Question 1
The emergence and sustainability of a high-performance culture like that of Epic Systems has been fostered by
Multiple Choice
senior executives that walk the talk of high ethical standards.
centralized decision-making and strict enforcement of company policies.
a strong emphasis on developing innovative core competencies and competitive capabilities.
a commitment to operating the business according to established traditions.
a long-standing commitment to strict enforcement of established policies and procedures and steadfast unwillingness to change these policies and procedures.
Question 2
Unethical and greed-driven cultures
Multiple Choice
tend to result in average profits in the short-run, but higher profits in the long-run.
are predominant in companies that are run by executives driven by arrogance, ego gratification, and an "ends-justify-the-means" mentality in pursuing overambitious revenue and profitability targets.
typically prevail in companies where internal politics pervades the work climate and empire-building managers jealously guard their decision-making prerogatives.
encourage several undesirable or unhealthy behaviors, such as viewing circumstances myopically, avoiding risks, and not capitalizing on emerging opportunities.
are usually found in companies that have little appetite for being fast followers.
Question 3
In high-performance cultures
Multiple Choice
the work climate focuses on not tolerating any mistakes.
there is a strong sense of involvement on the part of company personnel and an emphasis on individual initiative and effort.
company personnel share a feeling of impending doom if they don't deal with whatever threats are posed by competitors.
there is a clear and unyielding expectation that all company personnel will strictly follow company policies and procedures.
there is willingness on the part of organization members to accept discipline and subordination.
Question 4
Cultures that tend to support good strategy execution include
Multiple Choice
success-oriented cultures and integrative cultures.
diverse and politicized cultures.
inwardly focused and ethical cultures.
high-performance and adaptive cultures.
insular and high-performance cultures.
Question 5
For an enterprise to execute its strategy in truly proficient fashion and approach operating excellence
Multiple Choice
mid-level executives must be charismatic, be decisive decision makers, and make inspiring speeches at company events.
all employees must be very personable, effective communicators, and be skilled in the empowerment of company personnel.
the management must be creative in establishing policies and procedures that will instill high standards of operating excellence.
top executives must take the lead in the implementation/execution process and personally drive the pace of progress.
the CEO must gather information firsthand and demand progress from mid-level managers.
Question 6
The distinctive characteristic of an unhealthy corporate culture is said to be
Multiple Choice
centralized decision making.
decentralized human resource policies and procedures.
an aversion to offsite employee training programs.
a reluctance to engage in business process reengineering, TQM, and Six Sigma.
counterproductive cultural traits that adversely impact the work climate and company performance.
Question 7
You are being actively recruited by an insurance company with a reputation for a weak corporate culture. What aspect of this company's culture would most strongly impact your decision to accept an employment offer?
Multiple Choice
There is virtually no employee support for the company's strategic vision and strategy.
There is no code of ethics, and the company has little regard for high ethical standards.
The company is unreceptive to change, and people who champion new ways of doing things do not last long on the job.
The company has revered traditions, values, and behavioral norms that mobilize commitment to executing the chosen strategy.
The company has a dearth of intellectual capital and shows inattention to building core competencies.
Question 8
Change-resistant cultures encourage all the following undesirable and unhealthy behaviors, except
Multiple Choice
viewing circumstances myopically, avoiding risks, and having little appetite for being first movers or fast followers.
pursuing bold actions to capture emerging opportunities and responding more slowly than is warranted to market change.
preferring to follow rather than lead market change and prompting managers to lean toward safe options intended to maintain the status quo and protect their power base.
taking a lax approach to both product innovation and continuous improvement in performing value chain activities.
executives exuding an "ends-justify-the-means" mentality in pursuing overambitious revenue and profitability targets.
Question 9
You are considering employment opportunities after graduation. What would you look for in identifying a prospective employer's company's culture?
Multiple Choice
the company's atmosphere, spirit and character that constitutes the work climate and the values, business principles, and ethical standards that company management preaches and practices
the company's track record in meeting or beating its financial and strategic performance targets
the intensity and makeup of the company's value chain
the strategic intent and competitive strategy inherent within the company's efforts for successful strategy execution
the resource strengths, core competencies, and competitive capabilities that permeate the organization
Question 10
To help change a problem culture
Multiple Choice
a company's strategic approach needs to be revamped to better fit the company's desired cultural traits.
a bottom-up approach is needed to change the culture; having top management out in front leading the effort tends to be counterproductive.
executives must know the weaknesses of their subordinates to begin the change process.
it requires writing a new statement of core values, having a series of meetings with employees to explain the new cultural expectations, and having shareholders vote to ratify and adopt the new culture.
it takes concerted management action over a period of time to root out unconstructive behaviors and replace them with new ways of doing things.
The emergence and sustainability of a high-performance culture like that of Epic Systems has been fostered by
Multiple Choice
senior executives that walk the talk of high ethical standards.
centralized decision-making and strict enforcement of company policies.
a strong emphasis on developing innovative core competencies and competitive capabilities.
a commitment to operating the business according to established traditions.
a long-standing commitment to strict enforcement of established policies and procedures and steadfast unwillingness to change these policies and procedures.
Question 2
Unethical and greed-driven cultures
Multiple Choice
tend to result in average profits in the short-run, but higher profits in the long-run.
are predominant in companies that are run by executives driven by arrogance, ego gratification, and an "ends-justify-the-means" mentality in pursuing overambitious revenue and profitability targets.
typically prevail in companies where internal politics pervades the work climate and empire-building managers jealously guard their decision-making prerogatives.
encourage several undesirable or unhealthy behaviors, such as viewing circumstances myopically, avoiding risks, and not capitalizing on emerging opportunities.
are usually found in companies that have little appetite for being fast followers.
Question 3
In high-performance cultures
Multiple Choice
the work climate focuses on not tolerating any mistakes.
there is a strong sense of involvement on the part of company personnel and an emphasis on individual initiative and effort.
company personnel share a feeling of impending doom if they don't deal with whatever threats are posed by competitors.
there is a clear and unyielding expectation that all company personnel will strictly follow company policies and procedures.
there is willingness on the part of organization members to accept discipline and subordination.
Question 4
Cultures that tend to support good strategy execution include
Multiple Choice
success-oriented cultures and integrative cultures.
diverse and politicized cultures.
inwardly focused and ethical cultures.
high-performance and adaptive cultures.
insular and high-performance cultures.
Question 5
For an enterprise to execute its strategy in truly proficient fashion and approach operating excellence
Multiple Choice
mid-level executives must be charismatic, be decisive decision makers, and make inspiring speeches at company events.
all employees must be very personable, effective communicators, and be skilled in the empowerment of company personnel.
the management must be creative in establishing policies and procedures that will instill high standards of operating excellence.
top executives must take the lead in the implementation/execution process and personally drive the pace of progress.
the CEO must gather information firsthand and demand progress from mid-level managers.
Question 6
The distinctive characteristic of an unhealthy corporate culture is said to be
Multiple Choice
centralized decision making.
decentralized human resource policies and procedures.
an aversion to offsite employee training programs.
a reluctance to engage in business process reengineering, TQM, and Six Sigma.
counterproductive cultural traits that adversely impact the work climate and company performance.
Question 7
You are being actively recruited by an insurance company with a reputation for a weak corporate culture. What aspect of this company's culture would most strongly impact your decision to accept an employment offer?
Multiple Choice
There is virtually no employee support for the company's strategic vision and strategy.
There is no code of ethics, and the company has little regard for high ethical standards.
The company is unreceptive to change, and people who champion new ways of doing things do not last long on the job.
The company has revered traditions, values, and behavioral norms that mobilize commitment to executing the chosen strategy.
The company has a dearth of intellectual capital and shows inattention to building core competencies.
Question 8
Change-resistant cultures encourage all the following undesirable and unhealthy behaviors, except
Multiple Choice
viewing circumstances myopically, avoiding risks, and having little appetite for being first movers or fast followers.
pursuing bold actions to capture emerging opportunities and responding more slowly than is warranted to market change.
preferring to follow rather than lead market change and prompting managers to lean toward safe options intended to maintain the status quo and protect their power base.
taking a lax approach to both product innovation and continuous improvement in performing value chain activities.
executives exuding an "ends-justify-the-means" mentality in pursuing overambitious revenue and profitability targets.
Question 9
You are considering employment opportunities after graduation. What would you look for in identifying a prospective employer's company's culture?
Multiple Choice
the company's atmosphere, spirit and character that constitutes the work climate and the values, business principles, and ethical standards that company management preaches and practices
the company's track record in meeting or beating its financial and strategic performance targets
the intensity and makeup of the company's value chain
the strategic intent and competitive strategy inherent within the company's efforts for successful strategy execution
the resource strengths, core competencies, and competitive capabilities that permeate the organization
Question 10
To help change a problem culture
Multiple Choice
a company's strategic approach needs to be revamped to better fit the company's desired cultural traits.
a bottom-up approach is needed to change the culture; having top management out in front leading the effort tends to be counterproductive.
executives must know the weaknesses of their subordinates to begin the change process.
it requires writing a new statement of core values, having a series of meetings with employees to explain the new cultural expectations, and having shareholders vote to ratify and adopt the new culture.
it takes concerted management action over a period of time to root out unconstructive behaviors and replace them with new ways of doing things.
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