32.
A strongly implanted corporate culture has a powerful influence on behavior because of all of the
following EXCEPT
33.
A strongly implanted culture provides a huge assist in executing strategy because company managers
can use the traditions, beliefs, values, common bonds, or behavioral norms
34.
A weak company culture
35.
Which of the following is NOT a typical characteristic of a weak company culture?
36.
Which of the following statements about a weak company culture is true?
37.
A work environment where the culture is in sync with the chosen strategy and is conducive to good
strategy execution is considered a valuable managerial ally because
38.
Which of the following is a benefit of closely aligning the corporate culture with the requirements for
proficient strategy execution?
39.
Which of the following statements about the match between a company’s culture and its strategy is NOT
true?
40.
When a company’s culture is out of sync with what is needed for strategic success and good strategy
execution
41.
The hallmarks of a high-performance corporate culture include
42.
Which of the following statements about a high-performance culture is NOT true?
43.
Which of the following statements about a high-performance culture is true?
44.
What is the hallmark of an adaptive corporate culture?
45.
In adaptive corporate cultures
46.
Which of the following statements about adaptive corporate cultures is NOT true?
47.
Which of the following is NOT a common trait of an unhealthy company culture?
48.
Unhealthy company cultures typically have such characteristics as
49.
Which of the following does NOT describe an unhealthy company culture?
50.
All of the following are distinctive characteristics of an unhealthy corporate culture EXCEPT
51.
Companies with change-resistant cultures are
52.
Which of the following is NOT a factor that makes a politicized internal environment so unhealthy?
53.
What defines an insular, inwardly focused culture?
54.
Which of the following actions would NOT help to rectify a company’s unethical and greed-driven
culture?
55.
When are multiple subcultures MOST problematic?
56.
When should a culture be changed as rapidly as it can be managed?
57.
Changing a problem culture
58.
The single most visible factor that distinguishes successful culture-change efforts from failed attempts
is
59.
The place for management to begin in trying to change a problem culture is
60.
Companies with multinational operations and/or newly acquired businesses typically have
61.
When trying to change a problem culture, management should undertake such steps as
62.
In moving to alter a problem culture, management should do all of the following EXCEPT
63.
Which one of the following is NOT an appropriate step management can take to change a problem
culture?
64.
The menu of actions management can take to change problem culture does NOT include which of the
following?
65.
Which of the following is a substantive culture-changing action that a company’s managers can
undertake to alter a problem culture?