MAN Quiz 2 Multiple Choice

At K&P Production and Manufacturing, customers often meet with a production team to confirm specifications for a product. The production team is encouraged to offer suggestions for improving the product's design or quality. K&P's culture could be described as a(n): A. involvement culture. B. achievement culture. C. adaptability culture. D. consistency culture.

A

Which of the following would NOT be considered a visible artifact of a corporate culture? A. Patterns of behavior B. Office layout C. Organizational ceremonies D. Shared understandings

D

Which of the following would NOT be critical for managers to consider when establishing the cultural values that are important for the organization? A. The company's goals B. The company's strategies C. The external environment D. The company's financial resources

D

_____ is an example of part of the legal-political dimension of the general environment. A. A report on the decline of unemployment B. An editorial about the condition of Illinois's rivers C. A report of the demographics of a potential market D. A change in the regulations regarding the provision of health insurance to employees

D

Bouquet Floral is known for its caring, family-like atmosphere. Its corporate culture emphasizes the involvement and participation of employees, and it attaches great importance to meeting the needs of its employees. Bouquet Floral has a(n) _____ culture. A. involvement B. achievement C. adaptability D. consistency

A

European automobile manufacturers welcome the markets in other parts of the world, including setting up factories in some of those countries. The automobile market is mostly stable, but the push for "greener" models continues to motivate companies to innovate. In which of the following corporate cultures would you place these companies? A. In an achievement culture with some characteristics of an adaptability culture B. Solidly in an adaptability culture C. Solidly in a consistency culture D. In an involvement culture with some characteristics of an adaptability culture

A

For California Milk Producers, "Got Milk" has been a highly successful: A. slogan. B. symbol. C. visible artifact. D. story.

A

In order to succeed in a turbulent environment, companies need to: A. carefully monitor both cultural values and business performance. B. focus more on internal environment issues than on the external environment. C. focus entirely on customer requirements. D. adapt to the task environment rather than the general environment.

A

Managers often use business intelligence software to link to and coordinate the organization with key elements in the external environment through: A. boundary spanning. B. turbulence management. C. scenario building. D. joint ventures.

A

Maxwell Accounting Services has been in operation for more than 70 years. It takes pride in providing thorough and professional accounting services to its business clients, many of whom have been with Maxwell for their entire company's life. Based on this description, Maxwell has a(n) _____ corporate culture. A. consistency B. adaptability C. achievement D. involvement

A

Social, economic, legal-political, international, natural, and technological factors that influence all organizations about equally and primarily in indirect ways are part of the: A. general environment. B. strategic environment. C. task environment. D. internal environment.

A

The _____ of Disney and Pixar in 2006 resulted in Disney-Pixar, a highly successful and profitable company. A. merger B. big data analytics C. joint venture D. acquisition

A

The company 3M, headquartered in Minnesota, has always been known for encouraging employee innovation by providing centers and forums for creating practical ideas that become opportunities and are nurtured through resources for developing successful products. These _____ are the essence of culture and subconsciously guide behavior and decisions. A. underlying assumptions and beliefs B. slogans and stories C. visible artifacts D. ceremonies

A

The cultural leader articulates a _____ for the organizational culture that employees can believe in and will rally around. A. vision B. mandate C. relentless focus on performance D. performance policy

A

Which of the following dimensions is a part of an organization's task environment? A. Labor market B. Natural C. Management D. Economic

A

Which of the following is NOT among the qualities of a high-performing culture? A. It focuses relentlessly on financial performance. B. It embodies shared adaptive values that guide decisions and business practices. C. It encourages individual employee ownership of both bottom-line results and the organization's cultural backbone. D. It is based on a solid organizational mission or purpose.

A

Which of the following statements about the elements of the external organizational environment is true? A. An organization's external environment includes elements that exist outside the boundary of an organization and have the potential to affect the organization. B. An organization's external environment includes elements that exist outside the boundary of an organization that focus only on profits and laurels to the organization. C. An organization's external environment includes every aspect of international business. D. An organization's external environment includes all potential and actual suppliers, employees, and resources.

A

Which of the following statements regarding strategic issues is NOT true? A. Strategic issues only occur inside an organization and are likely to alter its ability to achieve its objectives. B. Sometimes managerial conclusions about strategic issues are biased in favor of some natural inclination of the manager. C. Managers use several business intelligence applications strategies to adapt to strategic issues. D. As environmental turbulence increases, strategic issues emerge more frequently.

A

With which of the following corporate cultures would an achievement culture be the best fit? A. A results-oriented culture that value competitiveness, aggressiveness, personal initiative, and willingness to work long and hard to achieve results B. An internal- and employee-need-focused environment where the organization is seen as having a caring, family-like atmosphere C. A fast-response and high-risk decision-making environment D. An internal-focused organization that has a consistency orientation for a stable environment

A

_____ are responsible for instilling the cultural values the organization needs to be successful in its environment. A. Managers B. Employees C. Customers D. Mission statements

A

An organization's internal environment includes corporate culture, production technology, organization structure, and physical facilities. Which of these is considered extremely important to competitive advantage? A. Production technology B. Corporate culture C. Physical facilities D. Organization structure

B

As the fastest-growing segment of business intelligence, _____ refers to searching complex sets of data to uncover patterns in order to make better business decisions. A. joint venture B. big data analytics C. environmental uncertainty D. scenario building

B

At Home Healthcare has advertised for 10 positions. The human resources department is worried about being able to fill those positions because of a lack of qualified applicants. Which dimension of the external environment is involved here? A. Legal/political B. Labor market C. Customer D. Employees

B

At the Principal Lake Company, each new employee is greeted, either by the CEO or the vice president of human resources at that employee's first department-wide meeting with a framed copy of the company's motto and a coffee mug with the employee's name and the company logo on it. This long-standing tradition is one of the company culture's: A. overlying assumptions. B. visible artifacts. C. observable values. D. evident beliefs.

B

Because each successive generation is more technologically savvy than their parents, companies are wise to consider the ways in which advances in technology will change their demands in other areas of their lives, such as entertainment, home décor, clothing, and spending patterns in general. These considerations are part of the _____domain of businesses' external environment. A. management B. sociocultural C. natural D. labor market

B

Companies in the high-tech industry face rapid changes as technology evolves. They need cultures that support the company's ability to rapidly detect, interpret, and translate signals from the environment into new behaviors. These companies have a(n) _____ culture. A. involvement B. adaptability C. achievement D. consistency

B

GlaxoSmithKline, Merck, and Pfizer are all pharmaceutical companies, which makes them part of the _____ dimension within Pfizer's task environment. A. customers B. competitors C. suppliers D. management

B

Google's employees are highly committed and create a high-performance organization in part because the internal culture of the organization fits the needs of the: A. customers and business vendors. B. external environment and company strategy. C. current employees and management. D. internal environment and company vision.

B

In rapidly changing environments, managers shift away from the _____ culture, which supports and rewards a methodical, rational, and orderly way of doing things, and move toward a(n) _____ culture. A. involvement; achievement B. consistency; adaptability C. adaptability; involvement D. achievement; consistency

B

On every Apple computer, iPhone, and other product is the familiar outline of an apple with a bite out of it. In fact, it is one of the most highly recognizable brand _____ in the world. A. slogans B. symbols C. heroes D. stories

B

The highest levels of uncertainty for a firm occur when: A. the number of factors in the organization environment is low and the rate of change in factors in the environment is low. B. the number of factors in the organization environment is high and the rate of change in factors in the environment is high. C. the number of factors in the organization environment is high and the rate of change in factors in the environment is low. D. the number of factors in the organization environment is low and the rate of change in factors in the environment is high.

B

What are the two dimensions used to measure the level of uncertainty in an organization's external environment? A. The ratio of boundary spanning activities to the number of international contact points, supplier and customer B. The number of factors in the environment and the rate of change of those factors C. The number of an organization's competitors and the number of suppliers D. Big data analytics and business intelligence

B

When considering an organization's cultural values and business performance, which of the following statements is true? A. Business performance tends to deteriorate when managers concentrate more on cultural values. B. Cultural values that are not connected to business performance are not likely to benefit an organization during challenging times. C. Cultural values and business performance are independent of each other. D. Companies that succeed in a turbulent world are those that carefully monitor cultural values rather than business performance.

B

Which of the following indicates partnering organizations are moving from an adversarial orientation to a partnership orientation? A. A shift from using virtual teams to resolve conflict to using lawsuits to resolve conflict B. A shift from minimal involvement and up-front investment to involvement in partner's product design and production C. A shift from business assistance in interactions to contracts that limit that relationship D. A shift from long-term contracts to short-term contracts

B

Winnington Capital promotes a "family at work" atmosphere through measures such as family health insurance, opportunity for flex hours, and an emphasis on work-family life balance. Winnington strives to operate as a profitable business at the same time it encourages better relationships among families and work colleagues. Winnington would fall within Quadrant: A. C. B. B. C. D. D. A.

B

With its entrance into new markets in South America, Athletics Clothing Inc. has hired a Brazilian marketing company. The relationship with this company is part of the _____ dimension of Athletics Clothing's general environment. A. culture B. international C. customer D. labor market

B

With which of the following corporate cultures would an involvement culture be the best fit? A. A results-oriented culture that values competitiveness, aggressiveness, personal initiative, and willingness to work long and hard to achieve results B. An internal- and employee-need-focused environment where the organization is seen as having a caring, family-like atmosphere C. A fast-response and high-risk decision-making environment D. An internal-focused organization that has a consistency orientation for a stable environment

B

Within the task and general environments, the interaction among a community of organizations in the environment forms an: A. organizational culture. B. organizational ecosystem. C. organizational structure. D. organizational value chain.

B

As a manager, Carmen frequently uses a(n) _____ role as a strategy for her organization to link to and coordinate with key elements in the external environment. A. merger B. interorganizational partnership C. boundary spanning D. scenario-building

C

Bristol received an "Innovator of the Year" award at the manufacturing company where he works. He is part of the company's ____ environment. A. economic B. task C. internal D. general

C

Environmental shifts create turbulence for businesses. Which of the following statements about turbulence is true? A. With decreasing turbulence, more strategic issues arise. B. As the level of turbulence increases, the organization benefits more when managers focus on subtle environmental changes rather than the dramatic changes. C. The level of turbulence determines the type of response that managers must make in order for an organization to survive. D. Although turbulence contributes to environmental shifts, it does not influence the organization's internal environment.

C

In a discussion of the attributes of strong corporate cultures, which of the following statements is true? A. Their visible artifacts readily indicate whether top leaders are unethical. B. They are a part of an organization's external environment. C. They sometimes promote negative values and behaviors. D. They do not significantly affect the competitive advantage of organizations.

C

In an environment that requires fast response and high-risk decision making, what type of culture is most likely to emerge? A. Involvement culture B. Achievement culture C. Adaptability culture D. Consistency culture

C

Jess works as a department manager in her organization. She has excellent role models in the upper management, and she tries to extend the same type of mentoring and support to the front-line managers she supervises. By doing so, she is reinforcing the organization's: A. sociocultural dimension of the general environment. B. natural dimension of the task environment. C. culture dimension of the internal environment. D. labor market dimension of the task environment.

C

Julie Aigner-Clark is the founder of Baby Einstein. She began with a love of the arts and humanities and wanted to share that passion with her baby. Through persistence and hard work, she developed videos designed to enrich children's minds and experiences. To many at Baby Einstein, she is a: A. slogan. B. symbol. C. hero. D. story.

C

Many managers use sophisticated software to search through large amounts of internal and external data to spot patterns, trends, and relationships that might be significant, which reveals: A. environment intelligence. B. tactical plans. C. business intelligence. D. contingency plans.

C

Many new retail facilities include family or nongender-specific restrooms for customers and employees as a response to changes in the _____ environment. A. geographic B. supply chain C. sociocultural D. technological

C

Organizations within the same industry often reveal similar cultural characteristics because: A. organizations with a culture unlike the standard for the industry cannot be successful. B. industry structure does not allow the formation of other types of cultures. C. they are operating in similar environments. D. benchmarking limits exploration of other types of culture.

C

Physical symbols or visible artifacts are associated with the surface level of organizational culture, whereas the invisible part of the corporate culture includes several aspects. Which of the following would not be among the invisible aspects of corporate culture? A. Expressed values B. Underlying assumptions C. Organizational symbols D. Deep beliefs

C

Research by Kotter and Heskett showed that companies that intentionally managed cultural values: A. had "happier" employees but no noticeable differences in company performance measures. B. showed no significant correlation in financial performance to those efforts. C. outperformed similar companies that did not. D. did not maintain performance levels in rapidly changing environments.

C

The Archer Daniels Midland (ADM) Company is an American global food processing and commodities trading corporation. Which of the following would NOT be part of ADM's task environment? A. Coca-Cola, which buys ADM products B. Agco Corporation, which sells agricultural equipment C. USDA, which provides oversight to the food-processing industry D. Agritech Worldwide, which is also a food processor

C

The federal government influences organizations through the Occupational Safety and Health Administration (OSHA), Environmental Protection Agency (EPA), consumer protection and privacy legislation, product safety requirements, and labeling requirements, which makes them part of the _____ dimension of organization's external environment. A. technological B. international C. legal-political D. economic

C

The key factor in creating an organizational climate that enables learning and innovative responses to threats from the external environment, challenging new opportunities, or organizational crises is the role played by: A. the task environment. B. visible artifacts. C. corporate culture. D. a company's symbols and slogans.

C

The sectors that conduct day-to-day transactions with the organization and directly influence its basic operations and performance are part of the: A. general environment. B. economic environment. C. task environment. D. technological environment.

C

When a customer needs a special order, Noreen, who manages the production line, has the authority to alter the production line to fulfill that order. Her company has a(n) _____ culture. A. involvement B. achievement C. adaptability D. consistency

C

Which of the following dimensions is a part of an organization's internal environment? A. Legal/political B. Suppliers C. Culture D. Customers

C

Which of the following statements about corporate cultures is true? A. Across all industries, organizations' cultural characteristics are the same. B. The surface-level aspects of corporate cultures are the most important. C. Internal corporate cultures are deeply influenced by the external environment. D. With few exceptions, corporate cultures always promote positive values and behaviors.

C

Which of the following statements best explains why managers need to pay attention to culture? A. Members of a corporate culture must be consciously aware of corporate values. B. Strong corporate cultures always promote positive values and behaviors. C. Culture guides how people within the organization interact with one another and how the organization interacts with the external environment, which means it plays a significant role in organizational success. D. Organizations without a positive and excellent corporate culture cannot be financially successful.

C

Which of the following would NOT be part of what defines corporate culture? A. Beliefs and understandings shared in the internal environment B. Key values of organization members C. International sales agreements with customers D. The organization's visible artifacts

C

A(n) _____ culture has an internal strategic focus and an environment that requires stability. A. involvement B. adaptability C. achievement D. consistency

D

As a manager at a company in the financial industry, Rick continuously scans the business horizon for _____, which are also called strategic issues. A. subtle changes to the stated definition of the organization's basic business scope and operations B. global scenarios arising from scenario building exercises C. company responses to be taken in the case of emergencies, setbacks, or unexpected conditions D. both subtle and dramatic environmental changes

D

Because of changing technologies, the company for which Isabel works is experiencing a great deal of uncertainty. As a manager, what does that uncertainty mean for Isabel? A. She has a great deal of additional data available from governmental sources to assist her in decision making. B. She must find ways to adapt the environment to her organization. C. She does not have to devote much attention to external issues. D. She does not have sufficient information about environmental factors to understand and predict environmental needs and changes.

D

Cedar Memorial Chapel and Funeral Home conveys a sense of reverence and compassion. Its chapel and rooms are tastefully decorated in subdued calming colors. Its employees dress formally in suits. These aspects of the atmosphere at Cedar Memorial are part of its: A. expressed values. B. underlying assumptions. C. ceremonies. D. visible artifacts.

D

Companies are especially concerned about the _____ dimension of the general environment because it includes consumer purchasing power, the unemployment rate, and interest rates. A. legal/political B. technological C. task D. economic

D

For the first time in U.S. census history, _____ of all babies born in 2011 were members of minority groups. A. greater than 10 percent B. almost two-thirds C. about 30 percent D. more than half

D

Fuhua from China and Raissa from Argentina are their organizations' managerial counterparts. To deal with the increasing uncertainty in their industry and its international markets, their organizations' relationship is: A. highly adversarial. B. subject to almost no turbulence. C. reluctant to coordinate on strategic issues. D. shifting toward a greater partnership orientation.

D

In the matrix that illustrates four organizational outcomes based on the relative attention that managers pay to cultural values and business results, which of the following is true of the managers in Quadrant A? A. Managers do not meet performance goals or uphold cultural values. B. Managers achieve performance goals and uphold desired cultural values. C. Managers do not meet performance goals but do uphold cultural values. D. Managers meet performance goals but fail to uphold cultural values.

D

Monte Package Company manufactures packing trays that hold fruit. Sodaltech makes pulp-molding machinery. In this scenario, Sodaltech is Monte Packaging's: A. labor market. B. competitor. C. customer. D. supplier.

D

Organizations continue to look for ways to keep up with technological advancements and compete in the global economy. A way that is becoming more and more popular that involves strategic alliances is: A. boundary spanning. B. turbulence management. C. scenario building. D. joint ventures.

D

Organizations often join together to adapt to or influence the environment. The number of corporate alliances has been increasing at a rate of _____ annually. A. 10 percent B. 40 percent C. 35 percent D. 25 percent

D

The CEO of Kerplunk Toys often tells how he was fishing with his young son one day and they were talking about "Dad's new job," which was in fact the beginning stages of a start-up toy company. The CEO was still trying to decide on the venture's name when a huge frog jumped into the water in front of them and splashed them both. They laughed and laughed and the son said, "That was some kerplunk!" His comment inspired the company name. The CEO affirms his company's value of family through this: A. deeply held belief. B. visible artifact. C. hero. D. story.

D

The right fit between culture, strategy, and the environment is associated with four categories or types of culture. On what two dimensions are these categories based? A. The goals of the organization and the turbulence of the environment B. The extent of the visible corporate culture and the influence of the invisible culture C. The extent to which the competition is adversarial and the pace of the marketing timeline D. The amount of flexibility required by the external environment and whether a company's strategic focus is internal or external

D

When considering the role of cultural leaders, which of the following statements is true? A. Even if they do not believe in their organization's vision, cultural leaders will follow and uphold it. B. For cultural leaders, cultural values take a back seat when an organization is faced with environmental turbulence. C. Cultural leaders are not likely to introduce new culture values to employees. D. Cultural leaders remain committed to values during challenging times or crises.

D

Which of the following dimensions is a part of an organization's general environment? A. Labor market B. Competitors C. Management D. Economic

D

Which of the following would NOT be among the characteristics of an effective cultural leader? A. The leader makes sure that work procedures and reward systems match and reinforce the values. B. Cultural leaders also uphold their commitment to values during difficult times or crises. C. The leader defines and communicates central values that employees believe in and will rally around. D. When the culture needs to change, cultural leaders wait for employees to reinforce the new values.

D