52. D. Few widely revered traditions and few culture-induced norms Question 3 (1 point) Which of the following does not describe how the culture of US schools reflect mainstream middle-class values? D. follow the majority. 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 A. Direct link to Grant Parker's post can you make the pictures, Posted a year ago. 27. Novels written by cultural anthropologists The , Posted 7 years ago. Cultures that tend to support good strategy execution include: Which of the following statements does NOT describe high-performance cultures? Locally, it is argued that the practice has cultural roots, but such a practice has raised concerns among many international human rights organizations. Which of the following topics would least likely be contained in a company's code of ethics? 24. 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. Self-Quiz See answers Advertisement andriansp 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. D. rewarding departments that observe cultural norms with above-average budget increases and penalizing those who don't with budget cuts. Which of the following does NOT describe technological advances? A. there is much less risk of embarrassing ethical violations. In practice, it is not always The topic number for business combinations. Was the dress code policy discriminatory? E. the culture can be readily incorporated into the company's strategic vision and facilitate the achievement of stretch objectives. B. Expert Answer. Corporate culture depends on how strongly its strategic vision is linked to the company's core values. imports. When should a culture be changed as rapidly as it can be managed? B. D. Centralized decision making, strict enforcement of company policies, and a strong commitment to being the market share leader A secondary focus on values and goals is a more beneficial way to impact culture. ), Cost of new laptops: $569,$478, $620,$515, $598. Which of the following is a substantive culture-changing action that a company's managers can undertake to alter a problem culture? The character of a company's corporate culture is a product of all of the following EXCEPT: 3. Access the FASB Accounting Standards Codification at the FASB website (asc.fasb.org). D. developing a new value statement that inspires company personnel to put forth their best efforts to achieve performance targets. It never spread beyond the borders of the Byzantine Empire. E. low-performance cultures. C. is best done by selecting a team of key employees to lead the culture change effort. A. virtually guarantees that a company will be (or soon become) the acknowledged industry leader because of the ethical and socially approved manner in which its business is being conducted. B. the stories that get told over and over again to illustrate the importance of certain values and the depth of commitment that various company personnel have displayed. e) Whether decision making is centralized or decentralized and whether it is a single-business company or a diversified company. D. Managers being well-advised a. Embodies shared adaptive values b. a) There is a clear and unyielding expectation that all company personnel will strictly follow company policies and procedures. C. A tight strategy-culture fit steers company personnel into displaying behaviors and adopting operating practices that promote good strategy execution. cultural customs and taboos. What makes a politicized internal environment so unhealthy? 7. MGMT 490 CH 12 Flashcards | Quizlet 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). C. Multi-business warning actions C. An aversion to looking outside the company for best practices, new managerial approaches, and innovative ideas 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 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. D. using motivational techniques and compensation incentives to inspire employees. $5.86$19.79\$5.86 \div \$19.79 E. Hyper-adaptive. A. place pressure on company personnel to display core values and to do their part in keeping the companies traditions alive. They argue for universal thoughts, emotions, impulses, etc. 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 task of top executives in making corrective adjustments includes: 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. D. foster a work climate where company personnel share common and strongly held convictions about how the company's business is to be conducted and to provide them with guidance about how to do their jobs, steering them toward both doing things right and doing the right things. 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. Which of the following is a typical characteristic of a weak company culture? The political infighting that consumes a great deal of organizational energy In principle, the benefits of international trade to a a) High-performance cultures are inwardly focused and discount the capabilities and accomplishments of rival companies. In most examples that I have found online, both parties seem to be able to understand one another. 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: E. the company's track record in taking market share away from rivals. A. identifying facets of the present culture that are obstacles to executing the company's strategy and meeting performance targets. Culture is the beliefs, behaviors, objects, and other characteristics shared by groups of people. Many Americans Say No Thanks," The New York Times, September 30,2009 , p. E. serve to give top-priority emphasis to every employee in training programs a company conducts. Which of the following is a hallmark of adaptive corporate cultures? E. a strong leader can use coercion and the threat of punishment to enforce norms. 61. 1) Cultures that tend to support good strategy execution include. E. A genuine concern for the well-being of the organization's three biggest constituenciescustomers, employees, and shareholders. Cultural Anthroppology Flashcards | Quizlet B. it provides company personnel with clear guidance regarding "how we do things around here" and produces significant peer pressure from co-workers to conform to culturally acceptable norms. Given this, someone could very well say that they are influenced by internet culture, rather than an ethnicity or a society! D. employ visible, forceful actionsboth substantive and symbolicto ingrain a new set of behaviors, practices, and cultural norms. B. management expectations and co-worker peer pressure cause employees to conform. Citing reasons why and how certain behavioral norms and work practices in the current culture pose obstacles to good execution of new strategic initiatives c) The work practices and behaviors that define "how we do things around here" Which of the following statements does not describe an element of the argument against this distinction? A. strong cultures. Senior executives that walk the talk of high ethical standards D. Exhibiting such qualities as integrity, fairness, trustworthiness, pride of workmanship, respect for co-workers, and ethical behavior 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 B. prone to be preoccupied with avoiding risks and are unlikely to pursue actions to capture emerging opportunities. 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. 12. which of the following does not describe a result of the fall of the This was a surprising discovery. 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. Given this, someone could very well say that they are influenced by internet culture, rather than an ethnicity or a society! In a strong-culture company, senior managers make a point of reiterating key principles and core values to organization members; more importantly, they make a conscious effort to display these principles and values in their own actions and behavior and they insist that company values and business principles be reflected in the decisions and actions taken by all company personnel. human's dependency on material objects. D. is usually easier than it is to instill a strategy-supportive culture from scratch. Never, because the actions and behaviors needed to execute the new strategy successfully are well entrenched, and thus are not changeable E. Revising policies and procedures in ways that will help drive cultural change. These are all examples of cultural norms that people in one society may be used to. B. D. a deep commitment to pioneering new best practices, a preference for being a fast-follower as opposed to a first-mover or late-mover, and across-the-board bonuses for all personnel when the company meets or beats stretch objectives. E. Overzealous pursuit of wealth and status on the part of key executives. 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 corporate culture founded on ethical business principles and socially approved values: 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? A. A. Expert Answer. A lack of values and principles that are consistently preached or widely shared c) Screening out job applicants who do not exhibit compatible character traits in a pleasant tone vs a tone with disgust thats is what should be considered. Which of the following does not describe Europe after that fall of the Which of the following contribute to the emergence and sustainability of a strong culture? 8. d) The legends and stories that people repeat to illustrate and reinforce the company's core values, traditions, and business practices A. Norms that you are used to are neither right nor wrong, just different. C. Culture is driven by subordination. communication and culture. C. Setting stretch objectives and clearly communicating expectations for reaching targets E. instituting incentive compensation programs that generously reward employees for adopting best practices. B. Specifying what new actions, behaviors, and work practices should be prominent in the "new" culture To deeply ingrain core values and ethical standards, a company must: Direct link to Yagnesh Peddatimmareddy's post Well, You can zoom in by , Posted 2 years ago. A. 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. b) The atmosphere and spirit that pervades the work climate B. C. altering the company's financial objectives. All of the following are examples of leadership actions or managerial practices taken to foster a results-oriented, high-performance culture EXCEPT: It also means that we need to learn the cultural contexts that are embedded in the language itself. Change-resistant cultures encourage all the following undesirable and unhealthy behaviors, EXCEPT: executives exuding an "ends-justify-the-means" mentality in pursuing overambitious revenue and profitability targets. 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. Company executives are driven by greed and ego gratification. 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. The retelling of legendary stories does a lot for establishing a company's core values, but it should NOT: