The degree to which organizational leaders are successful in making corrective adjustments when things are not going well hinges on how good they are at spotting company personnel who are good change agents and whether they give these change agents sufficient authority to get the causes of poor performance fixed quickly how well they communicate their willingness to give large, visible rewards to company personnel who take the initiative and exercise the entrepreneurial ability to fix the problems causing subpar performance how good they are at crafting turnaround strategies and inspiring company personnel to quickly implement the actions needed to boost performance accurate analysis of the circumstances causing unacceptable performance, exercising good judgment in deciding when corrective adjustments are needed and deciding what adjustments to make, and good implementation of the corrective actions that are initiated. being able to determine when to replace poorly performing subordinates versus when to work closely with them to fix the problems causing weak performance. Which of the following statements about a strong culture company is false? The most distinctive and dominating theme of a strong culture company is wide support among both managers and employees for high ethical standards and ways of operating that are widely considered to a model of socially responsible behavior. In a strong culture company, there is an unequivocal expectation that company personnel will act and behave in accordance with the adopted values, principles, and ways of doing business. Continuity of leadership, low workforce turnover, geographic concentration, and considerable organizational success all contribute to the emergence and sustainability of a strong culture. A strongly implanted corporate culture has a powerful influence on "how we do things around here" because so many company personnel are accepting of the company's culturally approved traditions and because this acceptance is reinforced both by management expectations and coworker peer pressure to conform to cultural norms. Culturally approved behaviors and ways of doing things flourish, while culturally disapproved behaviors and work practices get squashed