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Question
Which of the following does NOT describe an unhealthy company culture?A. Insular and inwardly-focused
B. Change-resistant
C. Unethical and greed-driven
D. Politicized
E. Hyper-adaptive
Answer
This answer is hidden. It contains 352 characters.
Related questions
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What is the hallmark of an adaptive corporate culture? 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
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Which of the following is NOT a reason why companies might use outsourcing to improve performance of strategy-critical activities? A. Improving a company's chances for outclassing rivals in the performance of strategy-critical activities and turning a core competence into a distinctive competence B. Promoting quick establishment of a total quality culture C. Speeding internal decision making and shortening the time it takes to respond to changing market conditions D. Capitalizing on the partnerships with outsiders to enhance its arsenal of capabilities and thus contribute to better strategy execution E. Helping decrease internal bureaucracies and flatten the organizational structure
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Which of the following statements about recruiting and retaining capable employees is FALSE? A. The quality of an organization's people is always an essential ingredient if critical value chain activities are to be performed competently. B. Recruiting and retaining capable employees is a particularly important organization-building task in enterprises where superior intellectual capital is a key resource and also a basis for competitive advantage. C. Recruiting and retaining capable employees are usually much more important to good strategy execution and the achievement of true operating excellence than is assembling a capable top management team. D. It is very difficult for a company to competently execute its strategy and achieve operating excellence without a large band of capable employees who are actively engaged in the process of making ongoing operating improvements. E. In many industries, adding to a company's talent base and building intellectual capital is more important to good strategy execution than additional investments in plants, equipment, and capital projects.
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Why does a company's budget need to be closely linked to the needs of good strategy execution?
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Which of the following is NOT characteristic of a compensation and reward system designed to help drive successful strategy execution? A. Tying incentives to performance outcomes directly linked to good strategy execution and financial performance B. Keeping the time between achieving the target performance outcome and the payment of the reward as short as possible C. Making sure that the performance targets that each individual or team is expected to achieve involve outcomes that the individual or team can personally affect D. Providing generous rewards for people who turn in outstanding performances E. Offering rewards that amount to 3 percent of an employee's total compensation
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Management's most powerful tool for winning employee commitment to good strategy execution is: A. the establishment of strategy-supportive policies and procedures. B. empowering employees and encouraging them to adopt best practices. C. setting stretch objectives. D. a structure of rewards and incentives tied tightly to the achievement of the organization's strategic priorities. E. aggressive use of TQM and Six Sigma quality control programs.
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Management's most powerful tool for mobilizing organizational commitment to competent strategy execution and operating excellence is the: A. diligent and persistent use of benchmarking and best practices. B. proper use of a reward structure with motivational incentives. C. implementation of TQM and/or Six Sigma programs. D. periodic giving of inspirational speeches aimed at arousing employees' emotional energy. E. process of providing employees with a high degree of job security (ideally, via a no-layoff policy).
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Which of the following is NOT integral to superior strategy execution and operating excellence? A. Having real-time information systems that permit company managers to stay on top of implementation initiatives and daily operations and to intervene if things seem to be drifting off course B. Having state-of-the-art operating systems, information systems, and real-time data C. Having access to online systems that provide statistical information about operating activities D. Having the systems capability to identify and diagnose problems, so as to take corrective actions E. Having access to employee data of competitors
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The broad areas that internal information business systems need to cover include all of the following EXCEPT: A. financial performance data. B. corporate culture data. C. customer data. D. operations data. E. employee data.
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Identify and discuss the three ways that a corporate culture, grounded in actions, behaviors, and work practices and conducive to good strategy implementation can assist corporate strategy execution.
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Identify the characteristics of an unhealthy culture and briefly describe three types of unhealthy cultures that adversely impact the corporate climate and performance.
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Identify and discuss the purpose and benefits of closely aligning corporate culture with the requirements for proficient strategy execution.
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When a company's social responsibility initiatives become part of the way it operates its business every day, these initiatives are: A. likely to be fully effective in creating a competitive advantage. B. normally based on a corporate social agenda. C. ambiguous and rarely make a difference in the way the company does business. D. implausible to advance a positive, high-energy workplace environment. E. heavily dependent on encouraging employee morality.
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Sourcing a supply from a small, women-owned business is an example of a corporate social responsibility action to: A. enhance employee well-being. B. support philanthropy. C. protect and sustain the environment. D. ensure honorable and ethical action. E. promote workforce diversity.
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Which of the following statements regarding a company's social responsibility and sustainability strategy is FALSE? A. A company is not demonstrating an adequate degree of social responsibility or endeavoring to be a model corporate citizen unless it spends 5 percent (or more) of pretax profits on social responsibility initiatives. B. Social responsibility strategies that have the effect of both providing valuable social benefits and fulfilling customer needs in a superior fashion can lead to competitive advantage. C. A few companies have integrated social responsibility and/or environmental sustainability objectives into their missions and overall performance targets. They view social performance and environmental metrics as an essential component of judging the company's overall future performance. D. Unless a company's social responsibility initiatives become part of the way it operates its business every day, the initiatives are unlikely to be fully effective. E. While the strategies and actions of all socially responsible companies have sameness in the sense of drawing on the same categories of socially responsible behavior, each company's version of being socially responsible is unique.
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What is the function of the Global Reporting Initiative? A. It promotes greater transparency and facilitates benchmarking CSR efforts across firms and industries. B. It promotes and establishes mutual funds investment opportunities comprised of companies that excel on the basis of the triple bottom line. C. It promotes greater awareness of the Dow Jones World Index, which comprises companies that are engaged in environment sustainability. D. It promotes corporate governance, climate change, and labor practices. E. It is a nonprofit reporting organization that ranks companies on habitat protection.
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The essence of socially responsible business behavior is that a company: A. should balance strategic actions to benefit shareholders against the duty to be a good corporate citizen. B. undertake actions that add value to shareholders. C. respect societal expectations that shareholders should be rewarded for providing risk capital. D. should work toward shareholders' expectations of maximum return. E. should provide jobs to the local community rather than outsourcing them.
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Which of the following is NOT one of the benefits of outsourcing value chain activities presently performed in-house? A. Streamlines company operations in ways that improve organizational flexibility and cuts the time it takes to get new products into the marketplace B. Allows a company to concentrate on its core business, leverage its key resources, and do even better what it already does best C. Helps the company assemble diverse kinds of expertise speedily and efficiently D. Enables a company to gain better access to end users and better market visibility E. Improves a company's ability to innovate