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

which of the following does not describe culture?28 May which of the following does not describe culture?

Expert Answer. E. A strong preference for performance-based compensation systemsespecially the payment of bonuses and stock options. What I mean by this is, they speak the same language. Which of the following does NOT describe the concept of place?" (10 Points) socially constructed feelings and emotions about a location loss of uniqueness of place 8. In a strong-culture company, culturally approved behaviors and ways of doing things are nurtured while culturally disapproved behaviors and work practices get squashed. Senior executives that walk the talk of high ethical standards 46. E. Avoiding use of company assets, resources, and property for personal or other inappropriate purposes. 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. A company's culture is in part defined and identified by: 5. On the one hand, ethnocentrism can lead to negative judgments of the behaviors of groups or societies. 20. Which of the following is NOT one of the chief factors that defines a company's corporate culture? A hallmark of a strong-culture company is: 65. Was the dress code policy discriminatory? 1. collective ideas, customs and social behaviours of a particular group of people 2. socializes us to live and communicate with others effectively 3. cannot be manipulated by individuals, only by powerful groups 4. innovation in literature, sciences and arts 3 . 69. E. Designing compensation incentives that boost the pay of teams and individuals who display the desired cultural behaviors and hitting change-resisters in the pocketbook. 41. D. the culture has to be changed to accommodate the requirements of good strategy execution as rapidly as can be managed. We interact with others not in isolation but in a specific setting. E. the company's track record in taking market share away from rivals. 1) Cultures that tend to support good strategy execution include. Instead of protecting vulnerable peoples, the usage seemed to limit them to their ancestral traditions b. A. strong cultures. B. multiple cultures (or subcultures) rather than a single culture. After numerous suspensions, the female employees were fired for violating Burlington's dress code policy. youngster had disordered hearing present at birth B. a strongly entrenched competitive strategy. c) Insular cultures, politicized cultures, and unethical cultures In a weak-culture company, there is virtually no employee support for the company's strategic vision and strategy. B. reinforcing and celebrating culture-change successes. The topic, subtopic, and section number for the recognition of stock compensation. 67. The task of top executives in making corrective adjustments includes: A. Insular and inwardly-focused E. a strong leader can use coercion and the threat of punishment to enforce norms. Which of the following statements about adaptive corporate cultures is NOT true? The longer people stay at an organization, the more that they come to embrace and mirror the corporate culturetheir values and beliefs tend to be molded by mentors, fellow workers, company training programs, and the reward structure. For example, if you hear someone say that ginger is, Posted 6 years ago. Enthusiastic support for the company's strategic vision and strategy E. empowering rank-and-file employees to act on their own initiative. A. 14) Which of the following can help in changing a problem culture? One person is saying "you're a jerk" to the person who sat far away from him. 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). 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. The man who is being offered the crickets says "um, I think I'll pass.". 19. C. talk openly about the problems of the present culture and how new behaviors will improve performance. 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. Another person walks up and tells you off for being rude. A. A. is never a short-term exercise. C. Screening out job applicants who do not exhibit compatible character traits Which of the following is NOT a substantive culture-changing action that a company's managers can undertake to alter a problem culture? A more extreme example is numeracy. People love to ask for citations. 12. Changing a problem culture to create better alignment with strategy generally does NOT involve: 53. Which of the following situations would make him eligible ? D. reflect an aspect of company culture no longer current. In practice, it is not always Which of the following does not describe Europe after that fall of the You, not used to these norms, feel confused, and anxious. The leadership challenges that top executives face in making corrective adjustments when things are not going well include: B ) There are many factors to describe everyone . Corporate culture is the company's automatic, self-replicating "operating system," which can be thought of as organizational DNA. words and their referents. Which of the following is a substantive culture-changing action that a company's managers can undertake to alter a problem culture? 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. 10 which of the following does not describe culture a D. Centralized decision making, strict enforcement of company policies, diligent pursuit of a distinctive competence, and a bold strategic intent are the hallmarks of a strong-culture company. 14) Which of the following does not describe a factor? E. For an adaptive culture to remain intact over time, top management must orchestrate organizational changes in a manner that (1) demonstrates genuine care for the well-being of all key constituencies and (2) tries to satisfy all their legitimate interests simultaneously. A. being out in the field and seeing how well operations are going. A secondary focus on values and goals is a more beneficial way to impact culture. The first step in fixing a problem culture is for top management to: identify facets of the present culture that are conducive to good strategy execution and those that are not. Which of the following does NOT describe an unhealthy company culture? A. the presence of counterproductive cultural traits that adversely impact the work climate and company performance. d) The attractiveness and the competitive strength of the industry the company is operating in 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 c) The work practices and behaviors that define "how we do things around here" When a company's culture is out of sync with what is needed for strategic success and good strategy execution: Independence is highly valued. Which of the following is NOT a typical characteristic of a weak company culture? A tendency among employees to view their jobs as just a way of making a living D. Centralized decision making, strict enforcement of company policies, and a strong commitment to being the market share leader 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. 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. 8. Immediately dismissing any employee caught violating the company's code of ethics or disregarding core values What makes a politicized internal environment so unhealthy? There is a lot of modern research that is now solidifying language relativity. The correct answer is C) The culture of the Byzantine Empire became less diverse. E. Hyper-adaptive. 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. e) The company's strategic vision, strategic intent, and culture strategy. Which of the following principles does Hamilton suggest the new federal judiciary will establish? A. strictly enforced policies and procedures. B. lead by influence. A. 21. Which of the following does not describe a primary purpose of sociology? View the full answer. B. B. Specifying what new actions, behaviors, and work practices should be prominent in the "new" culture Cultures that tend to support good strategy execution include: Which of the following statements does NOT describe high-performance cultures? 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 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. Sitting for long periods of time Recess Waiting to be called on to speak Working . 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. The two culture-building roles of a company's stated values and ethical standards are to: A. communicate the company's good intentions and establish a corporate conscience. B. D. Few widely revered traditions and few culture-induced norms Company managers and staff have little regard for ethical standards. 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. If you're seeing this message, it means we're having trouble loading external resources on our website. A. identifying facets of the present culture that are obstacles to executing the company's strategy and meeting performance targets. E. typically run by amoral managers who have little regard for high ethical standards. 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. Karen O'Donnell and other female employees refused to wear smocks. D. there is reduced need to employ benchmarking, best practice programs, reengineering, Six Sigma, and TQM to achieve competitive advantage. 55. D. follow the majority. A. A)Values that are unique to American culture B)Values that are universal to all cultures C)Values that do not influence behavior within the larger American society D)Values that reflect American ideals Values that are unique to American culture 48. 27. 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. Which of the following statements about a strong-culture company is NOT true? Once established, company cultures can be perpetuated by: C. to ensure the staff will embrace the new strategy like they have in the past. 34. A. provide every employee with a copy of the company's statement of core values and code of ethics. 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. A. A shared willingness to adapt core values to fit the changing requirements of an evolving strategy E. Revising policies and procedures in ways that will help drive cultural change. a difference among the age groups in the opposition to ads on web pages tailored to their interests? Question 3 (1 point) Which of the following does not describe how the culture of US schools reflect mainstream middle-class values? Changing a problem culture: Cultural Anthroppology Flashcards | Quizlet Which of the following is NOT a characteristic of folk culture? A. most corporate personnel have acknowledged and accepted the cultural traditions. E. low-performance cultures. Language relativity! b) Adaptive cultures Which of the following would not describe Paleo-Indian culture? B. management expectations and co-worker peer pressure cause employees to conform. These are all examples of cultural norms that people in one society may be used to. If so please give some examples. 57. 71. The mere necessity of uniformity in the interpretation of the national laws, decides the question. D. overemphasis on employee empowerment, a complacent approach to building competencies and capabilities, no coherent business philosophy, and excessively bureaucratic policies and procedures. That is in fact what separates us from the animals. C. is best done by selecting a team of key employees to lead the culture change effort. B. Validating the integrity and above-board nature of the company's business principles and operating methods Making the display of core values and ethical principles a factor in evaluating each person's job performance B. 6. C. A complicated value chain that acts to create multiple subcultures E. fire employees who do not live up to the core values or who are found guilty of violating the code of ethics. 37. B. D. using company gatherings and ceremonial occasions to praise individuals and groups that display the desired new cultural traits and behaviors. 44. Thinking dried squid is smelly or people shouldnt eat insects are examples of, Cartoon showing a person offering another man some deep fried crickets. This is an example of ethnocentrism! 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 C. Visibly rewarding those who display cultural norms and penalizing those who don't Hostility to change and a wariness of people who champion new ways of doing things In moving to alter a problem culture, management should do all of the following EXCEPT: Which of the following is NOT a common trait of an unhealthy company culture? Making champions out of the people who spearhead new ideas and/or turn in winning performances C. putting constructive pressure on the organization to execute the strategy with excellence. Using empowerment to help create a fully engaged workforce On its statement of cash flows, it reported$1,241 million of cash flows from operating activities. 49. E. making cultural values and beliefs the centerpiece of the company's competitive strategy. C. serve as the best benchmarks for judging whether the corporate culture is deeply ingrained, planted and accepted or not. Which of th. D. An aversion to incentive compensation and overemphasis on working in teams, C. thoroughly analyzing the situation and exercising good business judgment in deciding what actions to take. Which of the following does NOT describe the deaf culture? E. The taking of positions on issues. E. Exhibiting teamwork and cooperative attitudes, 15. e) A bottom-up approach is needed to change the culture; having top management out in front leading the effort tend to be counterproductive. A. selecting a team of key employees to lead the culture change effort and design a plan for cultural change. Tribes that only have words for "one," "two," and "more" do not see a difference between 5 or 7. D. The firm values their customers' opinions and fully understands their needs and expectations. e) A high-performance culture is a valuable contributor to good strategy execution and operating excellence. D. Using ceremonial occasions to recognize individuals and groups who display the values and ethical principles When should a culture be changed as rapidly as it can be managed? On the other hand, in a recent study of Greyhound bus trips in the US, a researcher found that the greatest unspoken rule of bus-taking is that if other seats are available, one should never sit next to another person. A. Direct link to Saema Alam's post Thats great ! A lack of values and principles that are consistently preached or widely shared E. using the tools of benchmarking, best practices, business process reengineering, TQM, and Six Sigma to focus attention on continuous improvement. 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. D. Treating employees as valued partners in the drive for operating excellence and good business performance Companies with change-resistant cultures are: C. Co-worker peer pressure to do things in a particular way Solved Which of the following does not describe a | Chegg.com c) Screening out job applicants who do not exhibit compatible character traits Whichofthefollowingdoesnotdescribeapersonalitytype | Course Hero 3.2 The Elements of Culture - Sociology Appointing outsiders with the desired cultural attributes to high-profile positions D. Establishing a corporate conscience b) How strongly its strategic vision is linked to its core values. This was a surprising discovery. B. a preference for conservative strategies, an aversion to incentive compensation, and excessive emphasis on profitability. 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. The empire was a melting pot of Grecian influences, Roman, Armenian, and a number of other cultures. The topic number for business combinations. B. 31. A. Solved Which one of the following statements about human | Chegg.com 50. See answers Advertisement andriansp Prohibiting giving or accepting bribes, kickbacks, or gifts C. Screening all candidates for new positions carefully, and hiring only those who appear to fit in with the new culture A. staying on top of what is happening. Incorporating the statement of values and the code of ethics into orientation programs for new employees and training courses for managers and employees Some people worry that the concept of culture can also be abused and misinterpreted. imports. A good strategy-culture alignment makes it possible to establish a much bolder strategic vision and strategic intent. A company's value statement and code of ethics: 10. C. delegate little to subordinates and, instead, personally exert a strong, highly visible influence on the company's approaches to strategy execution. A. E. steer company personnel toward both doing things right and doing the right thing. D. Adaptive cultures are exceptionally well-suited to companies with fast-changing strategies and market environments. Managing by walking around E. both symbolic and substantive actions by executives to implant new cultural behaviors. E. Following a must-be-invented-here mindset. This is where my question begins. 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. Individual rights take center stage. I really enjoyed the example of the two people from different cultures discussing fried crickets. For example, Christmas trees can be considered ceremonial or. C. over time people who do not like the culture tend to leave. 3) Typically, key elements of corporate culture, 5) All the following are necessary in the creation of high-performance cultures, EXCEPT, 6) Change-resistant cultures encourage all the following undesirable and unhealthy behaviors, EXCEPT, 7) A strongly implanted corporate culture has a powerful influence on behavior because of all the following EXCEPT. 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 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. D. over time achieving low-workforce-turnover is a catalyst for conformity and acceptance. B. E. The firm has a commitment to hiring young people who can offer fresh thinking and new perspectives. To which of the following does ethnography NOT refer? b) The company's standard of what is ethically acceptable and what is not, along with the "chemistry" and "personality" that permeates its work environment 3. B. e) Achievement-oriented cultures, 17) Which of the following is NOT a fundamental part of a company's culture? 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. Why or why not? B. company personnel are amenable to changing policies and operating practices as long as the core elements of the company's strategic vision and strategy remain intact. Use the term hearing impaired. In adaptive corporate cultures: 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. monitoring progress closely. E. No strong employee allegiance to what the company stands for or to operating the business in well-defined ways. C. inspire company personnel to perform similarly and reinforce the depth of commitment that people have displayed. Which of the following managerial practices is NOT used to lead the effort to foster a results-oriented, high-performance culture? 75. 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. 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. lol if its not in line with the dominant culture than its considered "strange", if someone asked "why do you like them"? Imagine that we are watching an American teen movie on TV. Many Americans Say No Thanks," The New York Times, September 30,2009 , p. Self-Quiz C. management needs to go on the offensive to reinterpret the culture and explain to company personnel why there really is good overall cultural fit with the strategy. Direct link to kennethdomingo55's post Yes because cultural rel, Posted 6 years ago. Rule of Law B.) which of the following does not describe a result of the fall of the Cultural values are often seen in mission and vision statements. The , Posted 7 years ago. B. there is wide support for high ethical standards among both managers and employees. Which of the following statements about a weak company culture is true? It is the belief that one's own culture is better than others. E. deciding how to identify the problems that need fixing. E. a strong fixation on attending to what customers are saying and how their needs and expectations are to be met. Which of the following contribute to the emergence and sustainability of a strong culture? D. developing a new value statement that inspires company personnel to put forth their best efforts to achieve performance targets. A. View spoken English as an optional second language. E. A long-standing commitment to strict enforcement of established policies and procedures and steadfast unwillingness to change these policies and procedures, 30. B. a preoccupation with risk management and capitalizing on related market opportunities. C. Multi-business warning actions 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. is importing or exporting. Identify aspects of the present culture that pose problems. I hope people watching the other playlists on language that argue against this will read this article and research it themselves. A conservative strategy, prudent risk-taking, and strong peer pressures to observe cultural norms 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. 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. It is very true. B. as reinforcement for convincing staff that the strategy is sound and molded in tradition. C. A clear willingness on the part of organizational members to accept change and take on the challenge of introducing and executing new strategies Which of the following is NOT a factor that makes a politicized internal environment so unhealthy? The most important symbolic actions are those that top executives take to:

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