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. in a pleasant tone vs a tone with disgust thats is what should be considered. High-performance cultures are inwardly focused and discount the capabilities and accomplishments of rival companies. e) There is a strong sense of involvement on the part of company personnel and an emphasis on individual initiative and effort. 46. A lack of values and principles that are consistently preached or widely shared d) Having senior executives frequently reiterate the importance and role of company values and ethical principles at company events an internal communications to employees. What I mean by this is, they speak the same language. 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. Hostility to change and a wariness of people who champion new ways of doing things D. follow the majority. B. Language relativity! For example, if you hear someone say that ginger is, Posted 6 years ago. e) Achievement-oriented cultures, 17) Which of the following is NOT a fundamental part of a company's culture? E. A genuine concern for the well-being of the organization's three biggest constituenciescustomers, employees, and shareholders. 18) In high-performance cultures A good strategy-culture alignment enhances a company's cost competitiveness. A. Continuity of leadership, small group size, stable group membership, geographic concentration, and considerable organizational success $5.86$19.79. D. Establishing a corporate conscience B3.) The two scholars found that the way language is used affected the way we think about and perceive the world. The one that is not a correct description is the third option: the culture of the Byzantine empire became less diverse. D. deciding whether to try to fix the problems of poor strategy execution or simply shift to a strategy that is easier to execute correctly. 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 B. there is wide support for high ethical standards among both managers and employees. 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: Corporate culture varies widely in companies, depending on internal and external forces. Question: 11. Which of the following statements about a high-performance culture is NOT true? 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. 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 Suppose that the survey was based on 200 respondents in each of five age groups: 18 to 24,25 to 34,35 to 49,50 to 64 , and 65 to 89 . D. Weak-culture companies are fairly receptive to change and to people who champion new ways of doing things. 49. D. the vigor and enthusiasm with which it engages in benchmarking and seeks out best practices. C. Being out front personally, leading the execution process and driving the pace of progress The man who is being offered the crickets says "um, I think I'll pass.". Only rarely, because it is natural for company personnel to cling to existing practices and to be wary of new approaches Which of the following does NOT describe the deaf culture? The task of top executives in making corrective adjustments includes: words and their referents. A secondary focus on values and goals is a more beneficial way to impact culture. 63. Which of the following does not describe a primary purpose of sociology? The attractiveness and the competitive strength of the industry the company is operating in. 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. Independence is highly valued. Female salesclerks, by contrast, were required to wear a smock so that customers could readily identify them. A. 8. E. The taking of positions on issues. Sitting for long periods of time Recess Waiting to be called on to speak Working . A. knowing when to replace poorly performing workers and when to do a better job of coaching them to do the right things. The firm never underestimates rivals because of their proven track record in defending challenges. E. Overzealous pursuit of wealth and status on the part of key executives. A. 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. Which of the following does NOT describe an unhealthy company culture? 18. B. spending heavily on programs to train employees in the ways and beliefs of the new culture to be implanted. E. In high-performance cultures, there's a strong sense of involvement on the part of company personnel and emphasis on individual initiative and creativity. Which of the following is NOT particularly helpful in perpetuating a company's culture? A. E. employing a consultant with expertise in culture change and following his or her advice on how to proceed. D. Talking openly about the problems of the present culture and how new behaviors will improve performance Question 3 (1 point) Which of the following does not describe how the culture of US schools reflect mainstream middle-class values? Frequent reiteration of core values by senior managers and group members E. Multi-business walking ahead, 77. 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. Direct link to Carter Scott's post I really enjoyed the exam, Posted 5 years ago. The character of a company's corporate culture is a product of all of the following EXCEPT: 3. 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. Which of th. E. Exhibiting teamwork and cooperative attitudes, 15. a) High-performance cultures are inwardly focused and discount the capabilities and accomplishments of rival companies. D. having the analytical skills to separate the problems due to a bad strategy from the problems due to bad strategy execution. C. When they foster teamwork and support a collaborative approach to strategy execution E. strictly enforced in strong culture companies and weakly enforced in weak culture companies. Identify aspects of the present culture that pose problems. B. delegating authority to middle and lower-level managers and creating a sense of empowerment among employees to move the implementation process forward. Novels written by cultural anthropologists In leading the push for proficient strategy execution and operating excellence, the roles of top-level managers include all of the following EXCEPT: 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) A high-performance culture is a valuable contributor to good strategy execution and operating excellence. Tribes that only have words for "one," "two," and "more" do not see a difference between 5 or 7. 47. Access the FASB Accounting Standards Codification at the FASB website (asc.fasb.org). C. It is in management's best interest to dedicate considerable effort to embedding a corporate culture that encourages behaviors and work practices conducive to good strategy execution. 31. E. Delegating authority to middle and lower-level managers and creating a sense of empowerment among employees to move the implementation process forward. Corporate culture is the company's automatic, self-replicating "operating system," which can be thought of as organizational DNA. In adaptive corporate cultures: C. When a company decides on any innovations to its products or services A. 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. Determine the p-value in (a) and interpret its meaning. That means you use your own culture as the center and evaluate other cultures based on it. 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 C. does more to detract from a company's chances for strategic success and market leadership than to help it. 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. there is much less risk of embarrassing ethical violations. 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. 6. a) The core values and business principles that management preaches and practices. D. reflect an aspect of company culture no longer current. (10 Points) varies from place to place preserves tradition embraces conformity exists in rural areas 9. D. need to be personally written and presented by the CEO to reinforce the company values and convictions so that employees will take it seriously. 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. However, higher order thinking is a direct result of language. D. A tight strategy-culture alignment enhances the creation of core competencies and distinctive competencies. B. D. Make a concerted effort to turn the company's core competencies into distinctive competencies. B. prone to be preoccupied with avoiding risks and are unlikely to pursue actions to capture emerging opportunities. Company managers and staff have little regard for ethical standards. C. Steering company personnel toward both doing things right and doing the right thing E. empowering rank-and-file employees to act on their own initiative. Which of the following statements about a strong-culture company is NOT true? Which of the following is NOT a factor that makes a politicized internal environment so unhealthy? C. 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 Is whaling immoral? 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 single most visible factor that distinguishes successful culture-change efforts from failed attempts is: B. monitoring progress closely. A. E. Having senior executives frequently reiterate the importance and role of company values and ethical principles at company events and internal communications to employees. a. Embodies shared adaptive values b. When should a culture be changed as rapidly as it can be managed? B. 19) Which of the following is NOT one of the chief factors that defines a company's corporate culture? a) Whether it employs a low-cost provider, best-cost provider, differentiation, or focused strategy A. be very personable, effective communicators, and skilled in the empowerment of company personnel. C. Celebrating individual, group, and company successes 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: A company's stated core values and ethical principles are: A more extreme example is numeracy. People love to ask for citations. B. E. co-worker peer pressure to challenge cultural norms. D. using company gatherings and ceremonial occasions to praise individuals and groups that display the desired new cultural traits and behaviors. E. deciding how to identify the problems that need fixing. 55. 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. D. is usually easier than it is to instill a strategy-supportive culture from scratch. Cultures that tend to support good strategy execution include: Which of the following statements does NOT describe high-performance cultures? 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. D. A lack of values and principles that are consistently preached or widely shared 48. is importing or exporting. You, not used to these norms, feel confused, and anxious. 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. Which of the following is NOT a characteristic of folk culture? C. steer company personnel toward doing the right thing and convince outsiders that the company is socially responsible. 16. E. When they guide management in coming up with consistent approaches to executing company strategies, 56. Which of the following statements about the match between a company's culture and its strategy is NOT true? A. View spoken English as an optional second language. D. Companies adopt accounting principles that make their financial performance appear better than it really is. C. putting constructive pressure on the organization to execute the strategy with excellence. View the full answer. Which of the following statements does not describe an element of the argument against this distinction? B. typically tightly linked to its strategic vision and strategy. 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. 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." c) The work practices and behaviors that define "how we do things around here" A. C. A company's culture, once established, tends to remain stable and entrenched over time. 32. Which of the following is a hallmark of adaptive corporate cultures? 11) A company's culture is in part defined and identified by b) How strongly its strategic vision is linked to its core values. The topic number for related party disclosures. Sure, you can find studies indicating the opposite and copy and paste those to fulfill a self-confirming bias, but understanding how language creates our thoughts is very important in cultural relativism so that languages are appreciated for their beauty and diversity. E. there is little need for policies and procedures because group members willingly accept experimentation and innovation. Expert Answer. What is the total purchase price? D. the culture has to be changed to accommodate the requirements of good strategy execution as rapidly as can be managed. 13. Thats great ! Direct link to 8617944's post how does bob react when h, Posted 4 years ago. 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. The plural concept of culture emphasizes cultural differences between groups c. A corporate culture founded on ethical business principles and socially approved values: There is a high willingness on the part of organizational members to accept change and take on the challenge of introducing and executing new strategies. C. follow by example. B. a preference for conservative strategies, an aversion to incentive compensation, and excessive emphasis on profitability. 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? B. Can you think of any cultural objects? 14. It is the belief that one's own culture is better than others. A. 1. 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? 5. Once established, company cultures can be perpetuated by: A. forceful management actions to empower employees to adopt new operating practices. Which of the following statements about a high-performance culture is true? 20. A commitment to having fun and creating a fun work environment 70. C. altering the company's financial objectives. Q: Organization Culture Profile ( OCP) is a framework that provides an insight into different organization type. It was heavily influenced by religious belief. A. strictly enforced policies and procedures. D. over time achieving low-workforce-turnover is a catalyst for conformity and acceptance. 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 B. As well, Eastern cultures think of time as vertical while Western cultures think of time as horizontal all because the word produces the specific thought. 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. C. visibly praising and rewarding people who exhibit traits and behaviors that undermine the existing culture. B. B) There are many factors to describe everyone. 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. communication and culture. B. as reinforcement for convincing staff that the strategy is sound and molded in tradition. 40. 29. Popular Sovereignty 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. 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 C. the dominating presence of certain deeply rooted values and norms of behavior that are widely shared. A good strategy-culture alignment makes it possible to establish a much bolder strategic vision and strategic intent. A. typically opposed to performance-based incentive compensation and employee empowerment. A. Which of the following does NOT describe Culture? Companies with multinational operations and/or newly acquired businesses typically have: 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. A. identify which aspects of the present culture are supportive of good strategy execution and which ones are not. C. Screening all candidates for new positions carefully, and hiring only those who appear to fit in with the new culture A company's culture is NOT manifested in which of the following? Direct link to rprangen's post When is the time appropri, Posted 3 years ago. In a strong-culture company, culturally approved behaviors and ways of doing things are nurtured while culturally disapproved behaviors and work practices get squashed. d) There is willingness on the part of organization members to accept discipline and subordination Codes of ethics and statements of core values: D. often preoccupied with making sure the company has an aggressive strategic vision that embraces risky business strategies. To avoid judging the cultural practices of groups that are different to yours, we can use the. D. establishing a must-be-invented-here mindset. Some people worry that the concept of culture can also be abused and misinterpreted. At the 0.05 level of significance, is there evidence of. A. a deep commitment to employee training, unusually attractive fringe benefit packages for company personnel, and frequently revised and updated values and ethics statements. B. building morale and fostering pride. C. drawing up an action plan to change the present culture and then persuading company personnel why this plan of action is good and will be successful. C. Unethical and greed-driven D. A commitment to the types of core values and ethical standards that make a company a great place to work Using empowerment to help create a fully engaged workforce 61. No code of ethics and deep hostility to change and to people who champion new ways of doing things 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. D. ensuring top executives' actions match their rhetoric. Culture is an organization's value system and its collection of guiding principles. 7. 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. e) Periodically having ceremonial occasions to recognize individuals and groups who display the values and ethical principles. 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. Which of the following statements does NOT describe "culture"? Which of the following statements about adaptive corporate cultures is NOT true? Companies with change-resistant cultures are:
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