Reference no: EM13756977
TRUE AND FALSE
1. In China, business tends to be more personal.
2. Over the last four years, the weakened U.S. economy has had a devastating impact on small business.
3. The outer layer, the general environment, is widely dispersed and affects organizations directly.
4. Toyota's response to recent events like the global economic downturn and the deadly tusnami in Japan was to create a more efficiency driven culture with their focus turned to improve their internal environment instead of outward.
5. Current employees, management, and especially corporate culture are part of an organization's internal environment.
6. McDonalds, Burger King, and Checkers are competitors since all three sell fast food to individuals.
7. The labor market is made up by people in the environment who can be hired to work for an organization.
8. Labor market forces affecting organizations right now include the growing need for computer-literate knowledge workers and the necessity for continuous investment in human resources through recruitment, education, and training.
9. If Johnson Lumber provides trees for Westvaco Paper Manufacturing, then Johnson Lumber is considered a supplier for Westvaco.
10. According to Manager's Shoptalk in chapter 3, one of the rules of doing business in China is remembering that relationships are short-term.
11. The sociocultural dimension of the general environment includes societal norms and values.
12. An example of part of the legal-political dimension of the general environment is a government's report on the decline of unemployment rate.
13. More organizations are requiring all employees to perform boundary-spanning because environmental shifts can happen quickly.
14. Competitive intelligence professionals are really just in-house snoops who obtain information about other companies.
15. A joint venture involves a strategic alliance or program by two or more organizations.
16. Culture can be defined as the ability to speak different languages.
17. Physical symbols are associated with the surface level of organizational culture.
18. A narrative based on events within the organization that is frequently repeated is called an organizational story.
19. The mythical sales representative at Robinson Jewelers who delivered a wedding ring directly to the church because the ring had been ordered late is an example of a hero.
20. In determining what cultural values are important for the organization, managers should consider the external environment as well as the company's strategy and goals.
21. An achievement culture is found in an environment that is dynamic and requires high-risk decision-making.
22. The consisteancy culture has an external focus and a consistency orientation for a dynamic environment.
23. Corporate culture plays a key role in creating an organizational climate that enables learning and innovative responses to threats from the external environment, challenging new opportunities, or organizational crises.
24. In a high performance culture, organizations put high emphasis on both culture and solid business performance as drivers of organizational success.
25. Companies in Quadrant D put high emphasis on both culture and solid business performance as drivers of organizational success.
26. The cultural leader articulates a vision for the organizational culture that employees can believe in and that generates excitement.