What Defines An Insular, Inwardly Focused Culture

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MGMT 449 CHAPTER 12 (Done) Flashcards

Twenty-fifth, which of the following claims regarding a company’s culture is NOT correct? A. As a firm hires more new workers, it becomes increasingly vital to screen job applicants for how well their values, views, and personalities line up with the company’s culture, as well as for their technical abilities and expertise. In addition, the longer people work for an organization and embrace its culture, the more likely it is that their values and beliefs will be shaped by mentors, coworkers, company training programs, and the reward structure.

The longer people work for an organization, the more likely it is that they will embrace and mirror its culture.

Once a company’s culture has been established, it has a tendency to remain stable and entrenched in the long run.

E.

GBA 490 Chapter 12 Flashcards

It is BEST defined and identified by the following characteristics of a company’s corporate culture: shared values, ingrained attitudes, core beliefs, and company traditions that determine norms of behavior, accepted work practices of “how we do things around here,” and styles of operating, among other things. The nature of a firm’s corporate culture is a result of all of the factors listed above, with the exception of the absence of mechanisms for aligning, restricting, and controlling the activities, choices, and behaviors of company workers (see Figure 1).

  • The strategic vision, strategic objective, and culture strategy of the organization are all outlined here.
  • Its strategic vision, strategic objective, and strategy are all described in detail.
  • a description of the company’s resource advantages, key competencies, and competitive advantages When determining a company’s culture, which of the following characteristics should be looked for?
  • A company’s culture is often founded on and formed by:its basic principles, as well as the high bar it sets for ethical behavior.
  • Companies whose CEOs believe in the importance of following the values and ethical principles that have been articulated as the cornerstone of their corporate culture have stated core values and ethical principles that serve as the foundation of their company culture.
  • A company’s corporate culture helps to reduce the likelihood of lapses in ethical and socially approved behavior, which can harm the company’s reputation.
  • In addition to serving as yardsticks for determining the propriety of specific acts, decisions, and behaviors, codes of ethics and declarations of basic values also serve another purpose.
  • requiring complete compliance with all applicable laws and regulations Which of the following issues would be the least likely to be included in a company’s code of ethics, according to the author?

The stated core values and ethical principles of a company are intended to: foster a work environment in which company personnel share common and strongly held convictions about how the company’s business should be conducted, and to provide guidance in demonstrating the core values in their actions and behaviors, among other things.

Establishing standard standards and processes for workers to follow as a foundation for maintaining ethical and cultural norm conflict conflicts and behavioral lapses is essential for sustaining organizational integrity.

Any employee who is found to be in violation of the company’s code of ethics or who is not committed to the company’s basic principles will be fired immediately.

Which of the following is NOT one of the beneficial effects on a company’s corporate culture that its stated principles and ethical standards have on the company’s culture?

Companies’ cultures can be perpetuated in a number of ways, including reliance on word-of-mouth indoctrination and the power of tradition to instill the fundamentals of the culture, frequent reiteration of core values by senior managers and group members, and annual awards ceremonies to recognize members who exhibit desired cultural behaviors.

Over time, it is important to maintain a consistent strategic vision and strategic intent.

Once formed, a company’s culture has a tendency to remain stable and entrenched throughout the course of time.

Values and behavioral standards are like crabgrass in a firm with a strong culture: they are deeply planted and difficult to eradicate.

How does each of the following factors contribute to the formation and long-term viability of a thriving culture: A true and long-standing company commitment to conducting business in accordance with existing traditions, resulting in the creation of an organizational climate that promotes decision-making and strategies that are founded on cultural norms.

  • Companies with centralized decision-making, stringent execution of business regulations, and a strong dedication to being the market share leader are more likely to succeed than their competitors.
  • The hallmarks of a strong-culture organization include centralized decision-making, stringent enforcement of corporate regulations, the relentless pursuit of a particular competency, and a bold strategic goal.
  • Because corporate managers may employ traditions, beliefs, values, shared relationships, or behavioral norms:as levers to mobilize commitment to executing the selected strategy, a deeply implanted culture is extremely beneficial in terms of execution strategy.
  • A lack of values and principles that are regularly proclaimed or generally sharedWhich of the following is NOT a typical feature of a poor corporate culture?Which of the following is NOT a typical characteristic of a weak company culture?
  • The lack of traditions, beliefs, or behavioral norms that management may utilize as levers to galvanize commitment to executing the selected plan makes weak cultures ineffective in helping organizations execute strategy.
  • When the business culture and the needs for competent strategy implementation are closely aligned, which of the following benefits is realized?
  • When it comes to the fit between a company’s culture and its strategy, which of the following assertions is NOT true?
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When a company’s culture is out of sync with what is required for strategic success and effective strategy execution, the culture must be adjusted as quickly as possible to suit the needs of effective strategy execution.

Identify which of the following claims regarding a high-performance culture is NOT correct.

A high-performance culture is defined by which of the following statements?

What are the distinguishing characteristics of an adaptable corporate culture?

Identify which of the following assertions regarding adaptable corporate cultures is NOT accurate.

Which of the following is NOT a frequent characteristic of a dysfunctional corporate culture: a strong resistance to incentive remuneration and a strong preference for working in groups, When it comes to bad business cultures, some of the most common traits are: a politicized internal environment, resistance to change, and an unwillingness to go outside the firm for best practices, fresh management techniques, and innovative ideas.

  1. A company’s culture that is unhealthy is best described by which of the following statements?
  2. THE EXCEPTION IS: a strong obsession on listening intently to what consumers have to say, and on determining how their wants and expectations will be satisfied.
  3. Which of the following is NOT a contributing element to the unhealthy internal environment created by a politicized internal environment?
  4. What characteristics distinguish an insular, inwardly focused culture?
  5. Which of the following does NOT characterize a society that is immoral and greed-driven?
  6. When are numerous subcultures the most difficult to deal with?
  7. When is it appropriate to modify a culture as quickly as it is possible to manage?

It is effective leadership at the top of the organization that differentiates successful culture-change projects from failing ones.

The following characteristics are typical of multinational corporations and/or freshly acquired businesses: the presence of numerous cultures (or subcultures) rather than a single culture.

Management should do all of the following, with the exception of the following, when attempting to change a problem culture: Avoid cross-unit collaboration wherever possible.

Making a decision to choose a team of important managers and workers to develop a strategy for cultural transformation and then lead the internal drive to alter the culture Which of the following does NOT appear on the list of steps that management may take to alter the issue culture?

Identify one of the following actions that a company’s leaders cannot use to change the culture of the organization in order to improve the situation.

This option is NOT likely to be an effective management action (making a compelling case to employees) regarding culture-remodeling efforts that can result in a more effective strategy-culture fit?

The most significant symbolic gestures are those taken by top executives to: [insert action here] All of the steps listed below, with the exception of modifying rules and procedures in a way that will assist in driving cultural change, are examples of symbolic culture transforming actions.

It is the responsibility of top executives to personally lead the implementation process and accelerate the speed of advancement in the pursuit of effective strategy execution and operating excellence.

Which of the following is NOT one of the leadership responsibilities that senior managers must perform in order to advocate for effective strategy execution and operational excellence in their organizations?

When management is in charge of the push for effective strategy execution and operational excellence, it is necessary for them to take all of the measures listed below, with the exception of fostering a must-be-invented-here attitude.

Walking around to manage things When it comes to fostering a results-oriented, high-performance culture, which of the following managerial strategies is NOT being employed to lead the effort?

The leadership challenges that top executives face when making corrective adjustments when things aren’t going well include: conducting a thorough analysis of the situation, exercising sound business judgment in deciding what actions to take, and then ensuring that the corrective actions that are initiated are carried out effectively and efficiently.

All of the following are examples of leadership actions or managerial practices taken to foster a results-oriented, high-performance culture, WITH THE EXCEPTION of treating employees as individuals with no regard for their rank or contributions to the organization: Corrective adjustments require top executives to conduct thorough analyses of the situation and to use sound business judgment in deciding what actions to take.

This is the responsibility of top executives.

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Ch 12

Question Answer
A company’s corporate culture is best defined and identified by the character of a company’s internal work climate and personality—as shaped by the company’s core values, business principles, traditions, ingrained behaviors of “how we do things around here,” and style of operating
The character of a company’s corporate culture is a product of All of these
A company’s culture is typically grounded in and shaped by its core values and the bar it sets for ethical standards.
Frequently, a significant part of a company’s culture is captured in the stories that get told over and over again to illustrate to newcomers the importance of certain values and the depth of commitment that various company personnel have displayed.
The hallmark of a strong-culture company is the dominating presence of certain deeply-rooted values and operating approaches that “regulate” the conduct of a company’s business and the climate of its workplace.
The hallmark of an adaptive corporate culture is willingness on the part of organizational members to accept change and take on the challenge of introducing and executing new strategies.
What defines an insular, inwardly focused culture? The firm believes they have all the answers because of their past great market success and is thus, overconfident.
What defines an unethical and greed-driven culture? All of these
When is a subculture MOST problematic? When multiple subcultures have embraced conflicting business philosophies which are inconsistent with superior strategy execution.
Changing a problem culture: is one of the toughest managerial tasks because of the heavy anchor of ingrained behaviors and ways of doing things.

What defines an insular inwardly focused culture? – TheKnowledgeBurrow.com

Organizational members’ willingness to accept change and to take on the task of developing and implementing new methods is a critical success factor. What characteristics distinguish an insular, internally focused culture? Because of their prior market success, the company feels they have all of the solutions and is, as a result, overconfident.

Which of the following are stand out traits of an insular inwardly focused culture?

Which of the following characteristics distinguishes an insular, inwardly-focused civilization from others? The development of culturally accepted behaviors and methods of doing things outweighs the suppression of culturally prohibited behaviors and workplace practices.

What defines an unethical and greed driven culture?

In firms led by CEOs motivated by hubris, ego fulfillment, and a “ends-justify-the-means” attitude in pursuit of overambitious sales and profitability objectives, unethical and greed-driven cultures are prevalent and thrive.

Which one of the following is something to look for in identifying a company’s culture?

In part, a company’s culture is defined and identified by: its internal work climate and personality—as shaped by its shared values, work practices, traditions, and ingrained attitudes and behaviors that define “how we do things around here.” A company’s culture is also defined and identified by its external work climate and personality.

When Should a culture be changed as rapidly as can be managed?

The elimination of any unhealthy or dysfunctional cultural qualities must be accomplished as quickly as feasible, and management must strive aggressively to instill new habits and work practices that will permit first-rate plan implementation.

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What is weak organizational culture?

Weak culture refers to an organizational culture in which the company’s ideals are not strongly held and are not universally recognized by all of the personnel. Instability, a lack of creativity, a lack of customer focus, and even high turnover are all consequences of a weak culture. Bad policies, bad decision-making, a lack of communication and other factors contribute to a weak culture.

Which of the following are stand out traits of a high performance culture?

It is important to note that high-performance cultures are distinguished by several characteristics, including taking pleasure in doing the right thing, embracing no-excuses responsibility, and cultivating a pervasive result-oriented work atmosphere.

Which of the following are stand out traits of a high-performance culture?

Individuals work hard to achieve goals in a high-performance culture, workers feel engaged and connected with the company’s values, and teams have faith in one another — and in the company’s leadership. Here are three more advantages of high-performance cultures to consider.

Which one of the following are traits of a strong culture company?

Those working in a high-performance culture strive to achieve their objectives; they are committed to the organization’s principles; and they have faith in one another as well as in the organization’s leaders. High-performance cultures provide a number of other advantages, which are detailed below.

What makes an insular, inwardly focused culture?

What characteristics distinguish an insular, internally focused culture?

A. Because of their demonstrated track record in fighting legal disputes, the company never underestimates its competitors. In addition, the company respects their customers’ views and thoroughly understands their requirements and expectations. C.

Which is the best definition of corporate culture?

One of the most effective ways to establish and identify a firm’s corporate culture is through A. the integration of the strategy and business model that the company has selected.

When does a company’s culture grounded in strategy-executing behaviors?

One of the best ways to describe and identify a company’s corporate culture is to look at how well it integrates its business strategy and business model.

Which is the best description of a high performance culture?

b. Results-oriented, high-performance cultures are imbued with an underlying sense of success, and they have a proven track record of reaching or exceeding performance objectives c C.

What defines an insular inwardly focused culture?

Jacynthe Schultz posed the question. 4.6 out of 5 stars (47 votes) Organizational members’ readiness to accept change and to take on the task of developing and implementing new strategies are both important. What characteristics distinguish an insular, internally focused culture? Because of their prior market success, the company feels they have all of the solutions and is, as a result, overconfident.

Which of the following are stand out traits of an insular inwardly focused culture?

Which of the following characteristics distinguishes an insular, inwardly-focused civilization from others? The development of culturally accepted behaviors and methods of doing things outweighs the suppression of culturally prohibited behaviors and workplace practices.

What defines an unethical and greed driven culture?

In firms led by CEOs motivated by hubris, ego fulfillment, and a “ends-justify-the-means” attitude, unethical and greed-driven cultures predominate in the pursuit of overly ambitious revenue and profitability objectives.

What is the hallmark of an adaptive corporate culture?

What are the distinguishing characteristics of an adaptable corporate culture? A.A common readiness to alter basic values in order to meet the changing requirements of a strategy in flux.

How is a company’s corporate culture defined quizlet?

One of the greatest ways to describe and identify a company’s corporate culture is to look at its internal work atmosphere and personality — which are molded by the company’s basic values, business principles, traditions, established habits that define “how we do things around here,” and manner of functioning. There were 37 questions that were connected.

What are the standout features of Epic’s corporate culture?

Incorporated within these corporate cultures are shared ideals, deeply established attitudes, and organizational traditions that influence standards of conduct as well as acceptable work procedures and operational techniques.

Why is a company’s corporate culture important group of answer choices?

These corporate cultures are comprised of shared beliefs, established attitudes, and organizational traditions that influence standards of conduct, acceptable work practices, and operational methods. They include:

What are the healthy aspects of organizational culture?

Eight Characteristics of a Successful Organizational Culture

  • From the top to the bottom of the company, there is a spirit of openness and humility. Accountability and personal responsibility are encouraged in this setting. It is OK to take risks within reasonable limitations. a tenacious will to “do things correctly”
  • Belief in one’s ability to accept and learn from mistakes

Which one of the following is something to look for in identifying a company’s culture?

It is BEST defined and identified by the following characteristics of a company’s corporate culture: shared values, ingrained attitudes, core beliefs, and company traditions that determine norms of behavior, accepted work practices of “how we do things around here,” and styles of operating, among other things.

What makes a politicized internal environment so unhealthy?

It is BEST characterized and identifiable by the following characteristics of a business’s corporate culture: shared values, entrenched attitudes, basic beliefs, and organizational traditions that affect norms of conduct, accepted work practices of “how we do things around here,” and modes of operation

Which of the following are stand out traits of a high-performance culture?

It is important to note that high-performance cultures are distinguished by several characteristics, including taking pleasure in doing the right thing, embracing no-excuses responsibility, and cultivating a pervasive result-oriented work atmosphere.

What is a high-performance organizational culture can be developed through?

During the process of defining objectives and providing feedback, leaders in a high-performance culture express goals that are specific, quantifiable, and action-oriented. When they communicate empathically and provide constructive criticism, they help to develop trust and motivate people to reach their full potential.

Which one of the following are traits of a strong culture company?

Centralized decision-making and rigorous adherence to business standards and processes are key features of this organization. High ethical standards, as well as socially responsible ideals and corporate concepts, are essential. The steadfast refusal to modify existing norms and processes in order to prevent undermining the culture) A significant emphasis on

When things are not going well the corrective adjustments that top executives need to make include?

A centralized decision-making process, as well as rigorous adherence to business regulations and procedures High ethical standards, as well as moral and commercial ideals that are socially responsible A steadfast refusal to modify existing norms and practices in order to prevent eroding the culture) A major focus is placed on

Which of the following are appropriate criteria to determine whether a company has good strategic leadership?

Of the following are reasonable criteria to use in determining whether or not an organization have effective strategic leadership? The firm is on track to reach or exceed its goals. The strategy of the organization is being carried out competently. The business model and strategy of the organization are sound.

What is the major benefit of closely aligning the corporate culture?

A strong connection between strategy and culture facilitates the development of core competencies and differentiated competencies.

What type of culture exists in a stable environment with an external strategic focus?

The development of core skills and distinguishing competencies is aided by a close alignment of the strategy and the organizational culture.

What does making corrections during the strategy execution process depend on?

When low performance is the product of a bad strategy rather than poor plan implementation, the organization should be urged to generate improved outcomes. Effective implementation of corrective measures is necessary for making corrections during the strategy execution phase to be successful.

Why is company culture such an important component of any digital transformation project quizlet?

What is it about corporate culture that makes it such a critical component of digital transformation? Because an organization’s culture influences the decisions and actions done by its workers (at all levels), culture will either be a major facilitator or a significant barrier to any type of innovation or change.

Why is it important to have a good culture in an organization?

A strong company culture aids in the retention of your most talented employees. It’s because a company culture that puts the needs of its employees first has a strong attraction. It aids in increasing employee engagement, providing a distinctive employee experience, and making your staff feel more connected.

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What are the characteristics of a good organization?

  • Goals are well communicated. The following characteristics of a healthy organization: excellent teamwork
  • High employee morale
  • Training opportunities
  • Strong leadership
  • Handling of poor performance
  • Understanding of risks
  • Adaptability to opportunities and changes
  • A healthy company is one that:

How would you describe your health culture?

Generally speaking, a Culture of Health is defined as a setting in which good health and well-being flourish across geographic, demographic, and social sectors; fostering healthy equitable communities serves as a guide for both public and private decision-making; and everyone has the opportunity to make choices that lead to healthy lifestyles, among other things.

What 3 words describe the culture of a company?

33 Words to Describe the Culture of Your Organization

  • Transparent. Employees and consumers alike place a high value on openness
  • Nonetheless, many businesses struggle to implement transparency in the workplace, particularly when it comes to critical information and business choices.
  • sConnected.
  • sNurturing.
  • sAutonomous.
  • sMotivating.
  • sHappy.
  • sProgressive.
  • sFlexible

What are the 4 types of corporate culture?

Although there is no definitive list of corporate cultures, the four types outlined by Kim Cameron and Robert Quinn from the University of Michigan are among the most widely used. Clan, Adhocracy, Hierarchy, and Market are the four types of organizations. According to the principle, every organization has its own unique blend of components.

How do you determine a company’s culture?

It is possible to determine the culture of a corporation in three simple steps.

  1. Three simple actions may be taken to assess a company’s culture.

Solved > 51.Companies with change-resistant cultures are: :1501163 .

In three simple steps, you can determine the culture of an organization.

Which of the following strongly influence a company’s culture?

  1. Which of the following factors has a significant impact on a company’s culture
  2. What is included in a company’s culture
  3. When it comes to instilling principles and enforcing ethical behavior among employees, which of the following techniques is not commonly used by businesses? Which of the following is not a frequent characteristic of a dysfunctional corporate culture? What exactly is a dysfunctional organizational culture? When the current culture of a corporation encourages certain attitudes, actions, and methods of doing things
  4. When should a culture be transformed as quickly as it is possible to do so effectively
  5. What is the significance of a company’s corporate culture
  6. What are the distinguishing characteristics of an adaptable corporate culture
  7. What are the advantages of having a good company culture for the employees
  8. Which of the following characteristics distinguishes a high performance culture from others? Which of the following is the most essential factor in promoting an ethical culture in the organization
  9. What role does a company’s culture have in the successful implementation of its strategy? Describe what it means to be a culture that is internally focused and insular. When should a culture be altered as quickly as it is possible to manage? Which of the following characteristics characterizes businesses that have a market culture? What are the primary characteristics of the company’s culture

Which of the following strongly influence a company’s culture?

This set contains (88) terms. Which of the following has a significant impact on a company’s culture? A collection of attitudes, priorities, core beliefs, and conventions that are held among individuals who work in a firm and which influence workplace behavior are referred to as organizational culture.

What does company culture include?

As stated by the Harvard Business Review, company culture is defined as a set of common beliefs, goals, attitudes, and practices that characterize a company. It has everything to do with how individuals feel about the job they perform, the values they hold dear, the direction in which they envision the organization moving, and the actions they take to get there.

Which of the following is not a common technique that companies use to instill values and enforce ethical conduct in employees?

When it comes to instilling principles and enforcing ethical behavior among employees, which of the following techniques is least common? Manuals of policy and procedure.

Which of the following is not a common trait of an unhealthy company culture?

In a firm with a dysfunctional culture, which of the following characteristics is not common? internal political climate, resistance to change, and reluctance to seek outside the organization for best practices, fresh management techniques, and innovative ideas are all factors that have contributed to this situation.

What is a weak organizational culture?

The term “weak organizational culture” refers to principles and views that are not firmly and broadly held inside an organization, according to the authors. This suggests that individual members of the Organization rely more on their own personal ideals, standards, and values than on those of the Organization.

When a company’s present culture promotes attitudes behaviors and ways of doing things?

A company’s current culture, when it promotes attitudes, behaviors, and ways of doing things that are in sync with first-rate strategy execution, serves as a valuable ally in the strategy execution process and significantly increases the power and effectiveness of the company’s strategy execution effort.

When Should a culture be changed as rapidly as can be managed?

Any unhealthy or dysfunctional cultural qualities must be addressed as soon as feasible, and management must be aggressive in its efforts to instill new habits and work practices that will allow for first-rate plan implementation.

Why is a company’s corporate culture important?

Creating a strong business culture can assist recruiters in attracting outstanding prospects and retaining top talent in their organizations. Not only that, but it has been demonstrated that a successful business culture increases levels of employee engagement, productivity, and performance.

What is the hallmark of an adaptive corporate culture?

A common readiness to adjust basic principles in order to meet the changing requirements of a changing strategy is essential.

As a result of a conservative strategy, cautious risk-taking, and strong peer pressure, it is important to adhere to cultural norms.

What is the benefit to the workforce of a strong corporate culture?

Your company’s basic values are front and center in all elements of its day-to-day operations and organizational structure when your firm has a strong organizational culture. The benefits of doing so are unfathomable in terms of monetary worth.

Which of the following are standout traits of a high performance culture?

There is a strong dedication to doing whatever is best for shareholders in the long run, an opposition to empire-building, and high levels of job security for employees in this organization. a widespread readiness on the part of organizational members to accept and take on new responsibilities

Which one of the following is most important to promote ethics culture in the company?

When it comes to employee ethics, peers are the most powerful source of influence. The research firm Gartner found that just 25 percent of employees have confidence in their colleagues to model and practice the rightethical behaviors. Persistent personal integrity contributes to a strong organizational culture that encourages ethical actions.

How does a company’s culture impact effective strategy execution?

The development of a strategic plan is critical to the success of any firm. An organization’s ability to efficiently execute that plan is critical to achieving its performance improvement objectives. The culture of an organization is frequently the most crucial factor in determining whether or not a project will be successful.

What defines an insular inwardly focused culture?

Organizational members’ willingness to accept change and to take on the task of developing and implementing new methods is a critical success factor. What characteristics distinguish an insular, internally focused culture? Because of their prior market success, the company feels they have all of the solutions and is, as a result, overconfident.

When Should a culture be changed as rapidly as can be managed chegg?

When a company’s culture is out of sync with what is required for strategic success and effective strategy execution, the culture must be adjusted as quickly as possible to suit the needs of effective strategy execution.

Which of the following are characteristic of companies with a market culture?

Which of the following characteristics is indicative of businesses that have a market culture? They are externally orientated and place a high value on stability; they are motivated by outcomes and the achievement of objectives.

What are the main features of the corporate culture?

A StrongCorporate Culture Has These Six Characteristics

  • A clear vision and mission are essential. A good corporate culture begins with a clearly defined vision and objective
  • A code of conduct
  • Teamwork
  • Adapting to change and facing challenges
  • Communication
  • A thriving workplace
  • And other elements that contribute to its success.

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