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

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

C. a decision-making effort that is subject to pressure from many different cliques. D. When they embrace conflicting business philosophies that are inconsistent with superior strategy execution These environmental organizations say that there are not many whales left and such fishing practices should be stopped. The most important symbolic actions are those that top executives take to: 80. E. Shifting from decentralized to centralized decision-making so as to give senior executives more authority and control in driving the cultural change. C. follow by example. C. thoroughly analyzing the situation and exercising good business judgment in deciding what actions to take. A politicized internal environment and empire-building managers who jealously guard their turf 61. B. doesn't necessarily impact a company's long-term strategic success favorably or unfavorably. Even color perception is based off of language. 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. C. Visibly rewarding those who display cultural norms and penalizing those who don't A strong emphasis on developing innovative core competencies and competitive capabilities 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. B. E. a strong leader can use coercion and the threat of punishment to enforce norms. b) The company's standard of what is ethically acceptable and what is not, along with the "chemistry" and "personality" that permeates its work environment B ) There are many factors to describe everyone . C. how much stretch is built into the company's financial and strategic performance targets. D. follow the majority. A. treating employees as individuals with no regard for their rank or contributions. C. Multi-business warning actions communication and culture. Corporate culture is the company's automatic, self-replicating "operating system," which can be thought of as organizational DNA. C. A tight strategy-culture fit steers company personnel into displaying behaviors and adopting operating practices that promote good strategy execution. A strongly implanted corporate culture has a powerful influence on behavior because of all of the following EXCEPT: A. forceful management actions to empower employees to adopt new operating practices. Direct link to rprangen's post When is the time appropri, Posted 3 years ago. After numerous suspensions, the female employees were fired for violating Burlington's dress code policy. A conservative strategy, prudent risk-taking, and strong peer pressures to observe cultural norms 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. Identifying which aspects of the present culture are supportive of good strategy execution and which ones are not D. Maintaining a consistent strategic vision and strategic intent over time D. adaptive cultures. 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. 63. E. In a strong-culture company, values and behavioral norms are like crabgrass: deeply rooted and hard to weed out. C. there is reduced need to incorporate negative motivational practices and punitive-type incentives into the reward structure and in the company's approach to people management. Which of the following accounts will usually appear in the post-closing trial balance? A. knowing when to replace poorly performing workers and when to do a better job of coaching them to do the right things. 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. C. serve as the best benchmarks for judging whether the corporate culture is deeply ingrained, planted and accepted or not. 6. Corporate culture varies widely in companies, depending on internal and external forces. D. Centralized decision making and strict enforcement of company policies A. knowing when to continue with the present corporate culture and when to shift to a different and better corporate culture. E. Revising policies and procedures in ways that will help drive cultural change. You, not used to these norms, feel confused, and anxious. E. A genuine concern for the well-being of the organization's three biggest constituenciescustomers, employees, and shareholders. Another person walks up and tells you off for being rude. All of the following are distinctive characteristics of an unhealthy corporate culture EXCEPT: Technology companies, software companies, and Internet-based companies are good illustrations of organizations with: Which of the following are unhealthy cultures that impede good strategy execution? 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. Using motivational techniques and compensation incentives to inspire employees 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 E. When they guide management in coming up with consistent approaches to executing company strategies, 56. 40. 21. The continuous empire-building that is a common practice as managers pursue their own agendas 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. 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. A hallmark of a strong-culture company is: Corporate culture depends on how strongly its strategic vision is linked to the company's core values. D. It also means that we need to learn the cultural contexts that are embedded in the language itself. B. 22. C. a company has more strategy flexibility because it can change its strategy and be confident that the culture will welcome the strategy changes and be an ally in implementing whatever changes are called for. 69. I'll point you to PubMed and ask you to type in language relativity and Whorfianism and see for yourself the overwhelming evidence. E. Following a must-be-invented-here mindset. Because it may be part of a countrys oceanic culture, this country may say that such a cultural practice should not be opposed based on cultural differences, say, by an inland country that does not understand. 44. 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. B. illustrate the kind of behavior the company reveres. C. does more to detract from a company's chances for strategic success and market leadership than to help it. D. there is reduced need to employ benchmarking, best practice programs, reengineering, Six Sigma, and TQM to achieve competitive advantage. Which of the following managerial practices is NOT used to lead the effort to foster a results-oriented, high-performance culture? 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. A. is one of the toughest managerial tasks because of the heavy anchor of ingrained behaviors and ways of doing things. 1)It is genetic (inherited ) (Culture is defined as the set distinct practise ,beliefs ,ideologies ,traditions ,shared by a group of people .Culture can differ within societies and nations and there can be subcultures within culture .And culture is le . A. the company's strategic vision and strategic intent. A. values and behavioral norms are like crabgrassdeeply rooted and hard to weed out. E. convincing employees that top management is genuinely committed to high ethical standards and the exercise of corporate social responsibility. It never spread beyond the borders of the Byzantine Empire. Changing a problem culture to create better alignment with strategy generally does NOT involve: Which one of the following best describes core American values? Citing reasons why and how certain behavioral norms and work practices in the current culture pose obstacles to good execution of new strategic initiatives E. Designing compensation incentives that boost the pay of teams and individuals who display the desired cultural behaviors and hitting change-resisters in the pocketbook. 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. 17. A corporate culture founded on ethical business principles and socially approved values: 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. To avoid judging the cultural practices of groups that are different to yours, we can use the. 19) Which of the following is NOT one of the chief factors that defines a company's corporate culture? D. give big pay raises and bonuses to individuals and groups who display the company's core values and observe its ethical standards. lol if its not in line with the dominant culture than its considered "strange", if someone asked "why do you like them"? The topic, subtopic, and section number for the initial measurement of internal-use software. A. the presence of counterproductive cultural traits that adversely impact the work climate and company performance. 75. D. developing a new value statement that inspires company personnel to put forth their best efforts to achieve performance targets. Tribes that only have words for "one," "two," and "more" do not see a difference between 5 or 7. Would that make sense to you? Frequently, a significant part of a company's culture is captured in: E. Exhibiting teamwork and cooperative attitudes, 15. B. Which of the following is NOT one of the chief factors that defines a company's corporate culture? Hostility to change and a wariness of people who champion new ways of doing things 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. B. being good at figuring out whether to arrive at decisions quickly or slowly in choosing among the various alternative adjustments. The retelling of legendary stories does a lot for establishing a company's core values, but it should NOT: b) A company's strategic approach needs to be revamped to better fit the company's desired cultural traits. 16. 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. A. 59. C. over time people who do not like the culture tend to leave. A. identify which aspects of the present culture are supportive of good strategy execution and which ones are not. Which of the following is a substantive culture-changing action that a company's managers can undertake to alter a problem culture? Question: 11. Female salesclerks, by contrast, were required to wear a smock so that customers could readily identify them. a) Inwardly focused cultures, change-resistant cultures, and adaptive cultures 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. 13. Which of the following does NOT describe the concept of place?" (10 Points) socially constructed feelings and emotions about a location loss of uniqueness of place 8. 2. No code of ethics and deep hostility to change and to people who champion new ways of doing things B. confirm the integrity of company personnel and signal the above-board nature of the company's business principles and operating methods. Culture could be based on shared ethnicity, gender, customs, values, or even objects. C. the best indicators of a company's social responsibility strategy. Determine the p-value in (a) and interpret its meaning. Culture is the beliefs, behaviors, objects, and other characteristics shared by groups of people. 58. 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. When they are compatible with the overarching corporate culture and are supportive of strategy-execution Cartoon showing two people in an empty movie theater. $5.86$19.79. The attractiveness and the competitive strength of the industry the company is operating in. E. fire employees who do not live up to the core values or who are found guilty of violating the code of ethics. D. Weeding out managers who are consistently in the ranks of the lowest performers (the bottom 10 percent) and who are not enthusiastic about the strategy or how it is being executed 60. D. Adaptive cultures are exceptionally well-suited to companies with fast-changing strategies and market environments. C. encourage company personnel to observe the core values and ethical standards. 78. Correct answer is WAITING TO BE CALLED ON TO SPEAK, as the culture of mainstream middle class values is more . A. selecting a team of key employees to lead the culture change effort and design a plan for cultural change. A company's culture is typically grounded in and shaped by: 9. D. Centralized decision making, strict enforcement of company policies, diligent pursuit of a distinctive competence, and a bold strategic intent are the hallmarks of a strong-culture company. 70. People love to ask for citations. In practice, it is not always E. making cultural values and beliefs the centerpiece of the company's competitive strategy. E. the company's track record in taking market share away from rivals. A good strategy-culture alignment makes it possible to establish a much bolder strategic vision and strategic intent. 41. 7. A few common characteristics of individualistic cultures include: Being dependent upon others is often considered shameful or embarrassing. 3. E. there is little need for policies and procedures because group members willingly accept experimentation and innovation. In your opinion, does that mean that trade B3.) 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. Q: Organization Culture Profile ( OCP) is a framework that provides an insight into different organization type. D. The overabundance of political maneuvering that takes away from efforts to execute strategy 46. Q: It's time to look back at the Terminal Course Objectives (TCOs) in this course and assess what you have learned. 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. 52. c) Insular cultures, politicized cultures, and unethical cultures E. using the tools of benchmarking, best practices, business process reengineering, TQM, and Six Sigma to focus attention on continuous improvement. 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? 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." A. 48. Can you think of any cultural objects? 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. It was heavily influenced by religious belief. B. competent leadership at the top. C. setting stretch objectives and clearly communicating expectations for reaching targets. Which of the following does NOT define an unethical and greed-driven culture? D. A commitment to the types of core values and ethical standards that make a company a great place to work Imagine that we are watching an American teen movie on TV. The characteristics of a strong-culture company include all of the following EXCEPT: E. revising policies and procedures in ways that will help drive cultural change. Which of the following contribute to the emergence and sustainability of a strong culture? Which of the following is a common characteristic of unhealthy corporate cultures? Company executives are driven by greed and ego gratification. A. The man who is being offered the crickets asks to know more about them. E. steer company personnel toward both doing things right and doing the right thing. Leading the drive for good strategy execution and operating excellence calls upon senior executives to: 54. Which of the following does NOT describe Culture? 28. D. Treating employees as valued partners in the drive for operating excellence and good business performance B. avoiding frequent or dramatic reorganizations that could disturb existing relationships and networking among departments and company personnel. B. a strongly entrenched competitive strategy. B. strong managerial commitment to display company values and principles in their own actions and behavior. Which of the following would not describe Paleo-Indian culture? E. avoid cross-unit cooperation. Unhealthy company cultures typically have such characteristics as: There is one thing that has been on my mind when it comes to cultural relativism though. E. Identifying how best to adapt to changing market conditions. Direct link to Carter Scott's post I really enjoyed the exam, Posted 5 years ago. 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 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. D. ingrained shared values and business principles guide management in making decisions. Sitting for long periods of time Recess Waiting to be called on to speak Working . 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. A commitment to having fun and creating a fun work environment It blended Greco-Roman culture with eastern influences. Use the term hearing impaired. Making a compelling case for why the company's new strategic direction and culture-remodeling efforts are in the organization's best interests and why company personnel should wholeheartedly join the effort to doing things somewhat differently This example reflects the relationship between ______. The firm never underestimates rivals because of their proven track record in defending challenges. 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 Which of the following is NOT a characteristic of folk culture? A. a deep commitment to employee training, unusually attractive fringe benefit packages for company personnel, and frequently revised and updated values and ethics statements. 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. E. When the case for cultural reform is not credible, symbolic, nor substantive. Norms that you are used to are neither right nor wrong, just different. Organizational culture does not directly impact or influence a company's success. People tend to be self-reliant. On the other hand, in a recent study of Greyhound bus trips in the US, a researcher found that the greatest unspoken rule of bus-taking is that if other seats are available, one should never sit next to another person. 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. National pride is also part of ethnocentrism. 18. B. For example, having several wives perhaps makes economic sense among herders who move around frequently. 23. Changing a problem culture: Direct link to fjduenas's post lol if its not in line wi, Posted 4 years ago. Which of the following is NOT an example of leadership actions or managerial practices taken to foster a results-oriented, high-performance culture? Who gets to define what a moral cultural behavior is? B. turn the espoused core values and ethical standards into strictly enforced cultural norms. B. typically tightly linked to its strategic vision and strategy. A. provide every employee with a copy of the company's statement of core values and code of ethics. 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. should be inhibited to prevent the losses? The task of top executives in making corrective adjustments includes: D. Using ceremonial occasions to recognize individuals and groups who display the values and ethical principles Codes of ethics and statements of core values: E. Multi-business walking ahead, 77. 5. Novels written by cultural anthropologists If you're seeing this message, it means we're having trouble loading external resources on our website. Was the dress code policy discriminatory? 26. a. Question 2 of 5 Question 2 2 points Save An We learned that planning. C. praising individuals and groups that exemplify the new desired behavior. Which of the following statements about a high-performance culture is true? C. gathering information firsthand and gauging the progress being made. E. a deep commitment to benchmarking, best practices, and operating excellence. 57. B. Round answer to the nearest tenth of a percent. A. being out in the field and seeing how well operations are going. e) There is a strong sense of involvement on the part of company personnel and an emphasis on individual initiative and effort. b) Company personnel share a feeling of impeding doom if they don't deal with whatever threats are posed by competitors In leading the push for proficient strategy execution and operating excellence, the roles of top-level managers include all of the following EXCEPT: Prohibiting giving or accepting bribes, kickbacks, or gifts B. View spoken English as an optional second language. A. 6. 1) Cultures that tend to support good strategy execution include. It is very true. Which of the following statements does NOT accurately describe corporate culture? High-performance cultures often have a low regard for high ethical standards, a strong preference for high-risk strategies, and a slow and methodical approach to responding to changes in the marketplace. D. writing a new value statement and describing in highly motivating terms the kind of culture that is needed. Many Americans Say No Thanks," The New York Times, September 30,2009 , p. Which one of the following is NOT an appropriate step management can take to change a problem culture? D. Granting pay raises to individuals who step out front, lead the adoption of the desired work practices, display the new-style behaviors, and achieve pace-setting results A. identifying facets of the present culture that are obstacles to executing the company's strategy and meeting performance targets. E. instituting incentive compensation programs that generously reward employees for adopting best practices. When is the time appropriate to challenge culture? A) Factor scores are continuous variables. 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? The menu of actions management can take to change problem culture does NOT include which of the following? A. E. a strong fixation on attending to what customers are saying and how their needs and expectations are to be met. C. Screening out job applicants who do not exhibit compatible character traits The strongest signs that management is truly committed to installing a new culture include all the following, EXCEPT: appointing only insiders to high-profile positions. 31. D. ensuring top executives' actions match their rhetoric. B. management expectations and co-worker peer pressure cause employees to conform. 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. Communicating the company's good intentions Direct link to 8617944's post how does bob react when h, Posted 4 years ago. e) Performance-resistant cultures, greed-driven cultures, and ethical cultures, 16) Technology companies, software companies, and internet-based companies are good illustrations of organizations with E. management insists that official policies and procedures be followed religiously. C. requires a determined effort by a limited number of employees. 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? B. E. Employing visible, forceful actionsboth substantive and symbolicto ingrain a new set of behaviors, practices and cultural norms, 64. D. is usually easier than it is to instill a strategy-supportive culture from scratch. Corporate culture depends on how strongly its strategic vision is linked to the company's core values. C. When a company decides on any innovations to its products or services Picture walking into a nearly empty movie theater when visiting another country, and not sitting next to the only person in the theater. E. The taking of positions on issues. When we talk about coffee in the US, we would think of a large mug, and the coffee would come from a pot of coffee. there is a strong sense of involvement on the part of company personnel and an emphasis on individual initiative and effort. 42. Consider American Sign Language (ASL) to be the natural language of the deaf culture. a) There is much less risk of embarrassing ethical violations For example, in many countries, religious minorities (religions that are not the dominant religion) often face discrimination. 43. Which of the following statements about a company's culture is NOT true? E. the culture can be readily incorporated into the company's strategic vision and facilitate the achievement of stretch objectives. This is where my question begins. 74. 8. B. confirm the integrity of company personnel and signal the above-board nature of the company's business principles and operating methods.

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