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

C. delegate little to subordinates and, instead, personally exert a strong, highly visible influence on the company's approaches to strategy execution. What I mean by this is, they speak the same language. 59. Language relativity! 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. in a pleasant tone vs a tone with disgust thats is what should be considered. The empire was a melting pot of Grecian influences, Roman, Armenian, and a number of other cultures. Solved Which one of the following statements about human | Chegg.com For example, in many countries, religious minorities (religions that are not the dominant religion) often face discrimination. A. D. Typically, key elements of the culture originate with a founder or certain strong leaders 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 where the company has operations. Can you think of any cultural objects? E. Instituting standard practices and procedures for employees to follow as a foundation for maintaining ethical and cultural norm conflict clashes and behavioral lapses. E. The firm has a commitment to hiring young people who can offer fresh thinking and new perspectives. Which of the following does not describe europe after that fall of the western roman empire? Culture could be based on shared ethnicity, gender, customs, values, or even objects. D. to manipulate jobholders into thinking traditions are important. 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. sounds a little rude. 4. 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? Chapter 3: Communication and Culture | Online Resources A. treating employees as individuals with no regard for their rank or contributions. A. identify which aspects of the present culture are supportive of good strategy execution and which ones are not. The topic, subtopic, and section number for the recognition of stock compensation. D. often preoccupied with making sure the company has an aggressive strategic vision that embraces risky business strategies. It was heavily influenced by religious belief. When should a culture be changed as rapidly as it can be managed? In the 1930s, two anthropologists Edward Sapir and Benjamin Lee Whorf, noticed that the Hopi Indians in the United States had no words to differentiate between the past, present, and future. a) Inwardly focused cultures, change-resistant cultures, and adaptive cultures A. 80,178880, 178880,1788. The most important symbolic actions are those that top executives take to: C. weak cultures. cultural customs and taboos. In moving to alter a problem culture, management should do all of the following EXCEPT: That means you use your own culture as the center and evaluate other cultures based on it. 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. 27. a. the byzantine empire continued roman law and traditions b. trade between the byzantine empire and asia flourished c. the culture of the byzantine empire became less diverse d. the byzantine empire maintained a powerful army See answers Advertisement 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. 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. B. 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 3. 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 . 81. 11) A company's culture is in part defined and identified by B. C. Being out front personally, leading the execution process and driving the pace of progress The topic, subtopic, and section number for the initial measurement of internal-use software. For example, many countries and international organizations oppose the act of whaling (the fishing of whales) for environmental reasons. Corporate culture depends on how strongly its strategic vision is linked to the company's core values. Question: 11. Direct link to jhampsher22's post What is your favorite kin, Posted 5 years ago. D. When they embrace conflicting business philosophies that are inconsistent with superior strategy execution Which of the following is NOT a substantive culture-changing action that a company's managers can undertake to alter a problem culture? A few common characteristics of individualistic cultures include: Being dependent upon others is often considered shameful or embarrassing. c. If appropriate, use the Marascuilo procedure and alpha=0.05 to determine which age groups are different. 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. The statement that not describe Europe after that fall of the Western Roman Empire is "The culture of the Byzantine Empire became less diverse." If something characterized the Byzantine Empire after the fall of the Roman Empire was its diversity. a) The values, business principles, and ethical standards that management preaches and practices MGMT 490 CH 12 Flashcards | Quizlet 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. Identifying how best to adapt to changing market conditions. B. confirm the integrity of company personnel and signal the above-board nature of the company's business principles and operating methods. What makes a politicized internal environment so unhealthy? d) Executives have to know the weaknesses of their subordinates to begin the change process. E. Shift from decentralized to centralized decision-making so as to give senior executives more authority and control in driving cultural change. 26. D. conducting an employee survey to determine the organization's cultural norms and what company personnel like and dislike about the current culture. 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. knowing when to continue with the present corporate culture and when to shift to a different and better corporate culture. Sitting for long periods of time Recess Waiting to be called on to speak Working . B. the company's strategic vision, strategic intent, and strategy have to be adjusted to better reflect ingrained core values and cultural norms. B. specify what new actions, behaviors, and work practices should be prominent in the "new" culture. A. is never a short-term exercise. 68. E. A genuine concern for the well-being of the organization's three biggest constituenciescustomers, employees, and shareholders. C. Appointing a team of key managers and employees to design a plan for cultural change and then lead the internal effort to change the culture Which of the following is NOT a common trait of an unhealthy company culture? Use your knowledge to complete the following exercise. All of the following are examples of leadership actions or managerial practices taken to foster a results-oriented, high-performance culture EXCEPT: Which of the following does NOT define an unethical and greed-driven culture? When trying to change a problem culture, management should undertake such steps as: 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. B. Utilizing people-management practices to build morale and foster pride 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. 8) What makes a politicized internal environment so unhealthy? Which of the following managerial practices is NOT used to lead the effort to foster a results-oriented, high-performance culture? Company executives are driven by greed and ego gratification. 12. A. strictly enforced policies and procedures. To avoid judging the cultural practices of groups that are different to yours, we can use the. That is in fact what separates us from the animals. A. 19. To log in and use all the features of Khan Academy, please enable JavaScript in your browser. C. serve as the best benchmarks for judging whether the corporate culture is deeply ingrained, planted and accepted or not. D. using company gatherings and ceremonial occasions to praise individuals and groups that display the desired new cultural traits and behaviors. C. does more to detract from a company's chances for strategic success and market leadership than to help it. E. Delegating authority to middle and lower-level managers and creating a sense of empowerment among employees to move the implementation process forward. B. B. B3.) C. the best indicators of a company's social responsibility strategy. In most examples that I have found online, both parties seem to be able to understand one another. Rule of Law B.) Which of the following statements does NOT describe "culture"? In addition, culture can also demonstrate the way a group thinks, their practices, or behavioral patterns, or their views of the world. The , Posted 7 years ago. d) The standout traits of high-performance cultures include taking pride in doing thing right, adopting no-excuses accountability, and having a pervasive result-oriented work climate. Which of the following principles does Hamilton suggest the new federal judiciary will establish? Which of the following is a common characteristic of unhealthy corporate cultures? a) It takes concerted management action over a period of time to root out unconstructive behaviors an replace them with new ways of doing things. Enthusiastic support for the company's strategic vision and strategy C. gathering information firsthand and gauging the progress being made. 57. 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. A tendency among employees to view their jobs as just a way of making a living Using empowerment to help create a fully engaged workforce 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 A. tight budget controls, overly strict enforcement of longstanding policies and procedures, and high ethical standards. C. how much stretch is built into the company's financial and strategic performance targets.