E. In a weak-culture company, there is usually a dearth of intellectual capital and inattention to building core competencies. Company executives are driven by greed and ego gratification. E. Shifting from decentralized to centralized decision-making so as to give senior executives more authority and control in driving the cultural change. A. 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 primary purpose of sociology? 18. Frequent reiteration of core values by senior managers and group members C. Barring dealing with suppliers that employ child labor or engage in other unsavory practices D. need to be personally written and presented by the CEO to reinforce the company values and convictions so that employees will take it seriously. E. typically run by amoral managers who have little regard for high ethical standards. C. altering the company's financial objectives. Some cultures place significant value in things such as ceremonial artifacts, jewelry, or even clothing. E. as disciplinary measures in making the employees perform better and achieve targets. A deeply embedded culture tightly matched to the strategy aids the cause of competent strategy execution by steering company personnel to culturally approved behaviors and work practices and thus makes it far simpler to root out operating practices that are a misfit. D. reflect an aspect of company culture no longer current. 11) A company's culture is in part defined and identified by Which of the following statements about a high-performance culture is NOT true? 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. C. A company's culture, once established, tends to remain stable and entrenched over time. E. a strong fixation on attending to what customers are saying and how their needs and expectations are to be met. 34. B. is always a short-term exercise. There is a lot of modern research that is now solidifying language relativity. 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. D. overemphasis on employee empowerment, a complacent approach to building competencies and capabilities, no coherent business philosophy, and excessively bureaucratic policies and procedures. Only rarely, because it is natural for company personnel to cling to existing practices and to be wary of new approaches In leading the push for proficient strategy execution and operating excellence, the roles of top-level managers include all of the following EXCEPT: A lack of values and principles that are consistently preached or widely shared Immediately dismissing any employee caught violating the company's code of ethics or disregarding core values 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. D. the culture has to be changed to accommodate the requirements of good strategy execution as rapidly as can be managed. Corporate culture varies widely in companies, depending on internal and external forces. there is a strong sense of involvement on the part of company personnel and an emphasis on individual initiative and effort. C. Being out front personally, leading the execution process and driving the pace of progress E. Shift from decentralized to centralized decision-making so as to give senior executives more authority and control in driving cultural change. Prohibiting giving or accepting bribes, kickbacks, or gifts 33. 65. D. Using motivational techniques and compensation incentives to inspire employees 13) Which of the following is NOT an integral part of transforming core values and ethical standards into cultural norms? D. conducting an employee survey to determine the organization's cultural norms and what company personnel like and dislike about the current culture. At the 0.05 level of significance, is there evidence of. Novels written by cultural anthropologists Thirteen independent courts of final jurisdiction over the same causes, arising upon the same laws, is a hydra in government, from which nothing but contradiction and confusion can proceed.- Alexander Hamilton, Federalist No. 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. 15) Which of the following are unhealthy cultures that impede good strategy execution? Which of the following statements does not describe an element of the argument against this distinction? 38. 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 . E. the company's track record in taking market share away from rivals. B. management expectations and co-worker peer pressure cause employees to conform. 14) Which of the following can help in changing a problem culture? B. b) Instituting procedures for enforcing ethical standards D. In a high-performance culture, the clear and unyielding expectation is that all company personnel will strictly follow company policies and procedures. A. Which of the following does NOT describe the deaf culture? 14) Which of the following does not describe a factor? All of the following are distinctive characteristics of an unhealthy corporate culture EXCEPT: 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: D. When a strong culture is unhealthy or otherwise out of sync with the actions and behaviors needed to execute the strategy successfully D. D. learning the obstacles in the path of good execution and clearing the way for progress. Independence is highly valued. Which of the following statements does NOT accurately describe corporate culture? d) Executives have to know the weaknesses of their subordinates to begin the change process. Which of the following topics would least likely be contained in a company's code of ethics? A. When trying to change a problem culture, management should undertake such steps as: Citing reasons why and how certain behavioral norms and work practices in the current culture pose obstacles to good execution of new strategic initiatives Organizational culture does not directly impact or influence a company's success. 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. (10 Points) varies from place to place preserves tradition embraces conformity exists in rural areas 9. D. Periodically having ceremonial occasions to recognize individuals and groups who display the values and ethical principles 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. Using empowerment to help create a fully engaged workforce 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 Which of the following is a hallmark of adaptive corporate cultures? Which of the following is a typical characteristic of a weak company culture? A company's corporate culture is BEST defined and identified by: 2. Karen O'Donnell and other female employees refused to wear smocks. E. strictly enforced in strong culture companies and weakly enforced in weak culture companies. 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? Insular cultures, politicized cultures, and unethical cultures. Given this, someone could very well say that they are influenced by internet culture, rather than an ethnicity or a society! 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. A. View spoken English as an optional second language. Thinking dried squid is smelly or people shouldnt eat insects are examples of, Cartoon showing a person offering another man some deep fried crickets. Question 2 of 5 Question 2 2 points Save An We learned that planning. All of the following are examples of leadership actions or managerial practices taken to foster a results-oriented, high-performance culture EXCEPT: A. 67. The first step in fixing a problem culture is for top management to: identify facets of the present culture that are conducive to good strategy execution and those that are not. In this. b) Adaptive cultures A. d) There is willingness on the part of organization members to accept discipline and subordination C. Mandating full compliance with all laws and regulations C. requires a determined effort by a limited number of employees. 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 However, higher order thinking is a direct result of language. 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. How a language affects the way we think about the world is called, Lets think about another everyday example. youngster had disordered hearing present at birth E. Overzealous pursuit of wealth and status on the part of key executives. a) Inwardly focused cultures, change-resistant cultures, and adaptive cultures 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. c. If appropriate, use the Marascuilo procedure and alpha=0.05 to determine which age groups are different. C. Steering company personnel toward both doing things right and doing the right thing 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. 4. A shared willingness to adapt core values to fit the changing requirements of an evolving strategy 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? Replacing senior executives who are strongly identified with the old culture and who may be stonewalling needed organizational and cultural changes Which of the following does NOT describe an unhealthy company culture? E. Exhibiting teamwork and cooperative attitudes, 15. B. Validating the integrity and above-board nature of the company's business principles and operating methods Instead they reported to work in business attire and were suspended. E. Avoiding use of company assets, resources, and property for personal or other inappropriate purposes. 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 A.nomadic B.hunted woolly mammoths and mastodons C.invented pottery making*** D. needed sources of stone for tools asked by Summer September 8, 2016 10 answers Yes, C. Ms. Sue September 8, 2016 the answers are d c b,c answered by ANSWERS September 6, 2019 D. A tight strategy-culture alignment enhances the creation of core competencies and distinctive competencies. D. establishing a must-be-invented-here mindset. Corporate culture depends on how strongly its strategic vision is linked to the company's core values. Which of the following situations would make him eligible ? To which of the following does ethnography NOT refer? C. Setting stretch objectives and clearly communicating expectations for reaching targets I hope people watching the other playlists on language that argue against this will read this article and research it themselves. Which of the following accounts will usually appear in the post-closing trial balance? D. Weak-culture companies are fairly receptive to change and to people who champion new ways of doing things. 63. Why or why not? Through such an understanding, polygamy makes cultural sense. What is the total purchase price? It never spread beyond the borders of the Byzantine Empire. 20. 21. C. a politicized internal environment, hostility to change and an aversion to looking outside the company for best practices, new managerial approaches, and innovative ideas. Which one of the following best describes core American values? Making champions out of the people who spearhead new ideas and/or turn in winning performances One person is saying "you're a jerk" to the person who sat far away from him. Another person walks up and tells you off for being rude. Direct link to Isaac Deatherage's post Language relativity! 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. In adaptive corporate cultures: 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: A few common characteristics of individualistic cultures include: Being dependent upon others is often considered shameful or embarrassing. D. rewarding departments that observe cultural norms with above-average budget increases and penalizing those who don't with budget cuts. d) Having senior executives frequently reiterate the importance and role of company values and ethical principles at company events an internal communications to employees. We interact with others not in isolation but in a specific setting. B. a strongly entrenched competitive strategy. E. deciding how to identify the problems that need fixing. 80,178880, 178880,1788. It consumes a great deal of organizational energy, often with the result that what is best for the company takes a backseat. A. D. Centralized decision making and strict enforcement of company policies Which of the following is NOT something to look for in identifying a company's culture? d) The culture can be readily incorporated into the company's strategic vision and facilitate the achievement of stretch objectives C. a decision-making effort that is subject to pressure from many different cliques. Well, You can zoom in by double clicking on the image and then you can clicke on open image on a seperate tab. D. meant to foster a work climate where company personnel share common and strongly held convictions about how the company's business is to be conducted and provide guidance in displaying the core values in their actions and behaviors. Which of the following does not describe Byzantine culture? E. When a company's culture is grounded in many of the needed strategy-executing behaviors, employees feel genuinely better about their jobs and what the company is trying to accomplish; as a consequence, greater numbers of company personnel exert their best efforts to execute the strategy and achieve performance targets. The main character walks into the high school cafeteria, and sees the students sitting in a particular arrangement: the jocks, the mean girls, the nerds, the band geeks, the stoners, the goths. 8. Frequently, a significant part of a company's culture is captured in: 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. 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. D. employ visible, forceful actionsboth substantive and symbolicto ingrain a new set of behaviors, practices, and cultural norms. B. Change-resistant 79. E. Instituting standard practices and procedures for employees to follow as a foundation for maintaining ethical and cultural norm conflict clashes and behavioral lapses. C. a strong emphasis on teamwork, strict enforcement of company policies and procedures, and incentive compensation for all employees aligned with a balanced scorecard approach to measuring performance. B. e) A high-performance culture is a valuable contributor to good strategy execution and operating excellence. C. Screening all candidates for new positions carefully, and hiring only those who appear to fit in with the new culture For example, Christmas trees can be considered ceremonial or. The first step in fixing a problem culture is for top management to: identify facets of the present culture that are conducive to good strategy execution and those that are not. Language relativity! Which of the following is NOT a technique that companies employ to embed core values and ethical standards? Codes of ethics and statements of core values: Communicating the company's good intentions A. E. management insists that official policies and procedures be followed religiously. 25. 1. When Europeans talk about coffee, they are most likely thinking about little espresso cups filled with strong coffee. 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. D. adaptive cultures. 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. E. fire employees who do not live up to the core values or who are found guilty of violating the code of ethics. Q: It's time to look back at the Terminal Course Objectives (TCOs) in this course and assess what you have learned. communication and culture. Which of the following is NOT an integral part of transforming core values and ethical standards into cultural norms? B. 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. A. there is much less risk of embarrassing ethical violations. Counterproductive cultural traits that adversely impact the work climate and company performance. The , Posted 7 years ago. 12. Instead of protecting vulnerable peoples, the usage seemed to limit them to their ancestral traditions b. D. Few widely revered traditions and few culture-induced norms