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Topic: Organizational culture
66.
Which of the following is NOT a substantive culture-changing action that a company's managers can
undertake to alter a problem culture?
67.
Changing a problem culture to create better alignment with strategy generally does NOT involve
68.
Which of the following is NOT likely to be an effective management action (making a compelling case
to employees) about culture-remodeling efforts that can create a better strategy-culture fit?
69.
The most important symbolic actions are those that top executives take to
70.
Symbolic culture changing actions include all of the following EXCEPT
71.
Changing a problem culture
72.
Leading the drive for good strategy execution and operating excellence calls upon senior executives to
73.
In leading the push for proficient strategy execution and operating excellence, top-level managers need
to take the lead on all of the following EXCEPT
74.
Which of the following is NOT one of the leadership roles that senior managers have to play in pushing
for good strategy execution and operating excellence?
75.
When management is leading the drive for good strategy execution and operating excellence, it calls for
all of the following actions on their part EXCEPT
76.
What technique can be utilized by leaders to stay informed on how well the strategy execution process
is progressing?
77.
Which of the following managerial practices is NOT used to lead the effort to foster a results-oriented,
high-performance culture?
78.
The leadership challenges that top executives face in making corrective adjustments when things are not
going well include
79.
Which of the following would NOT be typical of leadership actions or managerial practices that
perpetuate an unhealthy or problem culture?
80.
All of the following are examples of leadership actions or managerial practices taken to foster a results-
oriented, high-performance culture EXCEPT
81.
The task of top executives in making corrective adjustments includes
82.
The character of a company's culture is a NOT a product of
83.
The hallmarks of a weak-culture company DO NOT include
84.
Successfully leading the effort to instill a spirit of high achievement into a company's culture and put
constructive pressure on the organization to achieve good results
85.
The purpose of managing by walking around or MBWA is to
86.
The process of making corrective adjustments in strategy execution
87.
Success in making corrective actions does NOT depend on
Essay Questions
88.
What is meant by the term corporate culture? Why is corporate culture an important factor in
implementing and executing strategy?
