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.
G) A) and E)
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A) learn more about company operations and see how activities are really being done.
B) be visible and accessible to employees.
C) give employees a chance to make suggestions for improvement.
D) gather information about what strategy to follow and to learn what competitors are doing.
E) gather information about what is happening from people at different organizational levels and learn firsthand how well the strategy execution process is proceeding.
G) C) and E)
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A) recognizing that unsatisfactory performance may be due as much or more to flawed strategy as to weak strategy execution.
B) good implementation of the corrective actions that are initiated.
C) the exercise of good business judgment in deciding what actions to take.
D) a thorough analysis of the situation.
E) an action plan for executing strategy that enables managers to foresee all the problems that will arise.
G) C) and D)
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A) It represents the integration of the strategy and business model that a company has adopted.
B) It influences the organization's actions and approaches to conducting business.
C) It guides core values and its internal code of ethics.
D) It influences the dedication to ethical conduct and accepted work practices.
E) It codifies formal traditions that company executives are committed to maintaining to ensure the company's strategy-supportive culture is change resistant.
G) None of the above
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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) B) and D)
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Sometimes it must be recognized that uns...View Answer
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Top executives must take the lead in the...View Answer
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A) leading by example.
B) reinforcing and celebrating culture-change successes.
C) praising individuals and groups that exemplify the new desired behavior.
D) ensuring top executives' actions match their rhetoric.
E) revising policies and procedures in ways that will help drive cultural change.
G) A) and C)
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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.
G) A) and D)
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A) entails such actions as treating employees with dignity and respect, celebrating individual, group, and company successes, and setting stretch objectives.
B) hinges on the extent to which top management emphasizes a positive rather than a negative reward system.
C) requires that top executives make operating excellence the company's only core value.
D) calls for top executives to stress the adoption of best practices, push for continuous product innovation, and provide employees with a stream of suggestions for improving company operations.
E) hinges on the degree to which lower-level managers and supervisors are good practitioners of MBWA.
G) A) and D)
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A) be very personable, effective communicators, and skilled in the empowerment of company personnel.
B) personally lead the implementation process and drive 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, decisive decision-makers, and make inspiring speeches at company events.
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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