A. provide every employee with a copy of the company's statement of core values and code of ethics. E. deciding whether the company would be better off making adjustments that curtail the achievement of strategic objectives or that curtail the achievement of financial objectives or that curtail the achievement of some of both. D. The overabundance of political maneuvering that takes away from efforts to execute strategy Widely known as the founder of American anthropology, Franz Boas insisted that while cultures differ, they are not superior to nor inferior than one another. 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. Tribes that only have words for "one," "two," and "more" do not see a difference between 5 or 7. Some people worry that the concept of culture can also be abused and misinterpreted. Burlington Coat Factory Warehouse, Inc., had a dress code that required male salesclerks to wear business attire consisting of slacks, shirt, and a necktie. B. Norms that you are used to are neither right nor wrong, just different. A. identifying facets of the present culture that are obstacles to executing the company's strategy and meeting performance targets. A. Insular and inwardly-focused c) In a company with high-performance culture, all company personnel, form senior executive to front-line employees, tend to display high-performance behaviors and a passion for making the company successful. 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. How do Americans feel about online ads tailored to their individual interests? In a strong-culture company: Which of the following managerial practices is NOT used to lead the effort to foster a results-oriented, high-performance culture? E. The firm has a commitment to hiring young people who can offer fresh thinking and new perspectives. Being out in the field, seeing how well operations are going 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. Information Technology Project Management: Providing Measurable Organizational Value, Service Management: Operations, Strategy, and Information Technology, John David Jackson, Patricia Meglich, Robert Mathis, Sean Valentine, Ohio Pre-Licensing Insurance Quiz Questions. The standout cultural traits are a "can-do" spirit, pride in doing things right, no-excuses accountability, and a pervasive results-oriented work climate where people go the extra mile to meet or beat stretch objectives. Insular cultures, politicized cultures, and unethical cultures. B. C. Barring dealing with suppliers that employ child labor or engage in other unsavory practices 31. C. setting stretch objectives and clearly communicating expectations for reaching targets. B. 9) Enron, Countrywide Financial, and JPMorgan Chase are examples of companies whose cultures became, 10) The strongest signs that management is truly committed to installing a new culture include al the following, EXCEPT. B. confirm the integrity of company personnel and signal the above-board nature of the company's business principles and operating methods. D. Using ceremonial occasions to recognize individuals and groups who display the values and ethical principles D. Treating employees as valued partners in the drive for operating excellence and good business performance It takes concerted management action over a period of time to root out unconstructive behaviors and replace them with new ways of doing things. Which one of the following best describes core American values? The most important symbolic actions are those that top executives take to: 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. A commitment to operating excellence and superior results View themselves as members of a different culture with its own language, traditions, values, and literature. Prohibiting giving or accepting bribes, kickbacks, or gifts B. it provides company personnel with clear guidance regarding "how we do things around here" and produces significant peer pressure from co-workers to conform to culturally acceptable norms. D. writing a new value statement and describing in highly motivating terms the kind of culture that is needed. d) Change-resistant cultures, high performance culture, and politicized cultures E. In a strong-culture company, values and behavioral norms are like crabgrass: deeply rooted and hard to weed out. cultural customs and taboos. E. the company's track record in taking market share away from rivals. In adaptive corporate cultures: Determine the p-value in (a) and interpret its meaning. 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. $5.86$19.79\$5.86 \div \$19.79 Change-resistant cultures encourage all the following undesirable and unhealthy behaviors, EXCEPT: executives exuding an "ends-justify-the-means" mentality in pursuing overambitious revenue and profitability targets. All other conditions of employment, including salary, hours, and benefits, were the same for female and male employees. Making a compelling case for why the company's new strategic direction and culture-remodeling efforts are in the organization's best interests and why company personnel should wholeheartedly join the effort to doing things somewhat differently D. there's a spirit of doing what's necessary to ensure long-term organizational success provided that core values and business principles are not compromised and provided top management undertakes the changes in a manner that exhibits genuine concern for the legitimate interests of stakeholders. 26. 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 strongest signs that management is truly committed to installing a new culture include all the following, EXCEPT: appointing only insiders to high-profile positions. B. Specifying what new actions, behaviors, and work practices should be prominent in the "new" culture Counterproductive cultural traits that adversely impact the work climate and company performance. D. often preoccupied with making sure the company has an aggressive strategic vision that embraces risky business strategies. Which of the following is NOT an integral part of transforming core values and ethical standards into cultural norms? D. Weeding out managers who are consistently in the ranks of the lowest performers (the bottom 10 percent) and who are not enthusiastic about the strategy or how it is being executed Which of the following would not describe Paleo-Indian culture? For example, many countries and international organizations oppose the act of whaling (the fishing of whales) for environmental reasons. 80. B. 68. Which of the following is NOT something to look for in identifying a company's culture? a) The core values and business principles that management preaches and practices. Can you think of any cultural objects? Self-Quiz B. See answers Advertisement andriansp No code of ethics and deep hostility to change and to people who champion new ways of doing things Which of the following does not describe europe after that fall of the western roman empire? Female salesclerks, by contrast, were required to wear a smock so that customers could readily identify them. Identify aspects of the present culture that pose problems. Which of the following statements does NOT accurately describe corporate culture? 24. 67. Q: It's time to look back at the Terminal Course Objectives (TCOs) in this course and assess what you have learned. B. prone to be preoccupied with avoiding risks and are unlikely to pursue actions to capture emerging opportunities. A. communicate the company's good intentions and establish a corporate conscience. Changing a problem culture: A. Identifying which aspects of the present culture are supportive of good strategy execution and which ones are not C. there is reduced need to incorporate negative motivational practices and punitive-type incentives into the reward structure and in the company's approach to people management. B. is always a short-term exercise. Picture walking into a nearly empty movie theater when visiting another country, and not sitting next to the only person in the theater. All of the following are distinctive characteristics of an unhealthy corporate culture EXCEPT: 76. What if someone told you their culture was the internet? For example, in some countries like China, it is acceptable to stare at others in public, or to stand very close to others in public spaces. 70. C. gathering information firsthand and gauging the progress being made. A. deeply rooted values and operating approaches that "regulate" the conduct of a company's business and the climate of its workplace. The longer people stay at an organization, the more that they come to embrace and mirror the corporate culturetheir values and beliefs tend to be molded by mentors, fellow workers, company training programs, and the reward structure. A. 14) Which of the following does not describe a factor? There is a high willingness on the part of organizational members to accept change and take on the challenge of introducing and executing new strategies. 43. E. Employing visible, forceful actionsboth substantive and symbolicto ingrain a new set of behaviors, practices and cultural norms, 64. 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. e) The company's strategic vision, strategic intent, and culture strategy. C. visibly praising and rewarding people who exhibit traits and behaviors that undermine the existing culture. a) There is much less risk of embarrassing ethical violations Use your knowledge to complete the following exercise. Whichofthefollowingdoesnotdescribeapersonalitytype | Course Hero Which of the following would not describe Paleo-Indian culture? c) Diverse cultures E. revising policies and procedures in ways that will help drive cultural change. B. the company's strategic vision, strategic intent, and strategy have to be adjusted to better reflect ingrained core values and cultural norms. Direct link to Carter Scott's post I really enjoyed the exam, Posted 5 years ago. D. there is little room for employee empowerment, because independent-thinking empowered employees may well make decisions or engage in actions that weaken the culture. which of the following does not describe a result of the fall of the 19) Which of the following is NOT one of the chief factors that defines a company's corporate culture? A. strong cultures. d) The culture can be readily incorporated into the company's strategic vision and facilitate the achievement of stretch objectives A. typically opposed to performance-based incentive compensation and employee empowerment. Individualistic Culture: Definition, Traits, and Examples 6. E. Revising policies and procedures in ways that will help drive cultural change. B. designing compensation incentives that boost the pay of teams and individuals who display the desired cultural behaviors and hit change-resisters in the pocketbook.
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