Cultures that emerge within different departments, branches, or geographic locations are called:

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The scientific approach to management is sometimes referred to as:

Cultures that emerge within different departments, branches, or geographic locations are called:
Taylorism

Cultures that emerge within different departments, branches, or geographic locations are called:
Time studies approach

Cultures that emerge within different departments, branches, or geographic locations are called:
Principles of management

Cultures that emerge within different departments, branches, or geographic locations are called:
Productivity management


Cultures that emerge within different departments, branches, or geographic locations are called:

Hierarchy in an organization is necessary for:

Cultures that emerge within different departments, branches, or geographic locations are called:
Communication

Cultures that emerge within different departments, branches, or geographic locations are called:
Decentralization

Cultures that emerge within different departments, branches, or geographic locations are called:
Unity of command

Cultures that emerge within different departments, branches, or geographic locations are called:
Centralization


Motion studies would not be conducive to which of the following jobs:

Cultures that emerge within different departments, branches, or geographic locations are called:
Personal tasks

Cultures that emerge within different departments, branches, or geographic locations are called:
Typing

Cultures that emerge within different departments, branches, or geographic locations are called:
Computer programming

Cultures that emerge within different departments, branches, or geographic locations are called:
Brick laying


Human resources management alignment means:

Cultures that emerge within different departments, branches, or geographic locations are called:
Integrate management and employee performance goals

Cultures that emerge within different departments, branches, or geographic locations are called:
To integrate decisions about people with decisions about the results of anorganization

Cultures that emerge within different departments, branches, or geographic locations are called:
To integrate employees with goals, mission and vision

Cultures that emerge within different departments, branches, or geographic locations are called:
To integrate HR with the culture of the organization


The Dow Jones Sustainability index looks at competence in which of the following areas?

Cultures that emerge within different departments, branches, or geographic locations are called:
Customer loyalty

Cultures that emerge within different departments, branches, or geographic locations are called:
Technological

Cultures that emerge within different departments, branches, or geographic locations are called:
Employee retention

Cultures that emerge within different departments, branches, or geographic locations are called:
Financial


Examples of measures used in objectives include which of the following?

Cultures that emerge within different departments, branches, or geographic locations are called:
Financial goals

Cultures that emerge within different departments, branches, or geographic locations are called:
Staff morale

Cultures that emerge within different departments, branches, or geographic locations are called:
New product development

Cultures that emerge within different departments, branches, or geographic locations are called:
Stock price


Cultures that emerge within different departments, branches, or geographic locations are called:

Characteristics of MBO includes which of the following?

Cultures that emerge within different departments, branches, or geographic locations are called:
Systematic and organized approach

Cultures that emerge within different departments, branches, or geographic locations are called:
Used by managers to track their best customers

Cultures that emerge within different departments, branches, or geographic locations are called:
It improves communication by centralizes decision making

Cultures that emerge within different departments, branches, or geographic locations are called:
Aims to improve employee morale


Among the top motivators driving corporations to engage in CSR include all of the following reasons EXCEPT:

Cultures that emerge within different departments, branches, or geographic locations are called:
Ethical considerations

Cultures that emerge within different departments, branches, or geographic locations are called:
Meeting or exceeding budget

Cultures that emerge within different departments, branches, or geographic locations are called:
Employee motivation

Cultures that emerge within different departments, branches, or geographic locations are called:
Innovation and learning


KPMG's 2008 Report on U.S. Firm CSR practices found the top drivers for CSR include which of the following?

Cultures that emerge within different departments, branches, or geographic locations are called:
Transparency and accountability

Cultures that emerge within different departments, branches, or geographic locations are called:
Experience of CEO

Cultures that emerge within different departments, branches, or geographic locations are called:
Innovation and learning

Cultures that emerge within different departments, branches, or geographic locations are called:
Nature of industry


Objectives typically include which of the following:

Cultures that emerge within different departments, branches, or geographic locations are called:
Reflect in the strategic plan

Cultures that emerge within different departments, branches, or geographic locations are called:
Be stated in terms of the corporate mission

Cultures that emerge within different departments, branches, or geographic locations are called:
Be clear, concise, and understandable

Cultures that emerge within different departments, branches, or geographic locations are called:
Be related directly to the values of the company


Characteristics of the approach to setting and managing goals and objectives include which of the following?

Cultures that emerge within different departments, branches, or geographic locations are called:
More is better

Cultures that emerge within different departments, branches, or geographic locations are called:
Measures should be based around the needs of customers, shareholders and other key stakeholders

Cultures that emerge within different departments, branches, or geographic locations are called:
Measures should be linked to the capabilities of each employee.

Cultures that emerge within different departments, branches, or geographic locations are called:
Measures should only include the present to ensure success


Cultures that emerge within different departments, branches, or geographic locations are called:

Goals are outcome statements that define what an organization is trying to accomplish:

Cultures that emerge within different departments, branches, or geographic locations are called:
Internal

Cultures that emerge within different departments, branches, or geographic locations are called:
Both programmatically and organizationally

Cultures that emerge within different departments, branches, or geographic locations are called:
Organizationally

Cultures that emerge within different departments, branches, or geographic locations are called:
Programmatically


Goals and objectives are difficult to set because:

Cultures that emerge within different departments, branches, or geographic locations are called:
We lay out too many of them with the hope that at least we are covering all the bases

Cultures that emerge within different departments, branches, or geographic locations are called:
They are set by managers without the approval of employees

Cultures that emerge within different departments, branches, or geographic locations are called:
Objectives can proliferate in organizations because new ones are set, while old ones are not discarded

Cultures that emerge within different departments, branches, or geographic locations are called:
We might not know what they should cover


The following is NOT considered a best practice when managing performance evaluations:

Cultures that emerge within different departments, branches, or geographic locations are called:
Determine how best to use the Balanced Scorecard

Cultures that emerge within different departments, branches, or geographic locations are called:
Ensure that all key staff are involved in the development of the performance management processes

Cultures that emerge within different departments, branches, or geographic locations are called:
Plan to modify the performance management system over time

Cultures that emerge within different departments, branches, or geographic locations are called:
Provide additional training for supervisors on how to conduct the mid-year and year-end performance reviews


Why do employees who participate in planning change efforts tend to have more positive opinions about the change?

Cultures that emerge within different departments, branches, or geographic locations are called:
They have the opportunity to reject the proposed change

Cultures that emerge within different departments, branches, or geographic locations are called:
They will feel a sense of ownership of planned change and are more likely to be on board.

Cultures that emerge within different departments, branches, or geographic locations are called:
They will have the opportunity to know more than others about the change

Cultures that emerge within different departments, branches, or geographic locations are called:
They will be able to convince customers the change was the right thing to do


Artifacts reflecting values of an organization include

Cultures that emerge within different departments, branches, or geographic locations are called:
Mission statements

Cultures that emerge within different departments, branches, or geographic locations are called:
An office layout that includes open spaces

Cultures that emerge within different departments, branches, or geographic locations are called:
Executive suites

Cultures that emerge within different departments, branches, or geographic locations are called:
Shared principles


Cultures that emerge within different departments, branches, or geographic locations are called:

Cultures that emerge within different departments, branches, or geographic locations are called:

Cultures that emerge within different departments, branches, or geographic locations are called:
Subcultures

Cultures that emerge within different departments, branches, or geographic locations are called:
Countercultures

Cultures that emerge within different departments, branches, or geographic locations are called:
Stable cultures

Cultures that emerge within different departments, branches, or geographic locations are called:
Bureaucratic cultures


Mechanistic structures include which of the following?

Cultures that emerge within different departments, branches, or geographic locations are called:
Structures where communication follows informal channels

Cultures that emerge within different departments, branches, or geographic locations are called:
Structures that are flexible and easy to change

Cultures that emerge within different departments, branches, or geographic locations are called:
Structures that are informal and decentralized.

Cultures that emerge within different departments, branches, or geographic locations are called:
Structures where employees are given specific job descriptions delineating their roles and responsibilities


Despite potential benefits, the disadvantages of a matrix structure include which of the following?

Cultures that emerge within different departments, branches, or geographic locations are called:
There is potential for interpersonal conflict with team members as well as with leaders

Cultures that emerge within different departments, branches, or geographic locations are called:
Power struggles or turf wars among managers are lessened, taking away an important source of new ideas and innovation.

Cultures that emerge within different departments, branches, or geographic locations are called:
Managers will spend less effort coordinating their work, believing that someone else can pick-up the slack.

Cultures that emerge within different departments, branches, or geographic locations are called:
Role ambiguity or role conflict is very low


When leaders motivate employees through inspiration, corporate culture tends to be:

Cultures that emerge within different departments, branches, or geographic locations are called:
Competitive and performance-oriented

Cultures that emerge within different departments, branches, or geographic locations are called:
Outcome-oriented and competitive

Cultures that emerge within different departments, branches, or geographic locations are called:
More supportive and people-oriented

Cultures that emerge within different departments, branches, or geographic locations are called:
People or team-oriented


A disadvantage of formalization in organization structure is:

Cultures that emerge within different departments, branches, or geographic locations are called:
Flat hierarchy

Cultures that emerge within different departments, branches, or geographic locations are called:
Smaller organization

Cultures that emerge within different departments, branches, or geographic locations are called:
No use for titles

Cultures that emerge within different departments, branches, or geographic locations are called:
Status distinctions tend to be downplayed


Cultures that emerge within different departments, branches, or geographic locations are called:

Organizational change can take the form of which of the following?

Cultures that emerge within different departments, branches, or geographic locations are called:
Structure, strategy, policies, or culture

Cultures that emerge within different departments, branches, or geographic locations are called:
Change should moderate so as to not disrupt corporate cultural norms..

Cultures that emerge within different departments, branches, or geographic locations are called:
Change should be planned on quarterly basis and measured for progress

Cultures that emerge within different departments, branches, or geographic locations are called:
Fundamentally, organizational change is a process that involved effective products or services


In an organization in which high-level managers make the effort to involve others in decision making and seek opinions of others, corporate culture tends to be:

Cultures that emerge within different departments, branches, or geographic locations are called:
Outcome-oriented and competitive

Cultures that emerge within different departments, branches, or geographic locations are called:
Competitive and performance-oriented

Cultures that emerge within different departments, branches, or geographic locations are called:
People or team-oriented

Cultures that emerge within different departments, branches, or geographic locations are called:
More supportive and people-oriented


Research shows that employees can realize their innovations and make them catch on more quickly if they are:

Cultures that emerge within different departments, branches, or geographic locations are called:
Networked employees

Cultures that emerge within different departments, branches, or geographic locations are called:
Non-networked employees

Cultures that emerge within different departments, branches, or geographic locations are called:
Creative and intelligent

Cultures that emerge within different departments, branches, or geographic locations are called:
None of the above


The body of work associated with “how many degrees of separation are you from Kevin Bacon?” refers to which of the following?

Cultures that emerge within different departments, branches, or geographic locations are called:
Direct and indirect ties to everyone in a network

Cultures that emerge within different departments, branches, or geographic locations are called:
Jeffrey Travers and Stanley Milgram's research showing that our professional networks are more effective than our personal networks.

Cultures that emerge within different departments, branches, or geographic locations are called:
Each individual has a potential network of 3,000–10,0000 people

Cultures that emerge within different departments, branches, or geographic locations are called:
Research shows that our professional success has a minimal correlation to the number of people we know.


A network of kindred spirits outside your organization who can help you with personal achievement is called:

Cultures that emerge within different departments, branches, or geographic locations are called:
Operational network

Cultures that emerge within different departments, branches, or geographic locations are called:
Tactical network

Cultures that emerge within different departments, branches, or geographic locations are called:
Strategic network

Cultures that emerge within different departments, branches, or geographic locations are called:
Personal network


Cultures that emerge within different departments, branches, or geographic locations are called:

In innovation networks, those who prefer to come up with ideas believe that asking the right questions is more important than having the right answers are called:

Cultures that emerge within different departments, branches, or geographic locations are called:
Researchers

Cultures that emerge within different departments, branches, or geographic locations are called:
Idea generators

Cultures that emerge within different departments, branches, or geographic locations are called:
Experts

Cultures that emerge within different departments, branches, or geographic locations are called:
Producers


A network which indicates who goes to whom to engage in dialogue that helps people solve problems at work is called:

Cultures that emerge within different departments, branches, or geographic locations are called:
Information network

Cultures that emerge within different departments, branches, or geographic locations are called:
Problem-solving network

Cultures that emerge within different departments, branches, or geographic locations are called:
Communication network

Cultures that emerge within different departments, branches, or geographic locations are called:
Social capital


A strategic network involves:

Cultures that emerge within different departments, branches, or geographic locations are called:
Kindred spirits outside your organization who can help you with personal advancement

Cultures that emerge within different departments, branches, or geographic locations are called:
Lateral and vertical ties to stakeholders inside and outside of the firm

Cultures that emerge within different departments, branches, or geographic locations are called:
People you need to accomplish your assigned, routine tasks

Cultures that emerge within different departments, branches, or geographic locations are called:
Coaches and mentors


In the POLC framework, social networks are a key ingredient in the component:

Cultures that emerge within different departments, branches, or geographic locations are called:
Leading

Cultures that emerge within different departments, branches, or geographic locations are called:
Organizing

Cultures that emerge within different departments, branches, or geographic locations are called:
Planning

Cultures that emerge within different departments, branches, or geographic locations are called:
Controlling


A network of people outside your control who will enable you to reach key organizational objectives is called:

Cultures that emerge within different departments, branches, or geographic locations are called:
Operational network

Cultures that emerge within different departments, branches, or geographic locations are called:
Strategic network

Cultures that emerge within different departments, branches, or geographic locations are called:
Personal network

Cultures that emerge within different departments, branches, or geographic locations are called:
Tactical network


Cultures that emerge within different departments, branches, or geographic locations are called:

Companies with an innovative culture are characterized by all of the following EXCEPT:

Cultures that emerge within different departments, branches, or geographic locations are called:
Flat hierarchy

Cultures that emerge within different departments, branches, or geographic locations are called:
Smaller organization

Cultures that emerge within different departments, branches, or geographic locations are called:
No use for titles

Cultures that emerge within different departments, branches, or geographic locations are called:
Status distinctions tend to be downplayed


Which of the following terms is best described as cultures that emerge within different departments branches or geographic locations within the same organization?

A culture that emerges within different departments, branches, or geographic locations is called a subculture.

Which of the following describes a positive organizational culture?

Which of the following describes a positive organizational culture? Emphasizes building on employee strengths, rewards more than it punishes, and emphasizes individual vitality and growth.

Which of the following is true regarding an organization's culture?

The correct answer is C) A dominant culture expresses the core values shared by most of the organization's members.

Which of the following is the most influential factor in creating an ethical organizational culture?

D the mere existence of the program ensures its success. _____________ is (are) part of the culture maintenance phase. Studies indicate that the most influential factor in creating an ethical culture is: A the reward system.