E. holding periodic ceremonies to honor people who excel in displaying the company values and ethical principles. In a strong-culture company, culturally approved behaviors and ways of doing things are nurtured while culturally disapproved behaviors and work practices get squashed. Long-term industry success can give rise to a(n): are predominant in companies that are run by executives driven by arrogance, ego gratification, and an "ends-justify-the-means" mentality in pursuing overambitious revenue and profitability targets. Tribes that only have words for "one," "two," and "more" do not see a difference between 5 or 7. (See Title VII of the Civil Rights Act. Correct answer is WAITING TO BE CALLED ON TO SPEAK, as the culture of mainstream middle class values is more . 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. A. is never a short-term exercise. d) Change-resistant cultures, high performance culture, and politicized cultures B. confirm the integrity of company personnel and signal the above-board nature of the company's business principles and operating methods. To which of the following does ethnography NOT refer? B. D. developing a new value statement that inspires company personnel to put forth their best efforts to achieve performance targets. B. C. Empower employees to adopt whatever new work practices they believe will be an improvement. b) How strongly its strategic vision is linked to its core values. B. Utilizing people-management practices to build morale and foster pride What is the hallmark of an adaptive corporate culture? B. my child an, Posted a year ago. D. give big pay raises and bonuses to individuals and groups who display the company's core values and observe its ethical standards. C. over time people who do not like the culture tend to leave. Which of the following is NOT an integral part of transforming core values and ethical standards into cultural norms? A. Which of the following does NOT describe Culture? e) Achievement-oriented cultures, 17) Which of the following is NOT a fundamental part of a company's culture? The two scholars found that the way language is used affected the way we think about and perceive the world. Never, because the actions and behaviors needed to execute the new strategy successfully are well entrenched, and thus are not changeable C. When they foster teamwork and support a collaborative approach to strategy execution Direct link to Grant Parker's post can you make the pictures, Posted a year ago. In Western cultures, success is indicated by an individual's material possessions. 74. What defines an insular, inwardly focused culture? 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. These environmental organizations say that there are not many whales left and such fishing practices should be stopped. C. A sincere, long-standing company commitment to operating the business according to established traditions, thereby creating an internal environment that supports decision making and strategies based on cultural norms 78. A. leading by example. How should cultural practices be viewed when they conflict with Universal Rights or Natural Rights? C. often overly gung ho about looking outside the company for best practices, new managerial approaches, and innovative ideas. D. A commitment to the types of core values and ethical standards that make a company a great place to work In adaptive corporate cultures: A. the strategy has to be changed to fit the culture as rapidly as possible. A. should be inhibited to prevent the losses? People often place a greater emphasis on standing out and being unique. Companies with change-resistant cultures are: C. to ensure the staff will embrace the new strategy like they have in the past. B. doesn't necessarily impact a company's long-term strategic success favorably or unfavorably. Changing a problem culture: To deeply ingrain core values and ethical standards, a company must: B. confirm the integrity of company personnel and signal the above-board nature of the company's business principles and operating methods. This disorientation you feel is an example of culture shock. 8. D. Make a concerted effort to turn the company's core competencies into distinctive competencies. in a pleasant tone vs a tone with disgust thats is what should be considered. Which of the following contribute to the emergence and sustainability of a strong culture? C. a decision-making effort that is subject to pressure from many different cliques. 7. C. The building of autonomous fiefdoms that pervades the work climate A company's culture is NOT manifested in which of the following? Norms that you are used to are neither right nor wrong, just different. In English, we can easily think of tense and know what time frame someone is referring to. there is a strong sense of involvement on the part of company personnel and an emphasis on individual initiative and effort. On its statement of cash flows, it reported$1,241 million of cash flows from operating activities. The place for management to begin in trying to change a problem culture is: 57. A company's corporate culture is BEST defined and identified by: 2. A company's value statement and code of ethics: 10. C. An aversion to looking outside the company for best practices, new managerial approaches, and innovative ideas a. 36. A. being out in the field and seeing how well operations are going. B. View themselves as members of a different culture with its own language, traditions, values, and literature. Instead they reported to work in business attire and were suspended. E. deciding how to identify the problems that need fixing. D. be creative in establishing policies and procedures that will instill high standards of operating excellence. E. A genuine concern for the well-being of the organization's three biggest constituenciescustomers, employees, and shareholders. C. the best indicators of a company's social responsibility strategy. Even color perception is based off of language. 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. a) Replacing key executive who are stonewalling needed organizational and cultural changes b) Appointing only insiders to high-profile positions c) Promoting individuals who have stepped forward to advocate the shift to a different culture and who can serve as role models for the desired culture cultural customs and taboos. C. putting constructive pressure on the organization to execute the strategy with excellence. e) A bottom-up approach is needed to change the culture; having top management out in front leading the effort tend to be counterproductive. A company's stated core values and ethical principles are: 80,178880, 178880,1788. 31. B. being able to discern whether to emphasize adjustments that will promote better achievement of strategic performance targets or whether to emphasize adjustments that will promote better achievement of financial performance targets. 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. 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. People love to argue anytime they feel that socialization, prejudice, discrimination, relativity, and so on takes the power away from the human. Another person walks up and tells you off for being rude. Which of the following techniques abbreviated as MBWA is utilized by leaders to stay informed on how well the strategy execution process is progressing? In leading the push for proficient strategy execution and operating excellence, the roles of top-level managers include all of the following EXCEPT: Given this, someone could very well say that they are influenced by internet culture, rather than an ethnicity or a society! Cartoon showing a person offering another man some deep fried crickets. "can you tell me why you like them?" 16. Suppose that the survey was based on 200 respondents in each of five age groups: 18 to 24,25 to 34,35 to 49,50 to 64 , and 65 to 89 . Q: It's time to look back at the Terminal Course Objectives (TCOs) in this course and assess what you have learned. E. Exhibiting teamwork and cooperative attitudes, 15. Managing business with action E. a strong fixation on attending to what customers are saying and how their needs and expectations are to be met. D. Managers being well-advised Access the FASB Accounting Standards Codification at the FASB website (asc.fasb.org). Insular cultures, politicized cultures, and unethical cultures. 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. Which of the following is NOT a typical characteristic of a weak company culture? 46. Are there cultural practices that should not be considered to fall under cultural relativism? E. Telling and retelling of company legends and regular ceremonies honoring members who display desired cultural behaviors. 11) A company's culture is in part defined and identified by It was the inheritor and guardian of the Greek and Roman legacy. 71. Which of the following is NOT one of the leadership roles that senior managers have to play in pushing for good strategy execution and operating excellence? B. monitoring progress closely. B. E. Following a must-be-invented-here mindset. E. Identifying how best to adapt to changing market conditions. 42. E. Multi-business walking ahead, 77. B. identifying facets of the present culture that are supportive of good strategy execution and which ones are not and then specifying what new actions, behaviors, and work practices are needed in the new culture to improve performance. The Sapir-Whorf Hypothesis! Which of the following is NOT a substantive culture-changing action that a company's managers can undertake to alter a problem culture? High-performance cultures often have a low regard for high ethical standards, a strong preference for high-risk strategies, and a slow and methodical approach to responding to changes in the marketplace. Changing a problem culture: We interact with others not in isolation but in a specific setting. 10 which of the following does not describe culture a a. Embodies shared adaptive values b. Another more extreme instance would be female genital cutting in some parts of the world. Which of the following is a hallmark of adaptive corporate cultures? 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. 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 b) Outwardly focused cultures, politicized cultures, and greed-driven cultures Given this, someone could very well say that they are influenced by internet culture, rather than an ethnicity or a society! Numerous passengers expressed that it makes you look weird. A. identify which aspects of the present culture are supportive of good strategy execution and which ones are not. Explaining how new behaviors and work practices that are to be introduced and have important roles in the new culture will be more advantageous and produce better results Question: Which of the following does not describe a high-performance culture? I am sooooo very glad to see this in the culture section. C. Barring dealing with suppliers that employ child labor or engage in other unsavory practices 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. reflect an aspect of company culture no longer current. The leadership challenges that top executives face in making corrective adjustments when things are not going well include: D. establishing a must-be-invented-here mindset. Cultural relativism: definition & examples (article) | Khan Academy 14) Which of the following can help in changing a problem culture? words and their referents. D. In a high-performance culture, the clear and unyielding expectation is that all company personnel will strictly follow company policies and procedures. e) Periodically having ceremonial occasions to recognize individuals and groups who display the values and ethical principles. 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. When they don't clash and coordinating efforts to craft and execute strategy within each subculture is relatively easy 45. Have you ever seen or eaten food from another country, such as dried squid or fried crickets and think of it as weird and gross? 76. C. Co-worker peer pressure to do things in a particular way People tend to be self-reliant. C. A company's culture, once established, tends to remain stable and entrenched over time. B. 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. C. Celebrating individual, group, and company successes which of the following does not describe a result of the fall of the A. Question 2 of 5 Question 2 2 points Save An We learned that planning. 67. 65. National pride is also part of ethnocentrism. C. the dominating presence of certain deeply rooted values and norms of behavior that are widely shared. Whichofthefollowingdoesnotdescribeapersonalitytype | Course Hero Which of the following is NOT likely to be an effective management action (making a compelling case to employees) about culture-remodeling efforts that can create a better strategy-culture fit? B. D. Treating employees as valued partners in the drive for operating excellence and good business performance 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. E. Frontline employees display high-performance behaviors and a passion for making the company successful. 54. E. typically run by amoral managers who have little regard for high ethical standards. 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. 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? according to Kant, human being are ends-in-themselves because the are autonomous according to Kant which is an unqualified good a good will According to Kant, "autonomy" refers to our ability to make and obey laws for ourselves according to Kant, a hypothetical imperative has at its end a goal that is subjective This was a surprising discovery. c) The work practices and behaviors that define "how we do things around here" Solved Question 3 (1 point) Which of the following does not | Chegg.com A secondary focus on values and goals is a more beneficial way to impact culture. 60. 19) Which of the following is NOT one of the chief factors that defines a company's corporate culture? B. A. B. Which of the following does NOT describe the deaf culture? Corporate culture depends on how strongly its strategic vision is linked to the company's core values. 68. 19. The topic, subtopic, and section number for the subsequent measurement of asset retirement obligations. D. Typically, key elements of the culture originate with a founder or certain strong leaders who articulated them as a set of business principles, company policies, operating approaches, and ways of dealing with employees, customers, vendors, shareholders, and local communities where the company has operations. Which of the following is NOT particularly helpful in perpetuating a company's culture? B. B. MGMT 449 CHAPTER 12 (Done) Flashcards | Quizlet E. serve to give top-priority emphasis to every employee in training programs a company conducts. D. there is reduced need to employ benchmarking, best practice programs, reengineering, Six Sigma, and TQM to achieve competitive advantage. D. overemphasis on employee empowerment, a complacent approach to building competencies and capabilities, no coherent business philosophy, and excessively bureaucratic policies and procedures. c) Insular cultures, politicized cultures, and unethical cultures D. to manipulate jobholders into thinking traditions are important. 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. Which of the following does not describe Byzantine culture? At companies where executives believe in the merits of practicing the values and ethical principles that have been espoused, the: 11. Unit 5 Philosophy Flashcards | Quizlet The famous but controversial Sapir-Whorf hypothesis, named after two linguistic anthropologists, Edward Sapir and Benjamin Lee Whorf, argues that people cannot easily understand concepts and objects unless their language contains words for these items (Whorf, 1956). Which of the following principles does Hamilton suggest the new federal judiciary will establish? Culture is the beliefs, behaviors, objects, and other characteristics shared by groups of people. Determine the p-value in (a) and interpret its meaning. Which of the following does not describe Byzantine culture? human's dependency on material objects. C. does more to detract from a company's chances for strategic success and market leadership than to help it. 27. Which of the following is NOT a technique that companies employ to embed core values and ethical standards? E. Having senior executives frequently reiterate the importance and role of company values and ethical principles at company events and internal communications to employees. C. Multi-business warning actions Which of the following is NOT an example of leadership actions or managerial practices taken to foster a results-oriented, high-performance culture? View spoken English as an optional second language. D. Establishing a corporate conscience The empire was a melting pot of Grecian influences, Roman, Armenian, and a number of other cultures. The man who is being offered the crickets asks to know more about them. CH 12 Flashcards | Quizlet B. is best done by instituting an aggressive program to train employees in the ways and beliefs of the new culture to be implanted. 6. Which of the following does NOT describe an unhealthy company culture? C. requires a determined effort by a limited number of employees. A. virtually guarantees that a company will be (or soon become) the acknowledged industry leader because of the ethical and socially approved manner in which its business is being conducted. Direct link to Yagnesh Peddatimmareddy's post Well, You can zoom in by , Posted 2 years ago. 2. C. Mandating full compliance with all laws and regulations For example, in many countries, religious minorities (religions that are not the dominant religion) often face discrimination. c) Screening out job applicants who do not exhibit compatible character traits Culture is the beliefs, behaviors, objects, and other characteristics shared by groups of people. 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. No code of ethics and deep hostility to change and to people who champion new ways of doing things
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