is importing or exporting. D. is usually easier than it is to instill a strategy-supportive culture from scratch. A good strategy-culture alignment enhances a company's cost competitiveness. Cultures that tend to support good strategy execution include: Which of the following statements does NOT describe high-performance cultures? 66. c) Insular cultures, politicized cultures, and unethical cultures A. E. can be done quickly only if managers tie incentive compensation to exhibiting the desired new cultural behaviors and if managers visibly praise people who exhibit the desired new cultural traits. C. A company's culture, once established, tends to remain stable and entrenched over time. The man who is being offered the crickets says "um, I think I'll pass.". E. Shifting from decentralized to centralized decision-making so as to give senior executives more authority and control in driving the cultural change. B. is always a short-term exercise. E. Hyper-adaptive. 12) Which of the following statements does NOT describe high-performance cultures? D. Revising policies and procedures in ways that will help drive cultural change D. When a strong culture is unhealthy or otherwise out of sync with the actions and behaviors needed to execute the strategy successfully C. Executives exude an "ends-justify-the-means" mentality in pursuing overambitious operating and financial targets. $5.86$19.79\$5.86 \div \$19.79 Companies with change-resistant cultures are: c) It requires writing a new statement of core values, having a series of meetings with employees to explain the new cultural expectations, and having shareholders vote to ratify and adopt the new culture. a) Inwardly focused cultures E. When they guide management in coming up with consistent approaches to executing company strategies, 56. E. Identifying how best to adapt to changing market conditions. For example, if you hear someone say that ginger is, Posted 6 years ago. These are all examples of cultural norms that people in one society may be used to. What is the hallmark of an adaptive corporate culture? A. Word-of-mouth indoctrination of new members in the culture's fundamentals Because it may be part of a countrys oceanic culture, this country may say that such a cultural practice should not be opposed based on cultural differences, say, by an inland country that does not understand. 45. Why or why not? Q: It's time to look back at the Terminal Course Objectives (TCOs) in this course and assess what you have learned. Which of the following is NOT something to look for in identifying a company's culture? 13. Direct link to Fahim Shahriar's post please explain about cult. D. deciding whether to try to fix the problems of poor strategy execution or simply shift to a strategy that is easier to execute correctly. I'll point you to PubMed and ask you to type in language relativity and Whorfianism and see for yourself the overwhelming evidence. Which of the following is NOT an integral part of transforming core values and ethical standards into cultural norms? 1)It is genetic (inherited ) (Culture is defined as the set distinct practise ,beliefs ,ideologies ,traditions ,shared by a group of people .Culture can differ within societies and nations and there can be subcultures within culture .And culture is le . Managing by walking around Incorporating the statement of values and the code of ethics into orientation programs for new employees and training courses for managers and employees But on the other hand, ethnocentrism can create loyalty among the same social group or people in the same society. b. A. as levers to mobilize commitment to executing the chosen strategy. Cartoon showing two people in an empty movie theater. That is in fact what separates us from the animals. A. a deep commitment to employee training, unusually attractive fringe benefit packages for company personnel, and frequently revised and updated values and ethics statements. A. be very personable, effective communicators, and skilled in the empowerment of company personnel. 58. lol if its not in line with the dominant culture than its considered "strange", if someone asked "why do you like them"? C. encourage company personnel to observe the core values and ethical standards. Question: 11. E. Shift from decentralized to centralized decision-making so as to give senior executives more authority and control in driving cultural change. As well, the exception does not wipe out the rule. in a pleasant tone vs a tone with disgust thats is what should be considered. After numerous suspensions, the female employees were fired for violating Burlington's dress code policy. A. selecting a team of key employees to lead the culture change effort and design a plan for cultural change. should be inhibited to prevent the losses? People often place a greater emphasis on standing out and being unique. Which of th. D. ingrained shared values and business principles guide management in making decisions. Which of the following statements does not describe an element of the argument against this distinction? 1)increased people's exposure to new ideas 2)created a global culture 3)brought harmony to diverse groups of people 4)reduced the number of people living in rural areas See answers Advertisement Advertisement B. prone to be preoccupied with avoiding risks and are unlikely to pursue actions to capture emerging opportunities. C. delegate little to subordinates and, instead, personally exert a strong, highly visible influence on the company's approaches to strategy execution. In most examples that I have found online, both parties seem to be able to understand one another. Which of the following does NOT describe an unhealthy company culture? 26. A tendency among employees to view their jobs as just a way of making a living B. a preference for conservative strategies, an aversion to incentive compensation, and excessive emphasis on profitability. A. values and behavioral norms are like crabgrassdeeply rooted and hard to weed out. A. important because of their role in ensuring that company executives will not engage in unethical behavior or behave in a manner that is contrary to the company's core values. Round answer to the nearest tenth of a percent. Changing a problem culture: A. Results-oriented, high-performance cultures are permeated with a spirit of achievement and have a good track record in meeting or beating performance targets. e) Performance-resistant cultures, greed-driven cultures, and ethical cultures, 16) Technology companies, software companies, and internet-based companies are good illustrations of organizations with imports. $5.86$19.79. Expecting all company personnel to display honesty and integrity in their actions and avoid conflicts of interest Question: Which of the following does not describe a high-performance culture? In this. B. multiple cultures (or subcultures) rather than a single culture. 1) Cultures that tend to support good strategy execution include. 80. B. Can you think of any cultural objects? Which of the following does NOT describe technological advances? E. typically run by amoral managers who have little regard for high ethical standards. sounds a little rude. example, workers who lose their jobs due to foreign e) A bottom-up approach is needed to change the culture; having top management out in front leading the effort tend to be counterproductive. When trying to change a problem culture, management should undertake such steps as: The task of top executives in making corrective adjustments includes: C. A tight strategy-culture fit steers company personnel into displaying behaviors and adopting operating practices that promote good strategy execution. Appointing outsiders with the desired cultural attributes to high-profile positions Which of the following situations would make him eligible ? E. can be achieved by an overnight transformation. C. the dominating presence of certain deeply rooted values and norms of behavior that are widely shared. Which of the following contribute to the emergence and sustainability of a strong culture? 80,178880, 178880,1788. d) The attractiveness and the competitive strength of the industry the company is operating in E. In a strong-culture company, values and behavioral norms are like crabgrass: deeply rooted and hard to weed out. 51. C. Appointing a team of key managers and employees to design a plan for cultural change and then lead the internal effort to change the culture The hallmarks of a high-performance corporate culture include: Some cultures place significant value in things such as ceremonial artifacts, jewelry, or even clothing. B ) There are many factors to describe everyone . One person is saying "you're a jerk" to the person who sat far away from him. Q: Organization Culture Profile ( OCP) is a framework that provides an insight into different organization type. A. staying on top of what is happening. C. does more to detract from a company's chances for strategic success and market leadership than to help it. Unit 5 Philosophy Flashcards | Quizlet The topic, subtopic, and section number for the subsequent measurement of asset retirement obligations. Which of the following statements about a high-performance culture is true? C. The challenge in creating a high-performance culture is to come up with a strategic vision and strategy that wins enthusiastic support from most all company personnel. 37. 32. Which of the following does not describe Europe after that fall of the D. A commitment to the types of core values and ethical standards that make a company a great place to work 71. Leading the drive for good strategy execution and operating excellence calls upon senior executives to: 78. Which of the following topics would least likely be contained in a company's statement of its core values? e) The company's strategic vision, strategic intent, and culture strategy. a difference among the age groups in the opposition to ads on web pages tailored to their interests? Solved Which one of the following statements about human | Chegg.com Using empowerment to help create a fully engaged workforce D. Committing to a no-layoff policy and to adequate funding of employee retirement programs All the following are necessary in the creation of high-performance cultures, EXCEPT: managers must restrict collaboration with other organizational units to reduce the power of influential executives and/or coalitions among departments. 39. B. e) There is reduced need to employ benchmarking, best practice programs, reengineering, Six Sigma, and TQM to achieve competitive advantage, John David Jackson, Patricia Meglich, Robert Mathis, Sean Valentine, Information Technology Project Management: Providing Measurable Organizational Value, Service Management: Operations, Strategy, and Information Technology. 69. John David Jackson, Patricia Meglich, Robert Mathis, Sean Valentine, Information Technology Project Management: Providing Measurable Organizational Value, Service Management: Operations, Strategy, and Information Technology, Multi-System Management: managing patients an. It also means that we need to learn the cultural contexts that are embedded in the language itself. A corporate culture founded on ethical business principles and socially approved values: B. doesn't necessarily impact a company's long-term strategic success favorably or unfavorably. C. how much stretch is built into the company's financial and strategic performance targets. a) Inwardly focused cultures, change-resistant cultures, and adaptive cultures E. is seldom more than window-dressing and is generally regarded by customers, suppliers, employees, shareholders, and society at large as nothing more than good public relations. View spoken English as an optional second language. What if someone told you their culture was the internet? C. talk openly about the problems of the present culture and how new behaviors will improve performance. The sales tax rate is 6.4 percent. D. Centralized decision making, strict enforcement of company policies, diligent pursuit of a distinctive competence, and a bold strategic intent are the hallmarks of a strong-culture company. B. E. A dedicated sense of teamwork, 35. B. Change-resistant The mere necessity of uniformity in the interpretation of the national laws, decides the question. The topic number for business combinations. When a company's present work climate promotes attitudes and behaviors that are well suited to first-rate strategy execution, its culture functions as a valuable ally in the strategy execution process. Norms that you are used to are neither right nor wrong, just different. For an enterprise to execute its strategy in truly proficient fashion and approach operating excellence: top executives must take the lead in the implementation/execution process and personally drive the pace of progress. D. Using motivational techniques and compensation incentives to inspire employees 4. In your opinion, does that mean that trade 73. D. The firm values their customers' opinions and fully understands their needs and expectations. 62. For example, during the World Cup or Olympics, you may tend to root for your own country and believe that the players or teams representing your country are much better. b) Company personnel share a feeling of impeding doom if they don't deal with whatever threats are posed by competitors C. Calling upon first-level supervisors and rank-and-file employees to identify cultural barriers to good strategy execution and then to lead the cultural change effort A. the prevailing view is that the best way to look out for the interests of employees is to change core values and cultural norms in whatever ways are needed to fit the changing requirements of an evolving strategy. Even color perception is based off of language. When they don't clash and coordinating efforts to craft and execute strategy within each subculture is relatively easy D. requires writing a new statement of core values, having a series of lengthy meetings with employees to explain the new culture and the reasons why cultural change is needed, and then having both employees and shareholders vote to ratify and adopt the new culture. to compile a chronology of events for future generations SOCIOLOGICAL PERSPECTIVES Even though women worked in factories during World War II, most families and businesses believed that women should return to the home when the soldiers came home. D. employ visible, forceful actionsboth substantive and symbolicto ingrain a new set of behaviors, practices, and cultural norms. A. the company's strategic vision and strategic intent. A. provide every employee with a copy of the company's statement of core values and code of ethics. D. ensuring top executives' actions match their rhetoric. C. setting stretch objectives and clearly communicating expectations for reaching targets. Never, because the actions and behaviors needed to execute the new strategy successfully are well entrenched, and thus are not changeable d) Its internal work climate and personalityas shaped by its shared values, work practices, traditions, and ingrained attitudes and behaviors that define "how we do things around here." Imagine that we are watching an American teen movie on TV. Managing business with action E. Frontline employees display high-performance behaviors and a passion for making the company successful. People love to argue anytime they feel that socialization, prejudice, discrimination, relativity, and so on takes the power away from the human. Direct link to jhampsher22's post What is your favorite kin, Posted 5 years ago. Corporate culture varies widely in companies, depending on internal and external forces. Is whaling immoral? Which of the following statements does NOT accurately describe corporate culture? Burlington Coat Factory Warehouse, Inc., had a dress code that required male salesclerks to wear business attire consisting of slacks, shirt, and a necktie. Which of the following is NOT an example of leadership actions or managerial practices taken to foster a results-oriented, high-performance culture? B. (Data extracted from S. Clifford, "Tracked for Ads? E. Avoiding use of company assets, resources, and property for personal or other inappropriate purposes. A. place pressure on company personnel to display core values and to do their part in keeping the companies traditions alive. a) Immediately dismissing any employees caught violating the company's code of ethics or disregarding core values Technology companies, software companies, and Internet-based companies are good illustrations of organizations with: Which of the following are unhealthy cultures that impede good strategy execution? D. is a positive force underlying a company's long-term financial success and reduces the likelihood of lapses in ethical and socially approved behavior that can damage the company's reputation. C) A person is given a numeric score to indicate how much of a factor the person possesses. D. When they embrace conflicting business philosophies that are inconsistent with superior strategy execution Direct link to fjduenas's post lol if its not in line wi, Posted 4 years ago. Explain this apparent contradiction between the loss and the positive cash flows. B. D. a deep commitment to pioneering new best practices, a preference for being a fast-follower as opposed to a first-mover or late-mover, and across-the-board bonuses for all personnel when the company meets or beats stretch objectives. 14) Which of the following does not describe a factor? 2) Which of the following is a hallmark of adaptive corporate cultures? E. In a weak-culture company, there is usually a dearth of intellectual capital and inattention to building core competencies. What is the total purchase price? Changing a problem culture: 3. The place for management to begin in trying to change a problem culture is: 6. On the other hand, in a recent study of Greyhound bus trips in the US, a researcher found that the greatest unspoken rule of bus-taking is that if other seats are available, one should never sit next to another person. B. a preoccupation with risk management and capitalizing on related market opportunities. Cartoon showing a person offering another man some deep fried crickets. which of the following does not describe a result of the fall of the A. The retelling of legendary stories does a lot for establishing a company's core values, but it should NOT: A. strong cultures. B. avoiding frequent or dramatic reorganizations that could disturb existing relationships and networking among departments and company personnel. D. Urging company personnel to search outside the company for work practices and operating approaches that may be an improvement over what the company is presently doing, and paying sizable bonuses to those employees who identify practices that the company ends up adopting A. deeply rooted values and operating approaches that "regulate" the conduct of a company's business and the climate of its workplace. Culture is an organization's value system and its collection of guiding principles. The more new employees a company is hiring the more important it becomes to screen job applicants every bit as much for how well their values, beliefs, and personalities match up with the culture as for their technical skills and experience. 52. C. Visibly rewarding those who display cultural norms and penalizing those who don't The leadership challenges that top executives face in making corrective adjustments when things are not going well include: When should a culture be changed as rapidly as it can be managed? Cultural values are often seen in mission and vision statements. d) There is willingness on the part of organization members to accept discipline and subordination B. 17. D. Talking openly about the problems of the present culture and how new behaviors will improve performance Making champions out of the people who spearhead new ideas and/or turn in winning performances a. Which of the following statements does NOT describe "culture"? A. C. Celebrating individual, group, and company successes 79. D. A tight strategy-culture alignment facilitates building core competencies and distinctive competencies that lead to low operating costs and a cost-based competitive advantage. They argue for universal thoughts, emotions, impulses, etc. D. Using ceremonial occasions to recognize individuals and groups who display the values and ethical principles d) Having senior executives frequently reiterate the importance and role of company values and ethical principles at company events an internal communications to employees. A. It takes concerted management action over a period of time to root out unconstructive behaviors and replace them with new ways of doing things. E. Revising policies and procedures in ways that will help drive cultural change. E. Overzealous pursuit of wealth and status on the part of key executives. D. give big pay raises and bonuses to individuals and groups who display the company's core values and observe its ethical standards. my child and me learned a lot thanks to this article ! On its statement of cash flows, it reported$1,241 million of cash flows from operating activities. 19. E. In high-performance cultures, there's a strong sense of involvement on the part of company personnel and emphasis on individual initiative and creativity. D. using company gatherings and ceremonial occasions to praise individuals and groups that display the desired new cultural traits and behaviors. The two culture-building roles of a company's stated values and ethical standards are to: A. communicate the company's good intentions and establish a corporate conscience. B. E. a strong fixation on attending to what customers are saying and how their needs and expectations are to be met. C. is best done by selecting a team of key employees to lead the culture change effort. It is the belief that one's own culture is better than others. E. low-performance cultures. A. identify which aspects of the present culture are supportive of good strategy execution and which ones are not. Self-Quiz In the sentence The global economy will become strong over the next decade, the verb phrase will become is in the: On its income statement for a recent year, Continental Airlines, Inc., reported a net loss of $471 million from operations. E. lead to the contrary. B. delegating authority to middle and lower-level managers and creating a sense of empowerment among employees to move the implementation process forward. Locally, it is argued that the practice has cultural roots, but such a practice has raised concerns among many international human rights organizations. When management is leading the drive for good strategy execution and operating excellence, it calls for all of the following actions on their part EXCEPT: The single most visible factor that distinguishes successful culture-change efforts from failed attempts is: B. I really enjoyed the example of the two people from different cultures discussing fried crickets. 54. A) Factor scores are continuous variables. B. D. using motivational techniques and compensation incentives to inspire employees. Which of the following does not describe Byzantine culture? B. the company's strategic vision, strategic intent, and strategy have to be adjusted to better reflect ingrained core values and cultural norms. Individual rights take center stage. A. In South Africa, if you board a nearly empty bus or enter a nearly empty movie theater, it is regarded as polite to sit next to the only person there. 48. A. Insular and inwardly-focused 41. E. Delegating authority to middle and lower-level managers and creating a sense of empowerment among employees to move the implementation process forward. E. A tight strategy-culture alignment makes it easier to change a company's culture over timeas a company's strategy evolves, the culture automatically evolves too. C. Multi-business warning actions B. personally lead the implementation process and drive the pace of progress. In a strong-culture company: A. is one of the toughest managerial tasks because of the heavy anchor of ingrained behaviors and ways of doing things. C. dedicated efforts on the part of management to communicating values and business principles to organization members and explaining how they relate to the company's business environment. B. building morale and fostering pride. However, other countries argue that whaling is a cultural practice that has been around for thousands of years. Which of the following principles does Hamilton suggest the new federal judiciary will establish? C. Mandating full compliance with all laws and regulations 11) A company's culture is in part defined and identified by a) There is a clear and unyielding expectation that all company personnel will strictly follow company policies and procedures. a) The values, business principles, and ethical standards that management preaches and practices C. inspire company personnel to perform similarly and reinforce the depth of commitment that people have displayed. All of the following are distinctive characteristics of an unhealthy corporate culture EXCEPT:
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