44. D. rewarding departments that observe cultural norms with above-average budget increases and penalizing those who don't with budget cuts. Changing a problem culture: 12) Which of the following statements does NOT describe high-performance cultures? E. Company cultures can be perpetuated by the telling and retelling of company legends, by regular ceremonies honoring members who display desired cultural behaviors, and by visibly rewarding those who display cultural norms and penalizing those who don't. C. weak cultures. in a pleasant tone vs a tone with disgust thats is what should be considered. It also means that we need to learn the cultural contexts that are embedded in the language itself. 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. 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 . E. both symbolic and substantive actions by executives to implant new cultural behaviors. E. a strong fixation on attending to what customers are saying and how their needs and expectations are to be met. Direct link to Carter Scott's post I really enjoyed the exam, Posted 5 years ago. 14) Which of the following can help in changing a problem culture? b) Instituting procedures for enforcing ethical standards E. as disciplinary measures in making the employees perform better and achieve targets. Which of the following statements about a strong-culture company is NOT true? Which of the following statements about adaptive corporate cultures is NOT true? Culture is the beliefs, behaviors, objects, and other characteristics shared by groups of people. 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. 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: People often place a greater emphasis on standing out and being unique. The plural concept of culture emphasizes cultural differences between groups c. 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 D. Treating employees as valued partners in the drive for operating excellence and good business performance E. The taking of positions on issues. It was heavily influenced by religious belief. C) A person is given a numeric score to indicate how much of a factor the person possesses. 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. To which of the following does ethnography NOT refer? 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. A. Word-of-mouth indoctrination of new members in the culture's fundamentals The topic number for related party disclosures. 21. Can you think of any cultural objects? On its statement of cash flows, it reported$1,241 million of cash flows from operating activities. On the one hand, ethnocentrism can lead to negative judgments of the behaviors of groups or societies. A. c) The work practices and behaviors that define "how we do things around here" Which of the following statements does NOT describe "culture"? Expert Answer. E. The firm has a commitment to hiring young people who can offer fresh thinking and new perspectives. A company's value statement and code of ethics: 10. 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. B. company personnel are amenable to changing policies and operating practices as long as the core elements of the company's strategic vision and strategy remain intact. 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. B. Utilizing people-management practices to build morale and foster pride 31. E. Instituting standard practices and procedures for employees to follow as a foundation for maintaining ethical and cultural norm conflict clashes and behavioral lapses. 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? A tendency among employees to view their jobs as just a way of making a living D. Committing to a no-layoff policy and to adequate funding of employee retirement programs C. Executives exude an "ends-justify-the-means" mentality in pursuing overambitious operating and financial targets. A. the strategy has to be changed to fit the culture as rapidly as possible. The character of a company's corporate culture is a product of all of the following EXCEPT: 3. 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. Which of the following statements about a high-performance culture is true? 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. In a weak-culture company, there is usually a dearth of intellectual capital and inattention to building core competencies. B. Expert Answer. D. Politicized Only rarely, because it is natural for company personnel to cling to existing practices and to be wary of new approaches A. being out in the field and seeing how well operations are going. E. Delegating authority to middle and lower-level managers and creating a sense of empowerment among employees to move the implementation process forward. Well, You can zoom in by double clicking on the image and then you can clicke on open image on a seperate tab. 58. A company's culture is NOT manifested in which of the following? D. Using motivational techniques and compensation incentives to inspire employees Which of the following managerial practices is NOT used to lead the effort to foster a results-oriented, high-performance culture? B. is best done by instituting an aggressive program to train employees in the ways and beliefs of the new culture to be implanted. A survey of 1,000 adult Internet users found that 55 % of the 18 to 24 year olds, 59 % of 25 to 34 year olds, 66 % of 35 to 49 year olds, 77 % of 50 to 64 year olds, and 82 % of 65 to 89 year olds opposed such ads. C. Culture is driven by subordination. B. Replacing senior executives who are strongly identified with the old culture and who may be stonewalling needed organizational and cultural changes A. This example reflects the relationship between ______. C. serve as the best benchmarks for judging whether the corporate culture is deeply ingrained, planted and accepted or not. How a language affects the way we think about the world is called, Lets think about another everyday example. A. Instituting procedures for enforcing ethical standards A. provide every employee with a copy of the company's statement of core values and code of ethics. 71. 79. Language thus influences how we understand the world around us. Which of th. 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. "can you tell me why you like them?" E. a strong leader can use coercion and the threat of punishment to enforce norms. A lack of values and principles that are consistently preached or widely shared b. B. there is wide support for high ethical standards among both managers and employees. 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? Appointing outsiders with the desired cultural attributes to high-profile positions 74. 68. Company executives are driven by greed and ego gratification. A. strictly enforced policies and procedures. A. Typically, key elements of corporate culture: originate with a founder or certain strong leader 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. I am sooooo very glad to see this in the culture section. 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. A. place pressure on company personnel to display core values and to do their part in keeping the companies traditions alive. b) Outwardly focused cultures, politicized cultures, and greed-driven cultures E. serve to give top-priority emphasis to every employee in training programs a company conducts. B. turn the espoused core values and ethical standards into strictly enforced cultural norms. In addition, culture can also demonstrate the way a group thinks, their practices, or behavioral patterns, or their views of the world. This was a surprising discovery. 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. A company's culture is in part defined and identified by: 5. 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. A few common characteristics of individualistic cultures include: Being dependent upon others is often considered shameful or embarrassing. B. Specifying what new actions, behaviors, and work practices should be prominent in the "new" culture Choose the correct answer. 28. 27. A strongly implanted corporate culture has a powerful influence on behavior because of all of the following EXCEPT: d) There is willingness on the part of organization members to accept discipline and subordination A. (Data extracted from S. Clifford, "Tracked for Ads? When they are compatible with the overarching corporate culture and are supportive of strategy-execution When trying to change a problem culture, management should undertake such steps as: 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 Use the term hearing impaired. Which of the following is NOT a factor that makes a politicized internal environment so unhealthy? B. 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 E. A genuine concern for the well-being of the organization's three biggest constituenciescustomers, employees, and shareholders. communication and culture. D. ethical behavior that is driven by subcultures. E. When the case for cultural reform is not credible, symbolic, nor substantive. 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. 17. E. instituting incentive compensation programs that generously reward employees for adopting best practices. a) Inwardly focused cultures c) Diverse cultures No code of ethics and deep hostility to change and to people who champion new ways of doing things E. No strong employee allegiance to what the company stands for or to operating the business in well-defined ways. D. Weak-culture companies are fairly receptive to change and to people who champion new ways of doing things. B. the company's strategic vision, strategic intent, and strategy have to be adjusted to better reflect ingrained core values and cultural norms. 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. 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. 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. 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. B. as reinforcement for convincing staff that the strategy is sound and molded in tradition. 18. 18) In high-performance cultures But on the other hand, ethnocentrism can create loyalty among the same social group or people in the same society. A. is never a short-term exercise. A. d) The attractiveness and the competitive strength of the industry the company is operating in These environmental organizations say that there are not many whales left and such fishing practices should be stopped. Question: Which of the following does not describe a high-performance culture? People tend to be self-reliant. E. Frontline employees display high-performance behaviors and a passion for making the company successful. 65. B. Another person walks up and tells you off for being rude. Given this, someone could very well say that they are influenced by internet culture, rather than an ethnicity or a society! B. D. the vigor and enthusiasm with which it engages in benchmarking and seeks out best practices. It was the inheritor and guardian of the Greek and Roman legacy. 19. D. employ visible, forceful actionsboth substantive and symbolicto ingrain a new set of behaviors, practices, and cultural norms. Changing a problem culture to create better alignment with strategy generally does NOT involve: 81. C. steer company personnel toward doing the right thing and convince outsiders that the company is socially responsible. Direct link to Isaac Deatherage's post Language relativity! is importing or exporting. A. A. are the single most effective measure of enforcing ethical behavior and cultural norms, provided they are written down and every employee is given a copy. C. Setting stretch objectives and clearly communicating expectations for reaching targets 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. All of the following are distinctive characteristics of an unhealthy corporate culture EXCEPT: Instead of protecting vulnerable peoples, the usage seemed to limit them to their ancestral traditions b. The menu of actions management can take to change problem culture does NOT include which of the following? C. altering the company's financial objectives. b) The atmosphere and spirit that pervades the work climate The man who is being offered the crickets asks to know more about them. 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: Access the FASB Accounting Standards Codification at the FASB website (asc.fasb.org). B. Independence is highly valued. d) Integrative cultures b) High-performance cultures are characterized by a results orientation and a spirit of achievement in beating performance targets. 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. a) There is a clear and unyielding expectation that all company personnel will strictly follow company policies and procedures. C. Being out front personally, leading the execution process and driving the pace of progress 50. Cartoon showing two people in an empty movie theater.
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