The Strength Of Any Culture Depends On

1. The strength of any culture depends on __________.
a. the leader’s relationship with his or her followers
b. the degree to which a set of norms and values are widely shared and strongly held
throughout the organization
c. how diverse the organization is
d. how much the organization embraces change
2. A strong culture by itself is not a guarantee of success unless it is also aligned to
a. the external environment
b. strategy
c. leadership
d. All of the above.
3. The strongest sign that management is truly committed to creating a new culture is by
a. celebrating achievements
b. replacing old-culture members who are unwilling to change with a “new breed” of
c. interacting face-to-face with rank-and-file
d. recruiting as many diverse employees as possible
4. A competitive culture is characterized by a(n) ___________ strategic focus and a(n)
___________ environment.
a. internal; stable
b. external; unstable
c. internal; unstable
d. external; stable
5. The most critical value for leaders to possess is ___________.
a. honesty
b. ethics
c. kindness
d. All of the above.
6. All of the following countries have collectivistic cultures EXCEPT:
a. Japan.
b. Mexico.
c. Great Britain.
d. Greece.
7. You plan to work abroad and want to work in a culture where leaders and followers interact
on several levels. Which one of the following countries should you consider?
a. Mexico
b. France
c. Japan
d. Germany
8. Which of the following is considered to be an obstacle to diversity?
a. ethnocentrism
b. policies and practices
c. unfriendly work environment
d. All of the above.
9. Effective strategic leaders are skilled at ___________.
a. building a highly effective, efficient, and motivated team of employees
b. finding and sustaining competitive advantage by building core competencies and
selecting the right markets in which to compete
c. being an effective communicator
d. All of the above.
10. External factors in a firm’s strategic environment which have a potential negative impact
are called ____________.
a. hindrances
b. weaknesses
c. alarms
d. threats
11. Value is ___________.
a. the ratio of benefits received to the cost incurred by the customer
b. what differentiates an organization from its competitors in the industry
c. a capability that allows an organization to perform extremely well in comparison to
d. defined as the “quantification of luxury”
12. Core competencies are a source of competitive advantage when they are ____________.
a. not easily sustainable
b. hard to imitate
c. rare
d. All of the above.
13. All of the following are strategies that leaders can use to effectively manage change
a. keep the process transparent
b. have a plan for dealing with resistance
c. stay the course in spite of perceived difficulties
d. form a coalition of supporters and experts in the field before implementing the change
14. The force-field model and the eight-stage model of planned organizational change differs
with respect to the ___________.
a. importance assigned to persuasion
b. importance assigned to the leader
c. likelihood of success
d. implementation phase
15. The changing phase of the three stage model of change includes which of Kotter’s eight
steps for implementing change?
a. Establish a sense of urgency.
b. Develop a compelling vision.

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