which of the following does not describe culture?

Which of the following does not describe Byzantine culture? e) There is a strong sense of involvement on the part of company personnel and an emphasis on individual initiative and effort. A good strategy-culture alignment makes it possible to establish a much bolder strategic vision and strategic intent. 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 Which of the following would not describe Paleo-Indian culture? Companies with change-resistant cultures are: A. After numerous suspensions, the female employees were fired for violating Burlington's dress code policy. B. Utilizing people-management practices to build morale and foster pride B ) There are many factors to describe everyone . 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. Many Americans Say No Thanks," The New York Times, September 30,2009 , p. 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. 53. 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. Using empowerment to help create a fully engaged workforce When they don't clash and coordinating efforts to craft and execute strategy within each subculture is relatively easy B. Specifying what new actions, behaviors, and work practices should be prominent in the "new" culture imports. C. Screening all candidates for new positions carefully, and hiring only those who appear to fit in with the new culture D. developing a new value statement that inspires company personnel to put forth their best efforts to achieve performance targets. Which of the following statements about a strong-culture company is NOT true? 5. D. Establishing a corporate conscience Which of th. B. Weak-culture companies do not usually have a code of ethics and have little regard for high ethical standards. 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. Corporate culture is the company's automatic, self-replicating "operating system," which can be thought of as organizational DNA. B. Change-resistant Enthusiastic support for the company's strategic vision and strategy 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. 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. You are judging, or making assumptions about the food of other countries based on your own norms, values, or beliefs. Direct link to ff142's post "can you tell me why you , Posted 7 years ago. 1. The menu of actions management can take to change problem culture does NOT include which of the following? Changing a problem culture: B. a preference for conservative strategies, an aversion to incentive compensation, and excessive emphasis on profitability. Once established, company cultures can be perpetuated by: B. monitoring progress closely. Organizational culture does not directly impact or influence a company's success. Would that make sense to you? Direct link to Saema Alam's post Thats great ! 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. Chapter 3: Communication and Culture | Online Resources A. knowing when to replace poorly performing workers and when to do a better job of coaching them to do the right things. D. A lack of values and principles that are consistently preached or widely shared B. delegating authority to middle and lower-level managers and creating a sense of empowerment among employees to move the implementation process forward. A strong emphasis on developing innovative core competencies and competitive capabilities C. Celebrating individual, group, and company successes A. Word-of-mouth indoctrination of new members in the culture's fundamentals When trying to change a problem culture, management should undertake such steps as: Hostility to change and a wariness of people who champion new ways of doing things Picture walking into a nearly empty movie theater when visiting another country, and not sitting next to the only person in the theater. A. Which of the following does NOT describe Culture? A. The more new employees a company is hiring the more important it becomes to screen job applicants every bit as much for how well their values, beliefs, and personalities match up with the culture as for their technical skills and experience. 8. Which of the following is NOT an example of leadership actions or managerial practices taken to foster a results-oriented, high-performance culture? C. A company's culture, once established, tends to remain stable and entrenched over time. E. deciding how to identify the problems that need fixing. A. a) Immediately dismissing any employees caught violating the company's code of ethics or disregarding core values 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. E. Employing visible, forceful actionsboth substantive and symbolicto ingrain a new set of behaviors, practices and cultural norms, 64. 12. 8) What makes a politicized internal environment so unhealthy? B. Validating the integrity and above-board nature of the company's business principles and operating methods Which of the following is NOT a technique that companies employ to embed core values and ethical standards? C. requires a determined effort by a limited number of employees. Which of the following techniques abbreviated as MBWA is utilized by leaders to stay informed on how well the strategy execution process is progressing? These environmental organizations say that there are not many whales left and such fishing practices should be stopped. Being out in the field, seeing how well operations are going B. my child an, Posted a year ago. Culture could be based on shared ethnicity, gender, customs, values, or even objects. When should a culture be changed as rapidly as it can be managed? B. B. typically tightly linked to its strategic vision and strategy. D. Exhibiting such qualities as integrity, fairness, trustworthiness, pride of workmanship, respect for co-workers, and ethical behavior Which of the following accounts will usually appear in the post-closing trial balance? Organizational culture does not directly impact or influence a company's success. Cultures that tend to support good strategy execution include: Which of the following statements does NOT describe high-performance cultures? 3. D. Centralized decision making, strict enforcement of company policies, and a strong commitment to being the market share leader D. ingrained shared values and business principles guide management in making decisions. B. C. thoroughly analyzing the situation and exercising good business judgment in deciding what actions to take. 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 In moving to alter a problem culture, management should do all of the following EXCEPT: E. employing a consultant with expertise in culture change and following his or her advice on how to proceed. d) Integrative cultures Was the dress code policy discriminatory? In this. 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. A tendency among employees to view their jobs as just a way of making a living Thats great ! 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? See answers Advertisement andriansp B. a preoccupation with risk management and capitalizing on related market opportunities. 47. D. reflect an aspect of company culture no longer current. is importing or exporting. Cartoon showing two people in an empty movie theater. 46. E. provide a basis for designing culture-supportive incentive compensation plans and reinforcing the appropriateness of particular ethical and moral actions. e) A bottom-up approach is needed to change the culture; having top management out in front leading the effort tend to be counterproductive. Which of the following does NOT describe an unhealthy company culture? Which of the following is NOT an integral part of transforming core values and ethical standards into cultural norms? B. Through such an understanding, polygamy makes cultural sense. The famous but controversial Sapir-Whorf hypothesis, named after two linguistic anthropologists, Edward Sapir and Benjamin Lee Whorf, argues that people cannot easily understand concepts and objects unless their language contains words for these items (Whorf, 1956). 73. Senior executives that walk the talk of high ethical standards A. communicate the company's good intentions and establish a corporate conscience. Independence is highly valued. 19. 41. E. empowering rank-and-file employees to act on their own initiative. Which of the following statements does NOT describe "culture"? C. Multi-business warning actions D. employ visible, forceful actionsboth substantive and symbolicto ingrain a new set of behaviors, practices, and cultural norms. B. It was heavily influenced by religious belief. 31. Which of the following statements about adaptive corporate cultures is NOT true? The hallmarks of a high-performance corporate culture include: A. there is much less risk of embarrassing ethical violations. C. encourage company personnel to observe the core values and ethical standards. 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? Which of the following managerial practices is NOT used to lead the effort to foster a results-oriented, high-performance culture? B. Which of the following is NOT a typical characteristic of a weak company culture? Frequent reiteration of core values by senior managers and group members Which of the following statements does NOT accurately describe corporate culture? Two different cultures may have very different answers, as we saw in the above example. 13) Which of the following is NOT an integral part of transforming core values and ethical standards into cultural norms? E. A strong preference for performance-based compensation systemsespecially the payment of bonuses and stock options. A. 14) Which of the following does not describe a factor? 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. 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. Determine the specific citation for each of the following items: 1. 63. 55. 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. Solved Question 3 (1 point) Which of the following does not | Chegg.com However, other countries argue that whaling is a cultural practice that has been around for thousands of years. For example, if you hear someone say that ginger is, Posted 6 years ago. 51. If one culture behaves one way, does that mean all cultures can behave that way as well? 79. 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) 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. 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) 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 Determine the p-value in (a) and interpret its meaning. 75. 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. 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. E. Shift from decentralized to centralized decision-making so as to give senior executives more authority and control in driving cultural change. Which of the following is NOT one of the chief factors that defines a company's corporate culture? People tend to be self-reliant. E. Multi-business walking ahead, 77. A. Insular and inwardly-focused Instead of protecting vulnerable peoples, the usage seemed to limit them to their ancestral traditions b. Use the term hearing impaired. b) 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 Some people worry that the concept of culture can also be abused and misinterpreted. B. there is wide support for high ethical standards among both managers and employees. B. avoiding frequent or dramatic reorganizations that could disturb existing relationships and networking among departments and company personnel. a) There is much less risk of embarrassing ethical violations Is whaling immoral? The retelling of legendary stories does a lot for establishing a company's core values, but it should NOT: C. making adherence to cultural beliefs and cultural norms the defining features of the company's strategic vision. 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 C. serve as the best benchmarks for judging whether the corporate culture is deeply ingrained, planted and accepted or not. B. 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. This was a surprising discovery. D. Make a concerted effort to turn the company's core competencies into distinctive competencies. In leading the push for proficient strategy execution and operating excellence, the roles of top-level managers include all of the following EXCEPT: B. 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. The firm believes they have all the answers because of their past great market success and is thus overconfident. D. Maintaining a consistent strategic vision and strategic intent over time Prohibiting giving or accepting bribes, kickbacks, or gifts 20. Culture could be based on shared ethnicity, gender, customs, values, or even objects. The man who is being offered the crickets asks to know more about them. Enron, Countrywide Financial, and JPMorgan Chase are examples of companies whose culture became: Which of the following can help in changing a problem culture? D. Managers being well-advised B. reinforcing and celebrating culture-change successes. Question: Which of the following does not describe a high-performance culture? E. making cultural values and beliefs the centerpiece of the company's competitive strategy. D. The firm values their customers' opinions and fully understands their needs and expectations. d) The attractiveness and the competitive strength of the industry the company is operating in Citing reasons why and how certain behavioral norms and work practices in the current culture pose obstacles to good execution of new strategic initiatives 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. Corporate culture depends on how strongly its strategic vision is linked to the company's core values. Burlington Coat Factory Warehouse, Inc., had a dress code that required male salesclerks to wear business attire consisting of slacks, shirt, and a necktie. However, higher order thinking is a direct result of language. Which of the following is NOT something to look for in identifying a company's culture? E. a strong fixation on attending to what customers are saying and how their needs and expectations are to be met. What I mean by this is, they speak the same language. Expert Answer. A. identify which aspects of the present culture are supportive of good strategy execution and which ones are not. Changing a problem culture to create better alignment with strategy generally does NOT involve: D. In a high-performance culture, the clear and unyielding expectation is that all company personnel will strictly follow company policies and procedures. 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. 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. 65. The firm never underestimates rivals because of their proven track record in defending challenges. A company's value statement and code of ethics: 10. On its statement of cash flows, it reported$1,241 million of cash flows from operating activities. E. strictly enforced in strong culture companies and weakly enforced in weak culture companies. If you're behind a web filter, please make sure that the domains *.kastatic.org and *.kasandbox.org are unblocked. The two culture-building roles of a company's stated values and ethical standards are to: Languages reflect our cultural experiences. You, not used to these norms, feel confused, and anxious. 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. D. there is reduced need to employ benchmarking, best practice programs, reengineering, Six Sigma, and TQM to achieve competitive advantage. The topic, subtopic, and section number for the initial measurement of internal-use software. E. Revising policies and procedures in ways that will help drive cultural change. 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. Managing by walking around The two scholars found that the way language is used affected the way we think about and perceive the world. Which of the following contribute to the emergence and sustainability of a strong culture? A strongly implanted corporate culture has a powerful influence on behavior because of all of the following EXCEPT: Company managers and staff have little regard for ethical standards. Communicating the company's good intentions E. management insists that official policies and procedures be followed religiously. 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. A. B. But on the other hand, ethnocentrism can create loyalty among the same social group or people in the same society. B. as reinforcement for convincing staff that the strategy is sound and molded in tradition. E. Placing a premium on not making mistakes, prompting managers to lean toward safe, conservative options intended to maintain the status quo. 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. A. Identifying which aspects of the present culture are supportive of good strategy execution and which ones are not A. The plural concept of culture emphasizes cultural differences between groups c. B. D. the culture has to be changed to accommodate the requirements of good strategy execution as rapidly as can be managed. 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. I'll point you to PubMed and ask you to type in language relativity and Whorfianism and see for yourself the overwhelming evidence. E. both symbolic and substantive actions by executives to implant new cultural behaviors. High-performance cultures often have a low regard for high ethical standards (because some disregard for ethics is a normal part of meeting or beating performance targets). A. A. D. over time achieving low-workforce-turnover is a catalyst for conformity and acceptance. Changing a problem culture: 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. D. using company gatherings and ceremonial occasions to praise individuals and groups that display the desired new cultural traits and behaviors. Which of the following is NOT a characteristic of folk culture? Can you think of any cultural objects? D. Few widely revered traditions and few culture-induced norms In a strong-culture company: Long-term industry success can give rise to a(n): are predominant in companies that are run by executives driven by arrogance, ego gratification, and an "ends-justify-the-means" mentality in pursuing overambitious revenue and profitability targets. E. When they guide management in coming up with consistent approaches to executing company strategies, 56. E. holding periodic ceremonies to honor people who excel in displaying the company values and ethical principles. A. being out in the field and seeing how well operations are going. B. serve as yardsticks for gauging the appropriateness of particular actions, decisions, and behaviors. View themselves as members of a different culture with its own language, traditions, values, and literature. E. Shifting from decentralized to centralized decision-making so as to give senior executives more authority and control in driving the cultural change. E. a deep commitment to benchmarking, best practices, and operating excellence. At the 0.05 level of significance, is there evidence of. A. leading by example. a) The values, business principles, and ethical standards that management preaches and practices 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. 67. E. steer company personnel toward both doing things right and doing the right thing. 74. C. de-layering the management hierarchy. If so please give some examples. D. ethical behavior that is driven by subcultures. lol if its not in line with the dominant culture than its considered "strange", if someone asked "why do you like them"? B3.) Expecting all company personnel to display honesty and integrity in their actions and avoid conflicts of interest D. ensuring top executives' actions match their rhetoric. D. Talking openly about the problems of the present culture and how new behaviors will improve performance A. A lack of values and principles that are consistently preached or widely shared 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

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