When a company's culture is out of sync with what is needed for strategic success and good strategy execution: Which of the following is NOT one of the chief factors that defines a company's corporate culture? A. being out in the field and seeing how well operations are going. 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. C. Screening out job applicants who do not exhibit compatible character traits E. Hyper-adaptive. E. a strong fixation on attending to what customers are saying and how their needs and expectations are to be met. A. Instituting procedures for enforcing ethical standards Well, You can zoom in by double clicking on the image and then you can clicke on open image on a seperate tab. Leading the drive for good strategy execution and operating excellence calls upon senior executives to: a) The core values and business principles that management preaches and practices. 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 The continuous empire-building that is a common practice as managers pursue their own agendas However, even among those of you that did go to an American high school, the definition of, So, learning a language does not mean only learning words. 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. 53. Incorporating the statement of values and the code of ethics into orientation programs for new employees and training courses for managers and employees To avoid judging the cultural practices of groups that are different to yours, we can use the. A. 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. Consider American Sign Language (ASL) to be the natural language of the deaf culture. 80,178880, 178880,1788. D. Make a concerted effort to turn the company's core competencies into distinctive competencies. A. Results-oriented, high-performance cultures are permeated with a spirit of achievement and have a good track record in meeting or beating performance targets. A company's culture is in part defined and identified by: 5. 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? C. Executives exude an "ends-justify-the-means" mentality in pursuing overambitious operating and financial targets. a) Whether it employs a low-cost provider, best-cost provider, differentiation, or focused strategy Language thus influences how we understand the world around us. The man who is being offered the crickets asks to know more about them. 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. 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: Direct link to ff142's post "can you tell me why you , Posted 7 years ago. Numerous passengers expressed that it makes you look weird. A. 18. Individual rights take center stage. 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. D. employ visible, forceful actionsboth substantive and symbolicto ingrain a new set of behaviors, practices, and cultural norms. Expecting all company personnel to display honesty and integrity in their actions and avoid conflicts of interest Which of the following statements about a strong-culture company is NOT true? 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 a difference among the age groups in the opposition to ads on web pages tailored to their interests? A. Insular and inwardly-focused 15) Which of the following are unhealthy cultures that impede good strategy execution? Which of the following techniques abbreviated as MBWA is utilized by leaders to stay informed on how well the strategy execution process is progressing? C. delegate little to subordinates and, instead, personally exert a strong, highly visible influence on the company's approaches to strategy execution. is importing or exporting. D. In a high-performance culture, the clear and unyielding expectation is that all company personnel, from senior executives to front-line employees, will display high-performance behaviors and a passion for making the company successful. What is the hallmark of an adaptive corporate culture? C. thoroughly analyzing the situation and exercising good business judgment in deciding what actions to take. B. E. both symbolic and substantive actions by executives to implant new cultural behaviors. 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. B. spending heavily on programs to train employees in the ways and beliefs of the new culture to be implanted. In other words, worldviews and cultural influences are largely embedded within the language we use, even if we are saying things like coffee. B. Question 3 (1 point) Which of the following does not describe how the culture of US schools reflect mainstream middle-class values? Which of the following does NOT describe technological advances? 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. There is one thing that has been on my mind when it comes to cultural relativism though. D. be creative in establishing policies and procedures that will instill high standards of operating excellence. Which of the following does not describe Byzantine culture A secondary focus on values and goals is a more beneficial way to impact culture. D. When they embrace conflicting business philosophies that are inconsistent with superior strategy execution A. E. Employing visible, forceful actionsboth substantive and symbolicto ingrain a new set of behaviors, practices and cultural norms, 64. Direct link to Yagnesh Peddatimmareddy's post Well, You can zoom in by , Posted 2 years ago. 45. 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. often overly gung ho about looking outside the company for best practices, new managerial approaches, and innovative ideas. Which of the following does not describe Byzantine culture? Which of the following does NOT define an unethical and greed-driven culture? Female salesclerks, by contrast, were required to wear a smock so that customers could readily identify them. A. is never a short-term exercise. I'll point you to PubMed and ask you to type in language relativity and Whorfianism and see for yourself the overwhelming evidence. Novels written by cultural anthropologists A founder or strong leader who establishes values, principles, and practices that are consistent and sensible in light of customer needs, competitive conditions, and strategic requirements 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. When trying to change a problem culture, management should undertake such steps as: B. avoiding frequent or dramatic reorganizations that could disturb existing relationships and networking among departments and company personnel. D. Weak-culture companies are fairly receptive to change and to people who champion new ways of doing things. B. being good at figuring out whether to arrive at decisions quickly or slowly in choosing among the various alternative adjustments. Hostility to change and a wariness of people who champion new ways of doing things In leading the push for proficient strategy execution and operating excellence, the roles of top-level managers include all of the following EXCEPT: A. Word-of-mouth indoctrination of new members in the culture's fundamentals How do Americans feel about online ads tailored to their individual interests? As well, the exception does not wipe out the rule. 74. National pride is also part of ethnocentrism. The task of top executives in making corrective adjustments includes: which of the following does not describe a result of the fall of the You, not used to these norms, feel confused, and anxious. B. there is wide support for high ethical standards among both managers and employees. A. Which of the following is a substantive culture-changing action that a company's managers can undertake to alter a problem culture? That means you use your own culture as the center and evaluate other cultures based on it. 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. Which of the following managerial practices is NOT used to lead the effort to foster a results-oriented, high-performance culture? 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. Which of the following does NOT describe an unhealthy company culture? Cultural values are often seen in mission and vision statements. E. holding periodic ceremonies to honor people who excel in displaying the company values and ethical principles. Which of the following topics would least likely be contained in a company's code of ethics? 75. Which of the following statements about a high-performance culture is true? c) Whether it is a well-known industry leader, and up-and-coming company that is gaining market share, a middle-of the-pack company unlikely to move up in the industry ranks, or any industry also-ran that may or may not survive. C. de-layering the management hierarchy. Explain this apparent contradiction between the loss and the positive cash flows. B. B. illustrate the kind of behavior the company reveres. D. learning the obstacles in the path of good execution and clearing the way for progress. A. tight budget controls, overly strict enforcement of longstanding policies and procedures, and high ethical standards. When are multiple subcultures MOST problematic? A. provide every employee with a copy of the company's statement of core values and code of ethics. What I mean by this is, they speak the same language. Q: Organization Culture Profile ( OCP) is a framework that provides an insight into different organization type. The topic, subtopic, and section number for the subsequent measurement of asset retirement obligations. Cartoon showing a person offering another man some deep fried crickets. 31. A. E. In a weak-culture company, there is usually a dearth of intellectual capital and inattention to building core competencies. People tend to be self-reliant. B. Which of the following is NOT a substantive culture-changing action that a company's managers can undertake to alter a problem culture? A. lead by example. E. fire employees who do not live up to the core values or who are found guilty of violating the code of ethics. E. In high-performance cultures, there's strong managerial commitment to paying big bonuses and granting generous stock options. 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. B. confirm the integrity of company personnel and signal the above-board nature of the company's business principles and operating methods. 19) Which of the following is NOT one of the chief factors that defines a company's corporate culture? 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. After numerous suspensions, the female employees were fired for violating Burlington's dress code policy. C. serve as the best benchmarks for judging whether the corporate culture is deeply ingrained, planted and accepted or not. E. the company's track record in taking market share away from rivals. Q: It's time to look back at the Terminal Course Objectives (TCOs) in this course and assess what you have learned. A. the company's strategic vision and strategic intent. 14) Which of the following does not describe a factor? 3. C. When a company decides on any innovations to its products or services 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. 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. Which of the following is NOT something to look for in identifying a company's culture? 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 10 which of the following does not describe culture a A. D. having the analytical skills to separate the problems due to a bad strategy from the problems due to bad strategy execution. 78. B. Are there cultural practices that should not be considered to fall under cultural relativism? Would that make sense to you? E. making cultural values and beliefs the centerpiece of the company's competitive strategy. B. typically tightly linked to its strategic vision and strategy. Direct link to rprangen's post When is the time appropri, Posted 3 years ago. For example, during the World Cup or Olympics, you may tend to root for your own country and believe that the players or teams representing your country are much better. A. as levers to mobilize commitment to executing the chosen strategy. C. The challenge in creating a high-performance culture is to come up with a strategic vision and strategy that wins enthusiastic support from most all company personnel. E. Overzealous pursuit of wealth and status on the part of key executives. 58. B. 39. a) The values, business principles, and ethical standards that management preaches and practices C. Culture is driven by subordination. Which of the following is NOT an integral part of transforming core values and ethical standards into cultural norms? a) Inwardly focused cultures 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. C. When they foster teamwork and support a collaborative approach to strategy execution 34. Which of the following is something to look for in identifying a company's culture? hearing questions Flashcards | Quizlet A politicized internal environment and empire-building managers who jealously guard their turf 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. identify which aspects of the present culture are supportive of good strategy execution and which ones are not. C. over time people who do not like the culture tend to leave. C. A complicated value chain that acts to create multiple subcultures Changing a problem culture: 3.2 The Elements of Culture - Sociology d) Its internal work climate and personalityas shaped by its shared values, work practices, traditions, and ingrained attitudes and behaviors that define "how we do things around here." 52. C. Continuity of leadership, small group size, stable group membership, geographic concentration, and considerable organizational success all contribute to the emergence and sustainability of a strong culture. A) Factor scores are continuous variables. Being out in the field, seeing how well operations are going Direct link to fjduenas's post lol if its not in line wi, Posted 4 years ago. Cultural Anthroppology Flashcards | Quizlet In moving to alter a problem culture, management should do all of the following EXCEPT: 36. D. using motivational techniques and compensation incentives to inspire employees. A hallmark of a strong-culture company is: Self-Quiz A. there is much less risk of embarrassing ethical violations. Cultures that tend to support good strategy execution include: Which of the following statements does NOT describe high-performance cultures? B. Instead they reported to work in business attire and were suspended. Sociology pt. 1 Flashcards | Quizlet 57. A. the prevailing view is that the best way to look out for the interests of employees is to change core values and cultural norms in whatever ways are needed to fit the changing requirements of an evolving strategy. E. Identifying how best to adapt to changing market conditions. These environmental organizations say that there are not many whales left and such fishing practices should be stopped. 48. People often place a greater emphasis on standing out and being unique. Counterproductive cultural traits that adversely impact the work climate and company performance. a. D. establishing a must-be-invented-here mindset. 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? This heavily influenced both my undergrad research as well as my graduate thesis, and it is very interesting and vital in order to more clearly understand and appreciate others. E. deciding how to identify the problems that need fixing. A. Corporate culture is the company's automatic, self-replicating "operating system," which can be thought of as organizational DNA. 79. c) It requires writing a new statement of core values, having a series of meetings with employees to explain the new cultural expectations, and having shareholders vote to ratify and adopt the new culture. 54. Depreciation Expense, If there are such things as political axioms, the propriety of the judicial power of a government being coextensive with its legislative, may be ranked among the number. 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. Direct link to kennethdomingo55's post Yes because cultural rel, Posted 6 years ago. A. 59. 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.

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