E. revising policies and procedures in ways that will help drive cultural change. Which of the following contribute to the emergence and sustainability of a strong culture? C. Multi-business warning actions 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. E. A genuine concern for the well-being of the organization's three biggest constituenciescustomers, employees, and shareholders. B. Direct link to Fahim Shahriar's post please explain about cult. c) The work practices and behaviors that define "how we do things around here" Find the rate. C. inspire company personnel to perform similarly and reinforce the depth of commitment that people have displayed. C. Company personnel share a feeling of confidence that the organization can deal with whatever threats and opportunities come down the pike; they are receptive to risk taking, experimentation, innovation, and changing strategies and practices. 4. C. visibly praising and rewarding people who exhibit traits and behaviors that undermine the existing culture. B. spending heavily on programs to train employees in the ways and beliefs of the new culture to be implanted. a) The core values and business principles that management preaches and practices. Is whaling immoral? 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. 15) Which of the following are unhealthy cultures that impede good strategy execution? Direct link to Carter Scott's post I really enjoyed the exam, Posted 5 years ago. C. Culture is driven by subordination. a. the byzantine empire continued roman law and traditions b. trade between the byzantine empire and asia flourished c. the culture of the byzantine empire became less diverse d. the byzantine empire maintained a powerful army See answers Advertisement Promoting individuals who are known to possess the desired cultural traits, who have stepped forward to advocate the shift to a different culture, and who can serve as role models for the desired cultural behavior e) A bottom-up approach is needed to change the culture; having top management out in front leading the effort tend to be counterproductive. People often place a greater emphasis on standing out and being unique. Immediately dismissing any employee caught violating the company's code of ethics or disregarding core values Which of the following describes how organizational culture influences success? B. the stories that get told over and over again to illustrate the importance of certain values and the depth of commitment that various company personnel have displayed. The political infighting that consumes a great deal of organizational energy Whichofthefollowingdoesnotdescribeapersonalitytype | Course Hero Round answer to the nearest tenth of a percent. A. B. Which of the following statements about adaptive corporate cultures is NOT true? A. is never a short-term exercise. Norms that you are used to are neither right nor wrong, just different. A few common characteristics of individualistic cultures include: Being dependent upon others is often considered shameful or embarrassing. B. C. When a company decides on any innovations to its products or services D. When a strong culture is unhealthy or otherwise out of sync with the actions and behaviors needed to execute the strategy successfully E. as disciplinary measures in making the employees perform better and achieve targets. All of the following are examples of leadership actions or managerial practices taken to foster a results-oriented, high-performance culture EXCEPT: A. lead by example. B. Weak-culture companies do not usually have a code of ethics and have little regard for high ethical standards. e) The company's strategic vision, strategic intent, and culture strategy. D. Exhibiting such qualities as integrity, fairness, trustworthiness, pride of workmanship, respect for co-workers, and ethical behavior D. writing a new value statement and describing in highly motivating terms the kind of culture that is needed. B. Changing a problem culture: 25. D. Treating employees as valued partners in the drive for operating excellence and good business performance C. management needs to go on the offensive to reinterpret the culture and explain to company personnel why there really is good overall cultural fit with the strategy. Direct link to Saema Alam's post Thats great ! B. the company's strategic vision, strategic intent, and strategy have to be adjusted to better reflect ingrained core values and cultural norms. C. Being out front personally, leading the execution process and driving the pace of progress a. Revise policies and procedures in ways that will help drive cultural change and replace senior executives who are resisting and obstructing needed organizational and cultural changes. 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 A. replacing old-culture managers with new-breed managers. D. having the analytical skills to separate the problems due to a bad strategy from the problems due to bad strategy execution. D. Weak-culture companies are fairly receptive to change and to people who champion new ways of doing things. The character of a company's corporate culture is a product of all of the following EXCEPT: 3. D. foster a work climate where company personnel share common and strongly held convictions about how the company's business is to be conducted and to provide them with guidance about how to do their jobs, steering them toward both doing things right and doing the right things. In a strong-culture company, culturally approved behaviors and ways of doing things are nurtured while culturally disapproved behaviors and work practices get squashed. use the term hearing impaired The federal definition describes deafness as a hearing loss that: adversely affects educational performance Which of the following does NOT describe postlingual deaf youngsters? At companies where executives believe in the merits of practicing the values and ethical principles that have been espoused, the: 11. Access the FASB Accounting Standards Codification at the FASB website (asc.fasb.org). B. serve as yardsticks for gauging the appropriateness of particular actions, decisions, and behaviors. B. No code of ethics and deep hostility to change and to people who champion new ways of doing things The strongest signs that management is truly committed to installing a new culture include all the following, EXCEPT: appointing only insiders to high-profile positions. Self-Quiz E. employing a consultant with expertise in culture change and following his or her advice on how to proceed. In your opinion, does that mean that trade E. Designing compensation incentives that boost the pay of teams and individuals who display the desired cultural behaviors and hitting change-resisters in the pocketbook. 42. This was a surprising discovery. Cartoon showing two people in an empty movie theater. Which of the following is NOT one of the positive impacts that a company's stated values and ethical standards have on its corporate culture? e) The manner in which the company deals with external shareholders, 20) A work environment where the culture is in sync with the chosen strategy and is conducive to good strategy execution is considered a valuable managerial ally because C. making adherence to cultural beliefs and cultural norms the defining features of the company's strategic vision. E. a deep commitment to top-notch quality and superior customer service, dedicated use of TQM and/or Six Sigma quality control programs, and the payment of big performance bonuses and stock options. D. developing a new value statement that inspires company personnel to put forth their best efforts to achieve performance targets. Which of the following is a benefit of closely aligning the corporate culture with the requirements for proficient strategy execution? Some cultures place significant value in things such as ceremonial artifacts, jewelry, or even clothing. E. In a weak-culture company, there is usually a dearth of intellectual capital and inattention to building core competencies. A. relying on word-of-mouth indoctrination and the power of tradition to instill the culture's fundamentals, as well as frequent reiteration of core values by senior managers and group members, and regular ceremonies honoring members who display desired cultural behaviors. A company's culture is typically grounded in and shaped by: 9. In addition, culture can also demonstrate the way a group thinks, their practices, or behavioral patterns, or their views of the world. C. The challenge in creating a high-performance culture is to inspire high loyalty and dedication on the part of employees, such that they are both energized and preoccupied with putting forth their very best efforts to do things right and be unusually productive. B. Once established, company cultures can be perpetuated by: Which of the following is NOT one of the chief factors that defines a company's corporate culture? 1. collective ideas, customs and social behaviours of a particular group of people 2. socializes us to live and communicate with others effectively 3. cannot be manipulated by individuals, only by powerful groups 4. innovation in literature, sciences and arts 3 . D. decentralized decision-making and empowered employees. Which of the following would not describe Paleo-Indian culture? A. is one of the toughest managerial tasks because of the heavy anchor of ingrained behaviors and ways of doing things. E. co-worker peer pressure to challenge cultural norms. Which of the following statements does not describe an element of the argument against this distinction? C. altering the company's financial objectives. Being out in the field, seeing how well operations are going For example, in many countries, religious minorities (religions that are not the dominant religion) often face discrimination. C. serve as the best benchmarks for judging whether the corporate culture is deeply ingrained, planted and accepted or not. The single most visible factor that distinguishes successful culture-change efforts from failed attempts is: The firm never underestimates rivals because of their proven track record in defending challenges. e) There is a strong sense of involvement on the part of company personnel and an emphasis on individual initiative and effort. B. C. Promoting individuals who are known to possess the desired cultural traits, who have stepped forward to advocate the shift to a different culture, and who can serve as role models for the desired cultural behavior 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. E. empowering rank-and-file employees to act on their own initiative. If you're behind a web filter, please make sure that the domains *.kastatic.org and *.kasandbox.org are unblocked. B. competent leadership at the top. D. ingrained shared values and business principles guide management in making decisions. I really enjoyed the example of the two people from different cultures discussing fried crickets. A. D. the culture has to be changed to accommodate the requirements of good strategy execution as rapidly as can be managed. C. is best done by selecting a team of key employees to lead the culture change effort. Encourages individual employee ownership of bottom-line results c. Encourages individual employee ownership of organization's cultural backbone d. Has a singular focus on business results e. Choose the correct answer. What makes a politicized internal environment so unhealthy? A company's value statement and code of ethics: 10. B ) There are many factors to describe everyone . It consumes a great deal of organizational energy, often with the result that what is best for the company takes a backseat. 52. E. instituting incentive compensation programs that generously reward employees for adopting best practices. Solved Question 3 (1 point) Which of the following does not | Chegg.com They argue for universal thoughts, emotions, impulses, etc. 62. Culture is an organization's value system and its collection of guiding principles. A. E. a deep commitment to benchmarking, best practices, and operating excellence. A. be very personable, effective communicators, and skilled in the empowerment of company personnel. B. 57. Codes of ethics and statements of core values: D. is usually easier than it is to instill a strategy-supportive culture from scratch. E. Shifting from decentralized to centralized decision-making so as to give senior executives more authority and control in driving the cultural change. 71. A strongly implanted culture provides a huge assist in executing strategy because company managers can use the traditions, beliefs, values, common bonds, or behavioral norms: Sure, you can find studies indicating the opposite and copy and paste those to fulfill a self-confirming bias, but understanding how language creates our thoughts is very important in cultural relativism so that languages are appreciated for their beauty and diversity. B. being good at figuring out whether to arrive at decisions quickly or slowly in choosing among the various alternative adjustments. These environmental organizations say that there are not many whales left and such fishing practices should be stopped. E. Following a must-be-invented-here mindset. The topic, subtopic, and section number for the initial measurement of internal-use software. A. there is much less risk of embarrassing ethical violations. $5.86$19.79. E. Having senior executives frequently reiterate the importance and role of company values and ethical principles at company events and internal communications to employees. Can you think of any cultural objects? In leading the push for proficient strategy execution and operating excellence, the roles of top-level managers include all of the following EXCEPT: c) It provides company personnel with clear guidance regarding "how we do thing around here" and produces significant peer pressure from co-workers to conform to culturally acceptable norms Solved Which of the following statements does NOT accurately | Chegg.com C. A clear willingness on the part of organizational members to accept change and take on the challenge of introducing and executing new strategies D. adaptive cultures. 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: 18) In high-performance cultures 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. E. Delegating authority to middle and lower-level managers and creating a sense of empowerment among employees to move the implementation process forward. View spoken English as an optional second language. When are multiple subcultures MOST problematic? D. Adaptive cultures are exceptionally well-suited to companies with fast-changing strategies and market environments. For example, having several wives perhaps makes economic sense among herders who move around frequently. E. For an adaptive culture to remain intact over time, top management must orchestrate organizational changes in a manner that (1) demonstrates genuine care for the well-being of all key constituencies and (2) tries to satisfy all their legitimate interests simultaneously. Can you think of any cultural objects? B. Direct link to kennethdomingo55's post Yes because cultural rel, Posted 6 years ago. C. over time people who do not like the culture tend to leave. Corporate culture depends on how strongly its strategic vision is linked to the company's core values. c) The work climate focuses on not tolerating any mistakes D. A tight strategy-culture alignment enhances the creation of core competencies and distinctive competencies. A. Instituting procedures for enforcing ethical standards Culture could be based on shared ethnicity, gender, customs, values, or even objects. C. undertaking a thorough analysis of the situation, exercising good business judgment in deciding what actions to take, and then ensuring good implementation of the corrective actions that are initiated. Frequent reiteration of core values by senior managers and group members B. strong managerial commitment to display company values and principles in their own actions and behavior. C. does more to detract from a company's chances for strategic success and market leadership than to help it. B. E. a strong fixation on attending to what customers are saying and how their needs and expectations are to be met. D. Periodically having ceremonial occasions to recognize individuals and groups who display the values and ethical principles Companies with change-resistant cultures are: Changing a problem culture to create better alignment with strategy generally does NOT involve: should be inhibited to prevent the losses? 5. E. Revising policies and procedures in ways that will help drive cultural change. Symbolic culture changing actions include all of the following EXCEPT: 80,178880, 178880,1788. A. place pressure on company personnel to display core values and to do their part in keeping the companies traditions alive. 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. 61. 75. Which of the following does NOT describe the deaf culture? One person is saying "you're a jerk" to the person who sat far away from him. E. In high-performance cultures, there's strong managerial commitment to paying big bonuses and granting generous stock options. Leading the drive for good strategy execution and operating excellence calls upon senior executives to: Anthropologists say that when we think about different cultures and societies, we should think about their customs in a way that helps us make sense of how their cultural practices fit within their overall cultural context. In a strong-culture company, senior managers make a point of reiterating key principles and core values to organization members; more importantly, they make a conscious effort to display these principles and values in their own actions and behavior and they insist that company values and business principles be reflected in the decisions and actions taken by all company personnel. Instead they reported to work in business attire and were suspended. A politicized internal environment and empire-building managers who jealously guard their turf C. de-layering the management hierarchy. In practice, it is not always Solved Which of the following describes how organizational | Chegg.com 63. Would that make sense to you? D. Talking openly about the problems of the present culture and how new behaviors will improve performance Insular cultures, politicized cultures, and unethical cultures. All other conditions of employment, including salary, hours, and benefits, were the same for female and male employees.
Rate My Professor Cornell,
Is It Safe To Go To The Mall During Covid 19,
General Officer Memorandum Of Reprimand Regulation,
Ranch Style Condos For Sale In Newington, Ct,
Countries Where Abortion Is Illegal Bitlife,
Articles W
which of the following does not describe culture?