which of the following does not describe culture? which of the following does not describe culture?

E. can be done quickly only if managers tie incentive compensation to exhibiting the desired new cultural behaviors and if managers visibly praise people who exhibit the desired new cultural traits. The character of a company's corporate culture is a product of all of the following EXCEPT: 3. D. establishing a must-be-invented-here mindset. e) Periodically having ceremonial occasions to recognize individuals and groups who display the values and ethical principles. View spoken English as an optional second language. In a weak-culture company, there is virtually no employee support for the company's strategic vision and strategy. C. The firm's unflinching belief in the company's superiority breeds a champion's attitude and thus they thrive on doing better by adapting to fresh thinking from outside the company. 3) Typically, key elements of corporate culture, 5) All the following are necessary in the creation of high-performance cultures, EXCEPT, 6) Change-resistant cultures encourage all the following undesirable and unhealthy behaviors, EXCEPT, 7) A strongly implanted corporate culture has a powerful influence on behavior because of all the following EXCEPT. Through such an understanding, polygamy makes cultural sense. 3. This is where my question begins. E. Revising policies and procedures in ways that will help drive cultural change. Burlington Coat Factory Warehouse, Inc., had a dress code that required male salesclerks to wear business attire consisting of slacks, shirt, and a necktie. For example, having several wives perhaps makes economic sense among herders who move around frequently. Would that make sense to you? 14. 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. E. A strong preference for performance-based compensation systemsespecially the payment of bonuses and stock options. E. be charismatic, decisive decision-makers, and make inspiring speeches at company events. 46. B. prone to be preoccupied with avoiding risks and are unlikely to pursue actions to capture emerging opportunities. 29. Which of the following is a hallmark of adaptive corporate cultures? D. A tight strategy-culture alignment facilitates building core competencies and distinctive competencies that lead to low operating costs and a cost-based competitive advantage. Organizational culture does not directly impact or influence a company's success. C. requires a determined effort by a limited number of employees. 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. No code of ethics and deep hostility to change and to people who champion new ways of doing things Which of the following does NOT describe an unhealthy company culture? 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. Rule of Law B.) Insular cultures, politicized cultures, and unethical cultures. 59. B. A. treating employees as individuals with no regard for their rank or contributions. D. Companies adopt accounting principles that make their financial performance appear better than it really is. 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: D. adaptive cultures. Which of the following principles does Hamilton suggest the new federal judiciary will establish? A. selecting a team of key employees to lead the culture change effort and design a plan for cultural change. c) The strength of peer pressure that exists to do things in particular ways and conform to expected norms B. C. putting constructive pressure on the organization to execute the strategy with excellence. 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: A. strong cultures. 43. A. staying on top of what is happening. 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. If the President (Executive Branch) vetoes a bill made by Congress (Legislative Branch) this is an example of: A.) 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 Which of the following is NOT an example of leadership actions or managerial practices taken to foster a results-oriented, high-performance culture? Which of the following does NOT define an unethical and greed-driven culture? d) The culture can be readily incorporated into the company's strategic vision and facilitate the achievement of stretch objectives Direct link to ff142's post "can you tell me why you , Posted 7 years ago. B. competent leadership at the top. B. Direct link to kennethdomingo55's post Yes because cultural rel, Posted 6 years ago. To which of the following does ethnography NOT refer? B. delegating authority to middle and lower-level managers and creating a sense of empowerment among employees to move the implementation process forward. C. Weak cultures provide little assistance in executing strategy because there are no traditions, values, or behavioral norms that management can use as levers to mobilize commitment to executing the chosen strategy. It is very true. The mere necessity of uniformity in the interpretation of the national laws, decides the question. D. Talking openly about the problems of the present culture and how new behaviors will improve performance 19) Which of the following is NOT one of the chief factors that defines a company's corporate culture? Which of the following is NOT a common trait of an unhealthy company culture? A. What makes a politicized internal environment so unhealthy? A good strategy-culture alignment makes it possible to establish a much bolder strategic vision and strategic intent. A)Values that are unique to American culture B)Values that are universal to all cultures C)Values that do not influence behavior within the larger American society D)Values that reflect American ideals Values that are unique to American culture D. Make a concerted effort to turn the company's core competencies into distinctive competencies. Managing business with action 45. is importing or exporting. A. 70. in a pleasant tone vs a tone with disgust thats is what should be considered. 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. Q: It's time to look back at the Terminal Course Objectives (TCOs) in this course and assess what you have learned. C. often overly gung ho about looking outside the company for best practices, new managerial approaches, and innovative ideas. This was a surprising discovery. E. The firm has a commitment to hiring young people who can offer fresh thinking and new perspectives. a) Immediately dismissing any employees caught violating the company's code of ethics or disregarding core values E. Identifying how best to adapt to changing market conditions. The topic number for related party disclosures. Managing by walking around Two different cultures may have very different answers, as we saw in the above example. A secondary focus on values and goals is a more beneficial way to impact culture. A. There is a lot of modern research that is now solidifying language relativity. Locally, it is argued that the practice has cultural roots, but such a practice has raised concerns among many international human rights organizations. B. multiple cultures (or subcultures) rather than a single culture. C. the dominating presence of certain deeply rooted values and norms of behavior that are widely shared. For example, in many countries, religious minorities (religions that are not the dominant religion) often face discrimination. A. there is much less risk of embarrassing ethical violations. 73. A commitment to having fun and creating a fun work environment C. Mandating full compliance with all laws and regulations E. low-performance cultures. C. talk openly about the problems of the present culture and how new behaviors will improve performance. A. 16. D. employ visible, forceful actionsboth substantive and symbolicto ingrain a new set of behaviors, practices, and cultural norms. A. a deep commitment to employee training, unusually attractive fringe benefit packages for company personnel, and frequently revised and updated values and ethics statements. E. A genuine concern for the well-being of the organization's three biggest constituenciescustomers, employees, and shareholders. Question: 11. A company's culture is typically grounded in and shaped by: 9. Picture walking into a nearly empty movie theater when visiting another country, and not sitting next to the only person in the theater. Given this, someone could very well say that they are influenced by internet culture, rather than an ethnicity or a society! Which of the following statements about a high-performance culture is NOT true? 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. (See Title VII of the Civil Rights Act. Use the term hearing impaired. e) There is reduced need to employ benchmarking, best practice programs, reengineering, Six Sigma, and TQM to achieve competitive advantage, John David Jackson, Patricia Meglich, Robert Mathis, Sean Valentine, Information Technology Project Management: Providing Measurable Organizational Value, Service Management: Operations, Strategy, and Information Technology. C. Barring dealing with suppliers that employ child labor or engage in other unsavory practices A company's value statement and code of ethics: 10. The place for management to begin in trying to change a problem culture is: Norms that you are used to are neither right nor wrong, just different. 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. sounds a little rude. When they are compatible with the overarching corporate culture and are supportive of strategy-execution B. serve as yardsticks for gauging the appropriateness of particular actions, decisions, and behaviors. 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. Correct answer is WAITING TO BE CALLED ON TO SPEAK, as the culture of mainstream middle class values is more . C. gathering information firsthand and gauging the progress being made. Leading the drive for good strategy execution and operating excellence calls upon senior executives to: 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. 42. To deeply ingrain core values and ethical standards, a company must: The retelling of legendary stories does a lot for establishing a company's core values, but it should NOT: Which of the following is a benefit of closely aligning the corporate culture with the requirements for proficient strategy execution? C. steer company personnel toward doing the right thing and convince outsiders that the company is socially responsible. 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. The characteristics of a strong-culture company include all of the following EXCEPT: D. Managers being well-advised C. Executives exude an "ends-justify-the-means" mentality in pursuing overambitious operating and financial targets. words and their referents. The sales tax rate is 6.4 percent. Is whaling immoral? E. the company's track record in taking market share away from rivals. E. a strong leader can use coercion and the threat of punishment to enforce norms. D. Centralized decision making and strict enforcement of company policies C. Encouraging everyone to use their influence in helping enforce observance of core values and ethical standards Direct link to Isaac Deatherage's post Language relativity! e) The company's strategic vision, strategic intent, and culture strategy. A. as levers to mobilize commitment to executing the chosen strategy. The Sapir-Whorf Hypothesis! D. A commitment to the types of core values and ethical standards that make a company a great place to work Can you think of any cultural objects? It takes concerted management action over a period of time to root out unconstructive behaviors and replace them with new ways of doing things. B. Utilizing people-management practices to build morale and foster pride A. How do Americans feel about online ads tailored to their individual interests? Cartoon showing a person offering another man some deep fried crickets. 14) Which of the following does not describe a factor? Why or why not? E. as disciplinary measures in making the employees perform better and achieve targets. The task of top executives in making corrective adjustments includes: C. de-layering the management hierarchy. National pride is also part of ethnocentrism. A good strategy-culture alignment enhances a company's cost competitiveness. Company managers and staff have little regard for ethical standards. Expecting all company personnel to display honesty and integrity in their actions and avoid conflicts of interest 8) What makes a politicized internal environment so unhealthy? E. In high-performance cultures, there's strong managerial commitment to paying big bonuses and granting generous stock options. See answers Advertisement andriansp The hallmarks of a high-performance corporate culture include: C. A company's culture, once established, tends to remain stable and entrenched over time. my child an, Posted a year ago. E. revising policies and procedures in ways that will help drive cultural change. d) Executives have to know the weaknesses of their subordinates to begin the change process. E. In a strong-culture company, values and behavioral norms are like crabgrass: deeply rooted and hard to weed out. 18) In high-performance cultures A. Identifying which aspects of the present culture are supportive of good strategy execution and which ones are not Direct link to rprangen's post When is the time appropri, Posted 3 years ago. 52. B ) There are many factors to describe everyone . There is one thing that has been on my mind when it comes to cultural relativism though. When Europeans talk about coffee, they are most likely thinking about little espresso cups filled with strong coffee. 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 A. provide every employee with a copy of the company's statement of core values and code of ethics. Enthusiastic support for the company's strategic vision and strategy e) Achievement-oriented cultures, 17) Which of the following is NOT a fundamental part of a company's culture? Numerous passengers expressed that it makes you look weird. C. Visibly rewarding those who display cultural norms and penalizing those who don't 78. 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. 54. Which of the following is NOT an integral part of transforming core values and ethical standards into cultural norms? E. an emphasis on innovation, a strong preference for hiring managers from outside the company, and few core values and traditions. A hallmark of a strong-culture company is: A. Continuity of leadership, small group size, stable group membership, geographic concentration, and considerable organizational success 4. B. B. being good at figuring out whether to arrive at decisions quickly or slowly in choosing among the various alternative adjustments. 53. 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. 65. A. identifying facets of the present culture that are obstacles to executing the company's strategy and meeting performance targets. E. management must urge the company to participate in an all-out effort to create a different portfolio of competencies and capabilities that will permit the strategy to be changed in ways that will fit the culture. Cartoon showing two people in an empty movie theater. 34. human's dependency on material objects. Explain this apparent contradiction between the loss and the positive cash flows. Thinking dried squid is smelly or people shouldnt eat insects are examples of, Cartoon showing a person offering another man some deep fried crickets. C. encourage company personnel to observe the core values and ethical standards. Which of the following topics would least likely be contained in a company's statement of its core values? Question: Which of the following does not describe a high-performance culture? B. Specifying what new actions, behaviors, and work practices should be prominent in the "new" culture 1. B. D. When they embrace conflicting business philosophies that are inconsistent with superior strategy execution Which of the following situations would make him eligible ? 40. 2. 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. B3.) Using empowerment to help create a fully engaged workforce View the full answer. A. knowing when to replace poorly performing workers and when to do a better job of coaching them to do the right things. Being out in the field, seeing how well operations are going For example, many countries and international organizations oppose the act of whaling (the fishing of whales) for environmental reasons. The firm believes they have all the answers because of their past great market success and is thus overconfident. Expert Answer. Which of th. B. E. In a weak-culture company, there is usually a dearth of intellectual capital and inattention to building core competencies. Which of the following is NOT a factor that makes a politicized internal environment so unhealthy? Which of the following describes how organizational culture influences success? Access the FASB Accounting Standards Codification at the FASB website (asc.fasb.org). Information Technology Project Management: Providing Measurable Organizational Value, Service Management: Operations, Strategy, and Information Technology, John David Jackson, Patricia Meglich, Robert Mathis, Sean Valentine, Ohio Pre-Licensing Insurance Quiz Questions. A. The best answer is that primitive instincts such as emotions and evolutionary impulses all arise genetically from the one original tribe of humans so that they could survive. In most examples that I have found online, both parties seem to be able to understand one another. Another person walks up and tells you off for being rude. D) A person can be described on every factor. I hope people watching the other playlists on language that argue against this will read this article and research it themselves. C. A complicated value chain that acts to create multiple subcultures 12) Which of the following statements does NOT describe high-performance cultures? C. When they foster teamwork and support a collaborative approach to strategy execution D. 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 3. C. Calling upon first-level supervisors and rank-and-file employees to identify cultural barriers to good strategy execution and then to lead the cultural change effort After numerous suspensions, the female employees were fired for violating Burlington's dress code policy.