Chapter Thirteen - Chapter Thirteen Implementing Strategy...

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Chapter Thirteen Implementing Strategy: Culture and Leadership What is Corporate Culture and Why Is It Important? 1. The culture of an organization is defined and identified by such factors as The organization’s set ways of approaching problems and conducting activities and its pattern of "how we do things around here." The legends and stories that people repeatedly tell about company happenings and company taboos and political do’s and don’ts. The values, ethical standards, and business principles that management preaches and practices. The intangibles of a firm’s work environment and atmosphere and the values and beliefs shared by most of the org’s members. 2. Which of the following is not a fundamental part of a company’s culture? a. The manner in which it deals with employees, unions, stockholders, customers, vendor, and the communities where it operates. b. The traditions the org maintains. c. The values and business principles that mgt preaches and practices. d. The company’s strategy. e. The peer pressures that exist and the legends and stories that people repeat about company happenings. 3. Beliefs and practices that become embedded in a company’s corporate culture usually originate with a. Its business mission and set of financial and strategic objectives. b. Influential individuals (often a founder or prior CEOs) and influential work groups, departments, or divisions. c. The type of org structure it employs. d. The types of core competencies and capabilities it has developed. 4. Once established, company cultures can be perpetuated by Systematic introduction of new employees in the culture’s fundamentals; Constant reiteration of core values by senior mangers and group members; 5. Companies, especially large ones, typically have a. Multiple cultures (or subcultures) rather than a single culture. b. Strong cultures. c. Adaptive cultures. d. Low performance cultures. Types of Corporate Cultures 6. Companies with strong cultures Have very distinct values, beliefs, rituals, operating styles, and work atmospheres; Have senior managers who persist in reinforcing the culture through both work and deed; Are committed to winning employees over to the established values and beliefs; Work diligently at causing employees to observe cultural norms; Promote good strategy execution where there is good fit with the strategy and hurt execution where there is poor fit; 7. A strong strategy-supportive culture
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Nurtures and motivates people to do their jobs in ways conductive to effective strategy execution; Provides structure, standards, and a value system in which to operate; Provides a system of informal rules and peer pressures regarding how to conduct business internally and how employees should go about doing their jobs;
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Chapter Thirteen - Chapter Thirteen Implementing Strategy...

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