MANA 5F50 CH 2-4

Sport clothing and equipment company JR Adventure just completed a merger with Totem T&G, a 100-year-old tennis and golf brand. Jacob Rain, founder of JRA, led the rapid growth of his firm in a creative and energetic setting. Job responsibilities are fluid, and employees are encouraged to collaborate on new ideas. Totem, however, has a long touted history of producing premium tennis and golf equipment. Its hierarchical structure and long-established markets mirror the traditional values of the company's early years. Despite the different corporate styles, similar organizational structures at the two firms will provide the opportunity to share distribution systems and corporate functions and achieve immediate cost savings for the combined company. What is an effective way to establish one common vision and direction for the merged firm? Recognize that cultural change can only be achieved by replacing the top leaders of both firms Promote employees whose behaviors are consistent with the desired culture Reinforce the slogans and ceremonies that made each group successful Promote internal competition among divisions

Promote employees whose behaviors are consistent with the desired culture

Math-A-Mazing is a company that offers tutoring services in all areas of math. In addition to tutors in its store-front locations, it also develops and sells software to teach math. Math-A-Mazing has a casual dress code, and encourages employees to wear fun clothing to encourage creativity in development and look "fun" in the tutoring environment. Math-A-Mazing recently bought out HighSchoolHelp, a small company that offers tutoring to high school students. HighSchoolHelp has a formal business dress code to promote professionalism and authority. The former HighSchoolHelp employees are uncomfortable adhering to their new dress code as part of Math-A-Mazing. In this situation, culture problems have arisen out of what? growth of rival factions a merger poor management an acquisition

an acquisition

Culture can be maintained by: emphasizing competition among divisions. mergers. articulating the culture through slogans and ceremonies. growth of rival factions in an organization.

articulating the culture through slogans and ceremonies

An organization's culture: is focused on fun and excitement. is focused on customer satisfaction. is found throughout the organization. can become a weakness.

can become a weakness

Sport clothing and equipment company JR Adventure just completed a merger with Totem T&G, a 100-year-old tennis and golf brand. Jacob Rain, founder of JRA, led the rapid growth of his firm in a creative and energetic setting. Job responsibilities are fluid, and employees are encouraged to collaborate on new ideas. Totem, however, has a long touted history of producing premium tennis and golf equipment. Its hierarchical structure and long-established markets mirror the traditional values of the company's early years. Despite the different corporate styles, similar organizational structures at the two firms will provide the opportunity to share distribution systems and corporate functions and achieve immediate cost savings for the combined company. What will be the greatest challenge of integrating the two companies? Aligning operations to achieve potential synergy Navigating the political-legal environment Establishing a single organizational culture Establishing a consistent code of conduct

establishing a single organizational culture

Culture determines the organization's _____. corporate success profits shared experiences feel

feel

Math-A-Mazing is a company that offers tutoring services in all areas of math. In addition to tutors in its store-front locations, it also develops and sells software to teach math. The marketing director feels that more resources should be invested in the store front locations, while the development director feels the emphasis should be on software development and internal competition to drive sales. Each of these approaches would have a different impact on the organizational culture. In this situation, culture problems have arisen out of what? growth of rival factions a merger poor management an acquisition

growth of rival factions

Sport clothing and equipment company, JR Adventure, just completed a merger with Totem T&G, a 100-year-old tennis and golf brand. Jacob Rain, founder of JRA, led the rapid growth of his firm in a creative and energetic setting. Job responsibilities are fluid, and employees are encouraged to collaborate on new ideas. Totem, however, has a long touted history of producing premium tennis and golf equipment. Its hierarchical structure and long-established markets mirror the traditional values of the company's early years. Despite the different corporate styles, similar organizational structures at the two firms will provide the opportunity to share distribution systems and corporate functions and achieve immediate cost savings for the combined company. Within which environment will JR Adventure and Totem T&G employees discover what the merged organization will stand for, how it will do things, and what it considers important? social environment general environment internal environment task environment

internal environment

Which of the following is true of organizational culture? It consists of a firm's set of values and beliefs. It does not vary across organizations. It is uninfluenced by corporate success. Its point of origin is the organization's chief competitor.

it consists of firms set of values and beliefs

Which of the following is accurate regarding organizational culture? It should consistent throughout the organization. It is intangible in nature. It is best to maintain it even if it appears to become dysfunctional. It can be quantifiably measured.

it is intangible in nature

Who or what is generally the starting point of an organization's culture? its employees its founder its stockholders its CEO

its founders

Math-A-Mazing is a company that offers tutoring services in all areas of math. In addition to tutors in its store-front locations, it also develops and sells software to teach math. Math-A-Mazing requires all employees to wear something math-related to work every day. They help by providing pins, scarves, and caps printed with numbers or math signs. Employees can wear one of these items or come up with their own. According to the company, this policy makes the company a fun and exciting place to work. This management decision affects the _____. political-legal dimension task environment organizational culture technological dimension

organizational culture

What a company stands for, how it does things, and what it considers important are all learned from the political-legal dimension task environment organizational culture technological dimension

organizational culture

Determinants of organizational culture include _____. shared experiences philanthropic giving ethical compliance whistle-blowing

shared experiences

The culture at SilverCircle is quite weak. The management team changes often. Employees are not able to sense any direction or purpose for the company, and there is a high turnover rate. In contrast, employees at Wellesby speak very highly of the company. Many of them have worked there for years under the guidance of a steady management team. The differences in culture at the two companies are in part attributable to what? values and beliefs shared experiences language barriers the founder

shared experiences

In a single organization, members of the sales staff always wear business attire, while the product development staff dresses more casually. What does this illustrate? The same culture is not found throughout the organization. Management does not have control over employee behavior. The culture is consistent throughout the organization. Some employees refuse to follow rules.

the same culture is not found throughout the organization