The strength of any culture depends on

1. The strength of any culture depends on __________.
 a. the leader’s relationship with his or her followers
 b. the degree to which a set of norms and values are widely shared and strongly held
 throughout the organization
 c. how diverse the organization is
 d. how much the organization embraces change
2. A strong culture by itself is not a guarantee of success unless it is also aligned to
 a. the external environment
 b. strategy
 c. leadership
 d. All of the above.
3. The strongest sign that management is truly committed to creating a new culture is by
 a. celebrating achievements
 b. replacing old-culture members who are unwilling to change with a “new breed” of
 c. interacting face-to-face with rank-and-file
 d. recruiting as many diverse employees as possible
4. A competitive culture is characterized by a(n) ___________ strategic focus and a(n)
 ___________ environment.
 a. internal; stable
 b. external; unstable
 c. internal; unstable
 d. external; stable
5. The most critical value for leaders to possess is ___________.
 a. honesty
 b. ethics
 c. kindness
 d. All of the above.
6. All of the following countries have collectivistic cultures EXCEPT:
 a. Japan.
 b. Mexico.
 c. Great Britain.
 d. Greece.
7. You plan to work abroad and want to work in a culture where leaders and followers interact
 on several levels. Which one of the following countries should you consider?
 a. Mexico
 b. France
 c. Japan
 d. Germany
8. Which of the following is considered to be an obstacle to diversity?
 a. ethnocentrism
 b. policies and practices
 c. unfriendly work environment
 d. All of the above.
9. Effective strategic leaders are skilled at ___________.
 a. building a highly effective, efficient, and motivated team of employees
 b. finding and sustaining competitive advantage by building core competencies and
 selecting the right markets in which to compete
 c. being an effective communicator
 d. All of the above.
10. External factors in a firm’s strategic environment which have a potential negative impact
 are called ____________.
 a. hindrances
 b. weaknesses
 c. alarms
 d. threats
11. Value is ___________.
 a. the ratio of benefits received to the cost incurred by the customer
 b. what differentiates an organization from its competitors in the industry
 c. a capability that allows an organization to perform extremely well in comparison to
 d. defined as the “quantification of luxury”
12. Core competencies are a source of competitive advantage when they are ____________.
 a. not easily sustainable
 b. hard to imitate
 c. rare
 d. All of the above.
13. All of the following are strategies that leaders can use to effectively manage change
 a. keep the process transparent
 b. have a plan for dealing with resistance
 c. stay the course in spite of perceived difficulties
 d. form a coalition of supporters and experts in the field before implementing the change
14. The force-field model and the eight-stage model of planned organizational change differs
 with respect to the ___________.
 a. importance assigned to persuasion
 b. importance assigned to the leader
 c. likelihood of success
 d. implementation phase
15. The changing phase of the three stage model of change includes which of Kotter’s eight
 steps for implementing change?
 a. Establish a sense of urgency.
 b. Develop a compelling vision.
 c. Empower employees to act on the vision.
 d. All of the above.
16. To reduce employees’ resistance to change, change agents need to pay attention to the five
 Ps, which include ___________.
 a. price
 b. proof
 c. purpose
 d. b and c only
17. An effective crisis management plan is one that is ___________.
 a. supported by training and periodic drill sessions
 b. coordinated and controlled across levels and units of the organization
 c. upgraded frequently
 d. All of the above.
18. It is generally believed that within ___________ of becoming aware that a crisis situation
 may exist, company officials must be prepared to issue an initial statement to the media
 and other key stakeholder groups.
 a. 24 hours
 b. 30 minutes
 c. an hour
 d. 48 hours
19. Which of the following is an internal source of organizational learning?
 a. customers
 b. competitors
 c. Academic publications
 d. employees
20. Tacit knowledge is acquired from ___________.
 a. manuals regarding an organization’s culture
 b. databases acquired from other sources
 c. intuition based on experience
 d. genetics
21. Which of the following is a characteristic of a learning organization?
 a. strategy is formulated from the top and passed down
 b. formal systems of communication tied to the vertical hierarchy with lots of filters
 c. stable environment
 d. loose, flexible, and adaptive roles
22. The traditional organization is based on the bureaucratic model that emphasizes ________.
 a. highly formalized systems
 b. a rigid, closed culture
 c. specialized tasks
 d. All of the above.
23. Benchmarking ___________.
 a. allows a company to imitate the best practices of others
 b. is a leader strategy
 c. yields a comparative advantage
 d. is not recommended to develop creative thinking skills
24. In creating a learning organization culture, there must be a culture which is conducive to
 individual and team learning, which ___________.
 a. has team learning
 b. encourages self-initiated activity
 c. does not need support from leaders
 d. a and b only
25. Which of the following should exist in a learning organization culture?
 a. providing employees opportunities to solve problems
 b. broadening employees’ frames of reference to enhance learning
 c. sharing knowledge to encourage creative ideas
 d. None of the above.

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