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%) 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.
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A) tight budget controls, overly strict enforcement of longstanding polices and procedures, and low ethical standards.
B) a preference for conservative strategies, an aversion to incentive compensation, and excessive emphasis on profitability.
C) a politicized internal environment, hostility to change and an aversion to looking outside the company for best practices, new managerial approaches, and innovative ideas.
D) overemphasis on employee empowerment, a complacent approach to building competencies and capabilities, no coherent business philosophy, and excessively bureaucratic policies and procedures.
E) too little emphasis on innovation, a strong preference for hiring managers from outside the company, very few core values and traditions, and a weakly enforced code of ethics.
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A) is one of the toughest managerial tasks because of the heavy anchor of ingrained behaviors and ways of doing things.
B) is best done by instituting an aggressive program to train employees in the ways and beliefs of the new culture to be implanted.
C) is best done by selecting a team of key employees to lead the culture change effort.
D) requires writing a new statement of core values, having a series of lengthy meetings with employees to explain the new culture and the reasons why cultural change is needed, and then having both employees and shareholders vote to ratify and adopt the new culture.
E) can be done quickly only if managers tie incentive compensation to exhibiting the desired new cultural behaviors and if managers visibly praise people who exhibit the desired new cultural traits.
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A) systematic indoctrination of new members in the culture's fundamentals, 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.
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A) Being out in the field, seeing how well operations are going.
B) Delegating authority to middle and lower-level managers and creating a sense of empowerment among employees to move the implementation process forward.
C) Gathering information firsthand and gauging the progress being made.
D) Learning the obstacles in the path of good execution and clearing the way for progress.
E) All of these
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A) Its approaches to people management and problem-solving and in the "chemistry" and "personality" that permeates the work environment.
B) Its revered traditions and the stories that get told over and over to illustrate the importance of certain values.
C) The peer pressures that exist to do things in particular ways and conform to expected norms.
D) The company's approach to people management and its official policies, procedures, and operating practices that paint the white lines for the behavior of company personnel.
E) Its strategic vision, strategic intent, and strategy.
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A) are the single most effective means of enforcing ethical behavior and cultural norms, provided they are written down and every employee is given a copy.
B) serve as cornerstones of the corporate culture at companies where executives are truly committed to practicing the values and ethical standards that have been espoused.
C) are the best benchmarks for judging whether the corporate culture is deeply planted or not.
D) need to be personally written by the CEO in order to be taken seriously by employees.
E) should always be given top priority emphasis in every employee training program a company conducts.
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A) Treating employees as individuals with no regard for their rank or contributions.
B) Building morale and fostering pride.
C) Setting stretch objectives and clearly communicating expectations for reaching targets.
D) Using motivational techniques and compensation incentives to inspire employees.
E) None of these.
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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 then be readily incorporated into the company's strategic vision and facilitate the achievement of stretch objectives.
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A) replacing old-culture managers with new-breed managers.
B) designing compensation incentives that boost the pay of teams and individuals who display the desired cultural behaviors and hit change-resisters in the pocketbook.
C) altering the company's strategic vision and/or its strategic and financial objectives.
D) using company gatherings and ceremonial occasions to praise individuals and groups that display the desired new cultural traits and behaviors.
E) both symbolic and substantive actions by executives to implant new cultural behaviors.
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A) selecting a team of key employees to lead the culture change effort and design a plan for cultural change.
B) identifying which aspects of the present culture are supportive of good strategy execution and which ones are not and then selling the work force on what new actions, behaviors, and work practices are needed to improve performance.
C) drawing up an action plan to change the present culture and then persuading company personnel why this plan of action is good and will be successful.
D) conducting an employee survey to determine the organization's cultural norms and what company personnel like and dislike about the current culture.
E) employing a consultant with expertise in culture change and following his/her advice on how to proceed.
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A) The more new employees a company is hiring the more important it becomes to screen job applicants every bit as much for how well their values, beliefs, and personalities match up with the culture as for their technical skills and experience.
B) The longer people stay at an organization, the more that they come to embrace and mirror the corporate culture-their values and beliefs tend to be molded by mentors, fellow workers, company training programs, and the reward structure.
C) A company's culture, once established, tends to remain stable and entrenched over time.
D) Typically, key elements of the culture originate with a founder or certain strong leaders 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 where the company has operations.
E) Company cultures can be perpetuated by the telling and retelling of company legends, by regular ceremonies honoring members who display desired cultural behaviors, and by visibly rewarding those who display cultural norms and penalizing those who don't.
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A) forceful management actions to empower employees to adopt new operating practices.
B) competent leadership at the top.
C) de-layering the management hierarchy.
D) developing a new values statement that inspires company personnel to put forth their best efforts to achieve performance targets.
E) convincing employees that top management is genuinely committed to high ethical standards and the exercise of corporate social responsibility.
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A) identifying facets of the present culture that are obstacles to operating excellence and then selling company personnel on a new set of behaviors and work practices.
B) by spending heavily on programs to train employees in the ways and beliefs of the new culture to be implanted.
C) to visibly praise and reward people who exhibit traits and behaviors that undermine the existing culture.
D) writing a new values statement and describing in highly motivating terms the kind of culture that is needed.
E) to institute incentive compensation programs that generously reward employees for adopting best practices.
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