are inconsistent with superior strategy execution
E) when they guide management in coming up with consistent approaches to executing company strategies
G) All of the above
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