6.
When the board of directors hired Mulally, they felt he had the best opportunity to ________ because of his outsider status.
be a short-time interim CEO
take Ford into new industries
bring about cultural change at Ford
bring new customers to Ford
uphold traditional economic values
7.
Mulally found that, at Ford, managers believed that “you never admit when you don’t know something” and that “a subordinate never asks a superior to lunch.” These examples demonstrate that Ford had a(n) ______ culture.
stable and conservative
adaptive
radical
unstable
distant and executive focused
8.
Norms at Ford prior to Mulally’s arrival emphasized secrecy, protecting one’s own turf, making excuses, and hoarding information. Such behavior led to stagnation and almost to failure. These norms are indicative of the _____ culture at Ford.
American
expert
traditional
inert
innovative
9.
Over time at Ford, the increasing hierarchy and bureaucracy allowed managers to ______.
stick to Henry Ford’s ideas of minimal model styles
emphasize creativity
hide poor performance and defend their own personal empires
hire only yes-men
promote only rarely
10.
Forcing managers to share information and to attend weekly rather than monthly meetings were two elements in Mulally’s ________.
desire to enhance bureaucratization and decrease innovation at Ford
belief that only he knew what was right for the auto industry
ability to avoid a government bailout
attempt to dismantle the old values and norms at Ford
determination to reinforce existing norms and values of top management at Ford
11.
Mulally attempted to develop values and norms that would build momentum for change and growth at Ford. He wanted to develop a(n) ________.
inert culture
democratic culture
new division at Ford
adaptive culture
new top management team
