Chapter 12

25. What do you look for when identifying a companys culture not question
B. The company's resource strengths, core competencies, and competitive capabilities.
26. Know what goes into an intrical part of transforming core values and ethical standards into
cultural norms not question
B. Immediately dismissing any employee caught violating the company's code of ethics
or disregarding core values.
27. Know what contributes to the emergence and sustainability of a strong culture
C. A sincere, long-standing company commitment to operating the business according
to established traditions, thereby creating an internal environment that supports
decision making and strategies based on cultural norms.
28. What are the hallmarks of a high performance core culture
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.
29. Know what an adaptive corporate culture is
C. A clear willingness on the part of organizational members to accept change and take
on the challenge of introducing and executing new strategies.
30. Know the definition of a companys corporate culture
A. a company's internal work climate and personalityas shaped by its shared values,
work practices, traditions, and ingrained attitudes and behaviors that define "how we
do things around here."
31. Know what makes for an unhealthy company culture (example)

A. The presence of counterproductive cultural traits that adversely impact the work
climate and company performance.
B. The preoccupation with risk management and capitalizing on related market
opportunities.
C. The decision-making effort is broad-based and subject to rapid -change environment
pressure.
D. The ethical behavior is driven by subcultures that can drive performance.
E.

All of these.

32. What makes a politicized internal environment unhealthy

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.
33. Why is changing a problem culture one of the toughest things a manager has to do
A. is one of the toughest managerial tasks because of the heavy anchor of ingrained
behaviors and ways of doing things. NEVER a short-term exercise.
34. Companies, especially ones with multinational operations and/or newly acquired
businesses, typically have:
B.

multiple cultures (or subcultures) rather than a single culture.

35. Know some of the steps managers take to change a problem culture
B. identifying facets of the present culture that are supportive of good strategy
execution and which ones are not and then specifying what new actions, behaviors,
and work practices are needed in the new culture to improve performance.
36. Know whats a substantive culture changing action for a problem culture
B. Revising policies and procedures in ways that will help drive cultural change and
replacing senior executives who are resisting and obstructing needed organizational
and cultural changes.
37. Know that changing a problem culture is never short term
38. What are some of the leadership challenges that executives face when making corrective
adjustments when things arent going well
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.