Which Of The Following Is An Example Of How Organizational Culture Exerts Behavioral Control

BUSI 400 Individual Assignment 5 Strategic Implementation answers complete solutions – A+ on everything

Complete solutions to BUSI 400 Individual Assignment 5 Strategic Implementation questions and answers If you want an A on your grade, you’ll need to complete several different variants. The sequential approach to strategic control is the standard way of thinking about it. Which of the following does not constitute one of the phases in the sequence mentioned above? Which of the following statements is true for organizations operating in complicated and chaotic business environments? The majority of contemporary methods to strategic control are based on Which of the following questions is the focus of informational control systems (ICS)?

The major actors in corporate governance do not include the CEO and the board of directors.

This option is not a main method of observing and monitoring management performance.

To be effective, a strong and healthy organizational culture must be maintained once it has been formed.

  • Instantaneous incentives help to promote desirable behavior.
  • As an illustration of how corporate culture imposes behavioral control, which of the following is true?
  • Firms must build boards of directors that are active and devoted.
  • As businesses shrink while still facing the need for more collaboration across organizational boundaries, a control system based solely on borders and limits would be ineffective and inefficient.
  • Which of the following is the most important tool for observing and evaluating management behavior?
  • Continuous monitoring has several advantages in today’s approach to control systems, one of which is the ability to identify problems early.
  • More Rigorous supervision of the CEO and the company’s strategy is included as a result of the push for outsider domination on corporate boards of directors.
  • The following are examples of external governance control mechanisms: and The three most important players in corporate governance are , , and .
  • It is not possible for strategic control systems to rectify the performance and ultimate strategy of a company.

According to Monks and Minow, the major players in corporate governance are all stakeholders, the board of directors, and the workers of the organization. Behavioral controls are concerned with achieving the optimal balance and harmony among a company’s culture, rewards, and boundaries.

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Great organizational cultures are built on the foundation of effective leadership, which is one of the most important factors to consider. A leader may be anybody who has influence or power, regardless of their position in the business, and leaders set the tone for the culture of the organization. Leaders may instill principles in their followers while also holding them accountable for their actions. Based on the leadership style and plan implementation, this impact over others can be either beneficial or bad, but both successful and poor leadership will influence and establish organizational culture inside the workplace.

Employees and the bottom line suffer as a result of a lack of commitment to building a great culture.

Why Is Organizational Culture Important?

It has been shown that when a leader instills the above characteristics of culture into a business, the workforce becomes more engaged. Some of the advantages of increased employee involvement are as follows: Higher standards of quality and safety. Employees who are dedicated to reaching a standard of quality and excellence are more likely to be engaged. As a result, they make more informed judgments, pay greater attention to detail, and approach their work with greater thinking than before. These same measures also contribute significantly to the promotion and maintenance of workplace safety.

  1. When a firm promotes and supports people in maintaining a healthy work-life balance, they not only work more, but they also work smarter.
  2. It also has the additional benefit of decreasing absenteeism and increasing loyalty to the organization.
  3. Employees who are respected in their jobs end up valuing their customers, clients, coworkers, and everyone else with whom they come into touch on a daily basis as a result.
  4. Increased rates of retention.
  5. Employees of organizations that foster such a culture are more likely to remain with the company for the long haul.
  6. There is just no reason to go when you are valued, heard, and given the opportunity to progress.
  7. Increased employee engagement feeds these advantages, which in turn leads to increased profit as a result of the exceptional productivity generated by every member of the workforce.

What contributes to a strong organizational culture?

The basis of every organization should be based on a positive culture. Work that is meaningful, gratitude, well-being, leadership, and connection are all factors that contribute to the culture of your organization. 1) Work That Is Valuable The work that employees undertake every day should have a deep and personal connection to them because they spend approximately one-third of their life at their jobs. Hopefully, they also have a sense of opportunity and determination to do their very best in their current position.

  • Finding new and extra chances at work helps people remain motivated and contribute in a meaningful way to the organization.
  • Celebrating career milestones and successes is an excellent way to show your appreciation for your staff.
  • 3) Overall well-beingWell-being encompasses more than simply physical fitness and healthy eating habits, though.
  • While your organization’s culture should encourage a healthy way of life, it should also promote a healthy sense of belonging among its members.
  • Interactions have been supplanted by social media platforms, which were designed to bring people together and link them.
  • This lack of connection makes it difficult to collaborate, and it might result in a diminished sense of belonging and purpose in one’s job.
  • Leaders may reinforce corporate values by assisting their employees in growing and developing their skills and abilities through goal setting, opportunities, and recognition programs.

Employees should be elevated through frequent one-on-one meetings and regular two-way feedback. Having an open and continual communication with their boss regarding their job helps them to have more confidence in their manager.

What is Leadership culture?

When it comes to developing corporate culture, leadership culture is critical. The way in which leaders engage with one another and with their team members is referred to as their leadership culture. It is the manner in which leaders conduct themselves, interact with one another, and make decisions. In addition, it is concerned with the everyday working environment, including their activities, relationships, beliefs, and values. Is the method in which your organization’s leadership impacts culture contributing to the culture you desire?

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Leaders must recognize their contribution to the creation of an organization’s culture, and organizations must make deliberate efforts to assist in the development of their leaders.

The most effective strategy to guarantee that your leadership culture is positively contributing to your organizational culture is to develop contemporary leaders in your firm.

What Does a Good Leader Look Like?

A good leader, at the highest level, is concerned about others and strives to bring out the best in them via coaching, mentoring, and listening. The most effective leaders are those who are forward-thinking. Modern leaders are mentors and coaches, rather than micromanagers and gatekeepers, who guide and mentor their subordinates. They advocate for their constituents and encourage them to accomplish excellent job, rather than attempting to do everything on their own. They show appreciation for their people, create chances, and share in their achievement.

Employees are connected to three pillars of growth by modern leaders, who assist them grow: PurposeAccomplishment Towards one another Workers who feel connected to these pillars are 373 percent more likely to have a strong sense of purpose and 747 percent more likely to be highly engaged at work when their leaders link them to them.

One-on-one meetings allow executives to check in with staff on a regular basis, give mentorship and coaching, express thanks, and promote company culture.

Tanner, may assist you in facilitating these sorts of talks, as well as enabling executives to engage with workers in ways that reinforce and improve company culture.

What Aspects of Company Culture Can Leaders Control?

Leaders have a significant effect on the culture of their organizations. They are in charge of setting the agenda, prioritizing work, managing, leading, and delegating. A strong leader instills in individuals under their supervision a feeling of vision, purpose, mentorship, and inspiration. The diverse workforce of today is redefining what it means to be successful on both personal and professional levels. Generation Y does not respond well to traditional leadership styles and types of leadership culture since they thrive on greater growth and mentoring.

The relationship between a boss and an employee is a vital link in any organization’s success. In addition, our study indicates that if the relationship is poor or bad, employees will feel alienated from other areas of the organization’s culture as well.

7 Ways Leaders Can Focus on Culture

Leaders have a tremendous impact on the culture of their organizations, thus doing a good job of motivating people should be a major priority of any leadership strategy in place. This may be accomplished in a variety of ways, but the following are seven that stand out: 1. Act as a role model for others. There are no exceptions for those at the top who must model the culture they espouse. If trust is ever betrayed, it is imperative that a sincere apology (and, depending on the circumstances, possible penalties) be issued as soon as possible.

  • Keep an eye out for new insights.
  • Take note of little things regarding the workplace and the conduct of your co-workers.
  • 3.
  • When anybody at any level has the opportunity to engage in question and answer sessions with top leaders, replies can be provided on the spot.
  • 4.
  • Feedback is only as valuable as the action that follows it, thus it is important to ask for it.
  • 5.

When there is a culture of autonomy, there is more opportunity for problem resolution and higher creativity.

6.

Failure is unavoidable, no matter who you are or what you do.

People should not be punished for attempting anything; instead, they should be encouraged to learn from their mistakes and make changes the next time.

Acknowledge and appreciate a job well done.

Employees are more loyal to their teams and the firm as a whole when they believe their contribution is important, that what they do is valuable, and that their superiors take the time to express gratitude to them and their colleagues.

12 Myths About How Leadership Impacts Company Culture

Clearly, today’s workforce need a leadership style that is effective in the face of shifting organizational principles. This is more evident than ever before. Employee experience, engagement, and well-being are all shaped by effective leadership, and all of these factors are vital to a successful workplace culture. In order to assist leaders in determining where to begin, we examined 12 misconceptions regarding how leadership affects business culture: 1. Culture is only concerned with how individuals interact with one another.

  • Yes, it is beneficial when individuals can just “get along” with one another.
  • Factors influencing an organization’s culture include beliefs, clarity, dedication, purpose, and outcomes, all of which are important.
  • The culture of a firm should emerge naturally over time.
  • Culture is anchored in the beliefs, relationships, and behaviors that employees encounter on a daily basis when working for a company.
  • 3.
  • FALSE.
  • New (or enhanced) leaders, on the other hand, can better interact with employees in order to achieve a more positive and supportive business culture as a whole.
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4.

FALSE.

The reality is that every leader and employee must be on board in order for an unified and meaningful culture to be established and maintained.

Having a good time is essential to culture.

However, despite the fact that “fun” workplace cultures appear to attract a lot of attention, holding social events and providing staff bonuses can only go so far.

6.

FALSE.

When employees have faith in their leaders, they are more eager to put up their best effort on their behalf.

Mentorship is unsuccessful in seven ways.

One of the most beneficial things a leader can do is to devote their attention to the development of those who report to them.

Instead of just serving as the gatekeeper to their workers’ internal careers, organizations should train managers on how to help their people.

The yearly review is a successful process.

It is possible that depending only on performance reviews will do more harm than good if they are conducted poorly, as they will not encourage or enhance overall performance.

In a Gallup survey, managers that offer weekly feedback had workers who are 5.2 times more likely to agree that they receive relevant feedback, 3.2 times more likely to be driven to achieve exceptional job, and 2.7 times more likely to be engaged at work.

9.

FALSE.While large corporations have large expenditures to devote to developing and supporting a positive culture, this does not imply that it must be done in this manner.

In the long run, putting out the necessary work and exercising some patience will be more fruitful than just throwing money at the problem.

FALSE.

While fair remuneration is crucial for a more positive workplace culture, other factors also play a significant role.

Appreciation is not as crucial as it used to be FALSE.

Recognition programs are a wonderful approach to instill gratitude into the workplace since they hold employees accountable in a good way, regardless of their position within the organization.

12. It is not important whether or not employees are recognized. FALSE. Standup recognition moments give chances for leaders (and peers) to communicate with workers about the importance of their job and to demonstrate that they are an important component of the firm.

Why Recognition Matters for Company Culture

Many of the 12 fallacies regarding corporate culture have their roots in one of the following: Putting a high value on what workers have to contribute in terms of their skills and expertise Recognizing the contribution that people make to the success of the business Employee contributions and devotion should be recognized and appreciated. As long as all of this is done transparently and in a well-established, consistent manner, all members of an organization, from the top to the bottom, may benefit from mutual trust, a strong sense of security, and mutual loyalty.

Ways Leaders Can Recognize Excellence

There are a plethora of methods in which leaders may promote a strong team culture via the use of praise and appreciation. Among the events that can be identified are the following: Wins on a daily basis Successes in team building Victories of significance Enhancements in terms of safety Operations in the service industry Achievements in the field of health Anniversaries at the workplace Holidays Celebrations for the entire company Some tangible concepts that professional firms have utilized to demonstrate value and gratitude include the following: Certificates or plaques are presented to recipients.

Gift certificates to retail establishments or eateries Jewelry or timepieces Electronics Housewares Flowers or plants are a nice touch.

A company-wide recognition program, such as O.C.

Whichever option you choose, be certain that the reward accurately reflects the achievement.

Invest in Your Culture

Do you require further information? The Global Culture Report for 2021provides easy, concrete strategies that may be used now to foster an engaged and healthy workplace culture.

MGMT449 CH9

Organizational behavioral controls are parts of strategic transformation that require determining the right and between the firm’s culture and rewards while also establishing acceptable boundaries. a state of equilibrium; a state of alignment The sequential approach to strategic control is the standard way of thinking about it. This step is not one of the steps in the sequence, therefore choose one of the options below. Lower-level supervisors are responsible for submitting action plans. According to you, which of the following is the most significant disadvantage of traditional strategic control systems?

  • Which of the following statements is true for organizations operating in complicated and chaotic business environments?
  • Approaches to strategic control that are now popular rely heavily on _.double-loop learning.
  • Is the organization carrying out its responsibilities?
  • In today’s control systems, which of the following qualities is NOT included in the design?
  • Every Friday, the top executives of ABC Company gather to review daily operational reports as well as year-to-date data.
  • A control system focused solely on is ineffective when businesses downsize at the same time that they face the need for more collaboration across organizational boundaries.
  • Organizational culture exerts behavioral control over employees in which of the following situations?
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The late Sam Walton, the founder of Walmart, used to hold pep rallies at various Walmart locations around the country.

It contributed to the reinforcement and maintenance of the Walmart culture.

They are ineffective tools for influencing the culture of a company or organization.

When subcultures emerge that have shared values that are diametrically opposed to the dominant culture of an organization _.individuals begin to work at odds with one another.

The structure is set in stone in order to provide consistency for employees.

Boundaries and constraints that are effective _.as much as possible, avoid improper and unethical behavior In order to be effective, short-term objectives must be both and .specific; measurable.

Action plans must be specific in order for managers to have a clear understanding of the resources that will be required to carry out the plan.

The most effective way to reduce improper and unethical behavior is to and .impose boundaries and constraints.

rules _.designing effective reward systems is a strategy used by most successful organizations to reduce the need for explicit rules, regulations, and other boundaries.

Employees have a high level of skill and self-reliance.

a company that manufactures mass-produced goods Most organizations with strong cultures and a well-developed system of rewards and incentives can eventually internalize boundaries rather than relying on explicit rules and regulations to function properly.

Minimize training and indoctrination.

Which of the following is not a primary means for monitoring managerial behavior?

Which one is not a shareholder right?

To motivate CEOs to maximize the value of their companies, boards of directors can consider all of the following options except one.

Dismissal for poor performance is not an option.

In looking at the 2011 Harvard Business Review study of the changes in configuration of boards since 1987, which change has been brought about by government legislation?

CEO duality refers to a situation in which the .

Which of the following would not be a consideration for the Unity of Command school of thought?

In choosing sides concerning CEO duality, two schools of thought exist.

Firm performance always is improved under CEO duality.

The risk is _.it becomes an attractive takeover target A takeover constraint, we mean _.the risk of being acquired by a hostile raider It is generally argued that the takeover constraint deters management from _.engaging in opportunistic behavior The failure of many auditing firms to raise red flags about accounting irregularities in companies such as Enron and WorldCom is generally attributed to all of the following factors except _.the failure of U.S.

audit firms to hire technically qualified professionals The reasons analyst recommendations are often more optimistic than warranted by an objective analysis of the facts include all of the following except that _.sell recommendations generate lower commissions than buy recommendations All of the following are types of information that a firm is required to disclose except _.details of new products under development In emerging economies and continental Europe, firms often can be characterized by all of the following except _.low family ownership and control In principal-principal conflicts (conflicts between controlling shareholders and minority shareholders), the ownership (of equity) is _.concentrated Conditions that must be met for principal-principal (PP) conflicts to occur include all of the following except _.legislation that protects the interests of minority shareholders Expropriation of minority shareholders means that minority shareholders _.are adversely affected by the actions of controlling shareholders

The Influences of Culture on Organizations’ Daily-Life

This chapter is a part of the Contributions to Management Sciencebook series, which you may read online (MANAGEMENT SC.)

Abstract

This chapter is part of the Contributions to Management Sciencebook series, which you can read online for free (MANAGEMENT SC.)

References

Springer Nature Switzerland AG has granted an exclusive license to the Author(s) until 2021.

Authors and Affiliations

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