89.
Identify and briefly discuss the key features that can be used to describe the corporate culture of a
company.
90.
A company’s corporate culture is grounded in and shaped by its core values and ethical standards and
drives a shared commitment to achieve the firm’s strategic and financial objectives. True or false?
Justify your answer.
91.
Provide two examples of how corporate cultures can support a competitive strategy.
92.
After a company’s corporate culture is established, what are four approaches that can be used to
perpetuate the culture?
93.
How can one tell whether a company has a strong or weak corporate culture?
94.
Identify and discuss the purpose and benefits of closely aligning corporate culture with the requirements
for proficient strategy execution.
95.
What are the distinctive features of high-performance corporate cultures?
96.
Why are technology companies, software companies, and Internet-based companies typically cited as
good illustrations of organizations with adaptive cultures?
97.
Identify and briefly explain the two types of healthy cultures and how they aid in good corporate
strategy execution.
98.
Can clashing subcultures exist in an organization that otherwise has a healthy culture? Explain.
99.
What are the five traits of unhealthy cultures?
100.
Briefly identify three types of unhealthy corporate cultures.
101.
Why is changing a problem culture one of the toughest management tasks? Explain and justify your
answer.
102.
Identify and briefly discuss four steps that managers can take to change a culture that is out of step with
the company’s strategy.
103.
Give two examples of “symbolic” culture-changing actions and two examples of “substantive” culture–
changing actions.
104.
What are the primary responsibilities of top–level executives in the strategy implementation and
execution effort?
105.
What are the two things involved in the leadership challenge to consistently achieve good strategy
execution?
106.
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.
107.
What is the role of managerial leadership in changing a problem corporate culture?
108.
Identify and briefly discuss four steps that managers can take to change a culture that is out of step with
the company’s strategy.
109.
Explain how managerial leadership can foster a high-performance culture.
110.
Enumerate at least four actions that managerial leadership can take to mobilize the effort for excellence
in strategy execution.
111.
When a company’s strategy execution effort is not delivering good results, it is the leader‘s
responsibility to step forward and initiate corrective actions. What are some of the actions a leader can
take to correct the strategy execution effort?
112.
You are an employee at a pharmaceutical company that manufactures and markets off-patent, generic
treatments for various common ailments. It has just been reported in the press that the CEO of your
company personally spearheaded a sudden fourfold price increase in the prices charged for a particular
generic medication while taking a huge pay raise for herself. The CEO has worked for your company
for 25 years. The same press report revealed that your CEO’s alma mater awarded her a business degree
10 years after she had attended the school, even though she had completed only about half of the
coursework. Your company’s motto states: “We challenge every member of every team to challenge the
status quo. Embrace change. And drive the business forward with passion and commitment. We have
integrity. We behave responsibly.” As an employee of this company, how would you characterize the
culture?
