e) A high-performance culture is a valuable contributor to good strategy execution and operating excellence. 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. 55. 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 Which of the following is NOT one of the chief factors that defines a company's corporate culture? 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. D. Using motivational techniques and compensation incentives to inspire employees In Western cultures, success is indicated by an individual's material possessions. b) Outwardly focused cultures, politicized cultures, and greed-driven cultures Direct link to Isaac Deatherage's post Language relativity! 20. C. weak cultures. A company's corporate culture is BEST defined and identified by: 2. C. the dominating presence of certain deeply rooted values and norms of behavior that are widely shared. A conservative strategy, prudent risk-taking, and strong peer pressures to observe cultural norms 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. A. identify which aspects of the present culture are supportive of good strategy execution and which ones are not. 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: D. the culture has to be changed to accommodate the requirements of good strategy execution as rapidly as can be managed. imports. Which of the following accounts will usually appear in the post-closing trial balance? Cartoon showing two people in an empty movie theater. E. the company's track record in taking market share away from rivals. 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 Companies with change-resistant cultures are: $5.86$19.79. 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. Which of the following is NOT a technique that companies employ to embed core values and ethical standards? C. how much stretch is built into the company's financial and strategic performance targets. 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. Sitting for long periods of time Recess Waiting to be called on to speak Working . D. to manipulate jobholders into thinking traditions are important. D. Periodically having ceremonial occasions to recognize individuals and groups who display the values and ethical principles High-performance cultures are inwardly focused and discount the capabilities and accomplishments of rival companies. D. using motivational techniques and compensation incentives to inspire employees. B. avoiding frequent or dramatic reorganizations that could disturb existing relationships and networking among departments and company personnel. 18. The most important symbolic actions are those that top executives take to: B. Change-resistant there is a strong sense of involvement on the part of company personnel and an emphasis on individual initiative and effort. E. as disciplinary measures in making the employees perform better and achieve targets. I am sooooo very glad to see this in the culture section. (See Title VII of the Civil Rights Act. 41. E. steer company personnel toward both doing things right and doing the right thing. The mere necessity of uniformity in the interpretation of the national laws, decides the question. I hope people watching the other playlists on language that argue against this will read this article and research it themselves. B. D. An aversion to incentive compensation and overemphasis on working in teams, Numerous passengers expressed that it makes you look weird. b) The atmosphere and spirit that pervades the work climate A. C. A complicated value chain that acts to create multiple subcultures Which of the following is NOT particularly helpful in perpetuating a company's culture? Can you think of any cultural objects? E. the culture can be readily incorporated into the company's strategic vision and facilitate the achievement of stretch objectives. Question: Which of the following does not describe a high-performance culture? People love to argue anytime they feel that socialization, prejudice, discrimination, relativity, and so on takes the power away from the human. A company's culture is in part defined and identified by: 5. It was the inheritor and guardian of the Greek and Roman legacy. E. an emphasis on innovation, a strong preference for hiring managers from outside the company, and few core values and traditions. B. 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. B. 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. C. steer company personnel toward doing the right thing and convince outsiders that the company is socially responsible. Changing a problem culture: A. selecting a team of key employees to lead the culture change effort and design a plan for cultural change. In most examples that I have found online, both parties seem to be able to understand one another. d) There is willingness on the part of organization members to accept discipline and subordination A hallmark of a strong-culture company is: C) A person is given a numeric score to indicate how much of a factor the person possesses. ), Cost of new laptops: $569,$478, $620,$515, $598. 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 When they are compatible with the overarching corporate culture and are supportive of strategy-execution 72. d) Executives have to know the weaknesses of their subordinates to begin the change process. Which of the following situations would make him eligible ? 14) Which of the following can help in changing a problem culture? The sales tax rate is 6.4 percent. 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. 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. 23. e) A bottom-up approach is needed to change the culture; having top management out in front leading the effort tend to be counterproductive. Direct link to Grant Parker's post can you make the pictures, Posted a year ago. 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. Citing reasons why and how certain behavioral norms and work practices in the current culture pose obstacles to good execution of new strategic initiatives When trying to change a problem culture, management should undertake such steps as: E. strictly enforced in strong culture companies and weakly enforced in weak culture companies. 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. Language thus influences how we understand the world around us. D. over time achieving low-workforce-turnover is a catalyst for conformity and acceptance. E. management insists that official policies and procedures be followed religiously. which of the following does not describe a result of the fall of the E. Overzealous pursuit of wealth and status on the part of key executives. Have you ever seen or eaten food from another country, such as dried squid or fried crickets and think of it as weird and gross? When they don't clash and coordinating efforts to craft and execute strategy within each subculture is relatively easy D. establishing a must-be-invented-here mindset. 62. The firm believes they have all the answers because of their past great market success and is thus overconfident. B. monitoring progress closely. D. Using ceremonial occasions to recognize individuals and groups who display the values and ethical principles E. In a strong-culture company, values and behavioral norms are like crabgrass: deeply rooted and hard to weed out. 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. 40. Which of the following describes how organizational culture influences success? a. Embodies shared adaptive values b. In a weak-culture company, there is virtually no employee support for the company's strategic vision and strategy. 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. B. Weak-culture companies do not usually have a code of ethics and have little regard for high ethical standards. B. building morale and fostering pride. 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. I'll point you to PubMed and ask you to type in language relativity and Whorfianism and see for yourself the overwhelming evidence. B. A. C. When a company decides on any innovations to its products or services C. does more to detract from a company's chances for strategic success and market leadership than to help it. A commitment to operating excellence and superior results On its statement of cash flows, it reported$1,241 million of cash flows from operating activities. 38. People often place a greater emphasis on standing out and being unique. Expecting all company personnel to display honesty and integrity in their actions and avoid conflicts of interest Appointing outsiders with the desired cultural attributes to high-profile positions This is where my question begins. 80. A company's culture is typically grounded in and shaped by: 9. However, other countries argue that whaling is a cultural practice that has been around for thousands of years. 47. C. gathering information firsthand and gauging the progress being made. A. tight budget controls, overly strict enforcement of longstanding policies and procedures, and high ethical standards. Enthusiastic support for the company's strategic vision and strategy 63. Self-Quiz Another more extreme instance would be female genital cutting in some parts of the world. Culture is an organization's value system and its collection of guiding principles. A. Instituting procedures for enforcing ethical standards 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. sounds a little rude. B. confirm the integrity of company personnel and signal the above-board nature of the company's business principles and operating methods. example, workers who lose their jobs due to foreign 31. 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 B. there is wide support for high ethical standards among both managers and employees. 50. 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. a) Inwardly focused cultures C. Multi-business warning actions A. leading by example. 28. 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. C. Continuity of leadership, small group size, stable group membership, geographic concentration, and considerable organizational success all contribute to the emergence and sustainability of a strong culture. B. typically tightly linked to its strategic vision and strategy. 12. Two different cultures may have very different answers, as we saw in the above example. D. Treating employees as valued partners in the drive for operating excellence and good business performance It was heavily influenced by religious belief. In the sentence The global economy will become strong over the next decade, the verb phrase will become is in the: On its income statement for a recent year, Continental Airlines, Inc., reported a net loss of $471 million from operations. Anthropologists say that when we think about different cultures and societies, we should think about their customs in a way that helps us make sense of how their cultural practices fit within their overall cultural context. B. personally lead the implementation process and drive the pace of progress. C. Screening out job applicants who do not exhibit compatible character traits B. the company's strategic vision, strategic intent, and strategy have to be adjusted to better reflect ingrained core values and cultural norms. 7. The hallmark of adaptive corporate cultures is willingness on the part of organizational members to accept change and take on the challenge of introducing and executing new strategies.