What is NOT one of the six steps management took to replace the Depression-era culture in the firm founded in 1928?
Explanation
This question requires the reader to analyze the list of actions taken to replace a culture on page 163 and identify the one that does not belong. The incorrect option represents a bureaucratic approach that the chapter implicitly argues against.
Other questions
According to Chapter 10, when does most cultural change occur in the eight-stage transformation process?
What does John Kotter define as 'culture' in the context of an organization?
In the aerospace division example, what was the primary shared value of the old, entrenched culture?
According to the postmortem of the aerospace division, how long after the GM's retirement did it take for business practices to regress to where they had been four years prior?
Which of the following is NOT listed in Table 10-1 as a key feature of anchoring change in a culture?
What does Kotter describe as being 'more deeply ingrained in the culture' and 'less apparent' than norms of behavior?
In the example of the manufacturing firm with the thick procedure manuals, what did the new CEO do to symbolically usher in the new era?
According to the author, a good rule of thumb is to be concerned when a major restructuring is primarily described as what?
What is one of the three reasons Kotter gives for why culture is so powerful and difficult to challenge?
In the example of the firm shaped by the Great Depression, what was a key action taken by management to replace the old, risk-averse culture?
Why does Kotter argue that 'attitude and behavior change' must typically begin early in a transformation, even though culture change comes last?
What does the author suggest is the problem with the 'imperial, feed-the-mushrooms-manure' style of management in relation to cultural change?
How does Kotter characterize the relationship between norms of behavior and shared values in terms of their visibility and difficulty to change?
In the aerospace example, what was the impact on divisional revenues over the five-year period of the transformation program led by the GM?
What is the term Kotter uses for the process of inculcating a company's norms and values into new employees?
What is the author's view on attempting to manipulate culture directly at the beginning of a transformation effort?
In the example of the manufacturer with the 'customer-first' culture, how thick were the old procedure manuals that codified the previous way of working?
What does Kotter suggest is a more appropriate term for what is happening when new practices are introduced into a company with a strong existing culture?
According to Figure 10-1, 'Managers care about customers' is an example of what component of corporate culture?
What is the consequence of failing to anchor new approaches in the culture?
In the CEO's speech at the manufacturing company, he mentioned that the number of major competitors had changed. What was the change?
Why are succession decisions considered crucial for anchoring change in the culture, according to Table 10-1?
In the example of the risk-averse firm, which historical event was identified as the key experience that shaped its conservative culture?
What is the author's primary criticism of assigning a VP of Human Resources to lead a 'change the culture' project?
What happened to the success of new products in the aerospace division within two years of the transformational GM's retirement?
What is the relationship between new behaviors producing results and cultural change?
In the CEO's speech justifying new practices, customer expectations for receiving help had tightened from 48 hours to what new timeframe?
Why does Kotter claim that new practices created in a transformation effort can be 'very fragile'?
What does Kotter mean when he says a manager's retirement was like removing the 'garden hose'?
According to the text, why might an intelligent group of top executives fail to see the power of culture?
In the case of the aerospace firm, what was the first sign of regression after the GM retired?
What does the author suggest happens to 'norms of group behavior' in a group over time?
In the CEO's speech at the manufacturing firm, the delivery time for a new generation of products had been cut from every two years to what new cycle?
What is the primary reason that 'shared values' are so difficult to change?
The chapter argues that change is more likely to stick when new behaviors are seen as...
What was the final outcome for the aerospace division whose GM retired thinking the 'work was done'?
The author contrasts the difficult process of replacing a culture with the more common and less confrontational process of...
According to the chapter, why does turnover sometimes become a necessary part of anchoring change?
In the example of the CEO's speech and the stacked manuals, what was the tone of his message?
What does the author suggest about the relationship between behavior change and the eight-stage process?
According to the author, what is the ultimate source of a shared value's power and persistence?
In the firm replacing its Depression-era culture, how many candidates were considered for the CEO replacement role to ensure cultural alignment?
What is the author's overall conclusion about the difficulty and timing of cultural change?
What conflict was at the heart of the aerospace division's failure to anchor change?
The text states 'culture is powerful for three primary reasons'. Which of these is NOT one of those reasons?
What is the primary message conveyed by the story of the twenty-one-year-old graduate choosing between three job offers?
In the five-year period of the successful transformation at the aerospace division, what was the percentage increase in net income?
What is the author's advice for a new Korean subsidiary that has different customer orientation needs than the New York headquarters?
Ultimately, the failure to anchor change means that without a sufficiently strong foundation...