D) A person can be described on every factor. 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. Organizational culture does not directly impact or influence a company's success. A more extreme example is numeracy. E. Delegating authority to middle and lower-level managers and creating a sense of empowerment among employees to move the implementation process forward. A. forceful management actions to empower employees to adopt new operating practices. Which of the following does NOT define an unethical and greed-driven culture? E. provide a basis for designing culture-supportive incentive compensation plans and reinforcing the appropriateness of particular ethical and moral actions. 63. 55. e) A high-performance culture is a valuable contributor to good strategy execution and operating excellence. B. competent leadership at the top. c. If appropriate, use the Marascuilo procedure and alpha=0.05 to determine which age groups are different. Culture is the beliefs, behaviors, objects, and other characteristics shared by groups of people. 80,178880, 178880,1788. Which of the following is NOT something to look for in identifying a company's culture? 58. A. being out in the field and seeing how well operations are going. How a language affects the way we think about the world is called, Lets think about another everyday example. View the full answer. B. 13. 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. What makes a politicized internal environment so unhealthy? 6. Yes because cultural relativism is the ideai that's a person's , beliefs, values and practices should be undeestood based on that person's own culture, rather than be judged against the criteria or another and if everybody knows how to associate and study what others believe everyone will be united. 20. Another person walks up and tells you off for being rude. 57. It consumes a great deal of organizational energy, often with the result that what is best for the company takes a backseat. possible to compensate the losers in a country, for d) The standout traits of high-performance cultures include taking pride in doing thing right, adopting no-excuses accountability, and having a pervasive result-oriented work climate. Companies with change-resistant cultures are: B. Which of the following does not describe a primary purpose of sociology? These environmental organizations say that there are not many whales left and such fishing practices should be stopped. E. the company's track record in taking market share away from rivals. Direct link to Saema Alam's post Thats great ! E. Exhibiting teamwork and cooperative attitudes, 15. After numerous suspensions, the female employees were fired for violating Burlington's dress code policy. Appointing outsiders with the desired cultural attributes to high-profile positions Use the term hearing impaired. 14. D. Establishing a corporate conscience People tend to be self-reliant. B. confirm the integrity of company personnel and signal the above-board nature of the company's business principles and operating methods. C. members are willing to embrace a proactive approach to trying new ideas, altering operating practices, and changing pieces of the strategy provided it doesn't imperil their job security, entail cuts in compensation, or require different work practices. At companies where executives believe in the merits of practicing the values and ethical principles that have been espoused, the: 11. B. Utilizing people-management practices to build morale and foster pride B. Specifying what new actions, behaviors, and work practices should be prominent in the "new" culture B. serve as yardsticks for gauging the appropriateness of particular actions, decisions, and behaviors. 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. as reinforcement for convincing staff that the strategy is sound and molded in tradition. 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. Following a must-be-invented-here mindset. B. is best done by instituting an aggressive program to train employees in the ways and beliefs of the new culture to be implanted. High-performance cultures are inwardly focused and discount the capabilities and accomplishments of rival companies. B. Weak-culture companies do not usually have a code of ethics and have little regard for high ethical standards. Company managers and staff have little regard for ethical standards. B. personally lead the implementation process and drive the pace of progress. 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. the strategy has to be changed to fit the culture as rapidly as possible. D. Few widely revered traditions and few culture-induced norms 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. e) There is a strong sense of involvement on the part of company personnel and an emphasis on individual initiative and effort. C. does more to detract from a company's chances for strategic success and market leadership than to help it. A. 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. B. d) Change-resistant cultures, high performance culture, and politicized cultures All of the following are distinctive characteristics of an unhealthy corporate culture EXCEPT: D. Managers being well-advised In a strong-culture company: E. a strong leader can use coercion and the threat of punishment to enforce norms. 6. C. visibly praising and rewarding people who exhibit traits and behaviors that undermine the existing culture. Which of the following is NOT an integral part of transforming core values and ethical standards into cultural norms? A company's culture is typically grounded in and shaped by: 9. 14) Which of the following does not describe a factor? B. management expectations and co-worker peer pressure cause employees to conform. This example reflects the relationship between ______. B. confirm the integrity of company personnel and signal the above-board nature of the company's business principles and operating methods. Which of the following statements about the match between a company's culture and its strategy is NOT true? A. B. a preoccupation with risk management and capitalizing on related market opportunities. A. Treating employees as valued partners A. Direct link to Yagnesh Peddatimmareddy's post Well, You can zoom in by , Posted 2 years ago. Thinking dried squid is smelly or people shouldnt eat insects are examples of, Cartoon showing a person offering another man some deep fried crickets. The attractiveness and the competitive strength of the industry the company is operating in. D. In a high-performance culture, the clear and unyielding expectation is that all company personnel will strictly follow company policies and procedures. Which one of the following is NOT an appropriate step management can take to change a problem culture? A. the company's strategic vision and strategic intent. d) The culture can be readily incorporated into the company's strategic vision and facilitate the achievement of stretch objectives 19) Which of the following is NOT one of the chief factors that defines a company's corporate culture? E. Shifting from decentralized to centralized decision-making so as to give senior executives more authority and control in driving the cultural change. d) The legends and stories that people repeat to illustrate and reinforce the company's core values, traditions, and business practices No code of ethics and deep hostility to change and to people who champion new ways of doing things 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. B. multiple cultures (or subcultures) rather than a single culture. The topic, subtopic, and section number for the subsequent measurement of asset retirement obligations. The character of a company's corporate culture is a product of all of the following EXCEPT: 3. a) The values, business principles, and ethical standards that management preaches and practices The two culture-building roles of a company's stated values and ethical standards are to: 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. communicate the company's good intentions and establish a corporate conscience. C. putting constructive pressure on the organization to execute the strategy with excellence. a) Inwardly focused cultures, change-resistant cultures, and adaptive cultures 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. 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. 70. D. Using ceremonial occasions to recognize individuals and groups who display the values and ethical principles C. dedicated efforts on the part of management to communicating values and business principles to organization members and explaining how they relate to the company's business environment. 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 Which of the following statements about a company's culture is NOT true? Who gets to define what a moral cultural behavior is? 25. E. Avoiding use of company assets, resources, and property for personal or other inappropriate purposes.

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