Chapter 3--The Environment and Corporate Culture

Student: ___________________________________________________________________________

1.

In China, business tends to be more personal. True False

2.

It is expected that the Hispanic population in the nited !tates "ill shrin# sli$htl% over the next 3& %ears. True False

3.

'ver the last (our %ears, the "ea#ened .!. econom% has had a devastatin$ impact on small business. True False

).

*ecentl%, there has been stron$ concern about climate chan$e such as $lobal "armin$ caused b% $reenhouse $ases, most notabl% carbon dioxide. True False

+.

The outer la%er, the $eneral environment, is "idel% dispersed and a((ects or$ani,ations directl%. True False

-.

The tas# environmental dimension includes all elements that occur naturall% on earth, includin$ plants, animals, roc#s, and natural resources such as air, "ater, and climate. True False

..

To%ota/s response to recent events li#e the $lobal economic do"nturn and the deadl% tusnami in 0apan "as to create a more e((icienc% driven culture "ith their (ocus turned to improve their internal environment instead o( out"ard. True False

1.

Customers are the people and or$ani,ations in the environment "ho ac2uire $oods or services (rom the or$ani,ation. True False

3.

Current emplo%ees, mana$ement, and especiall% corporate culture are part o( an or$ani,ation4s internal environment. True False

1& The $eneral environment and the tas# environment are the t"o la%ers o( an or$ani,ation4s external . environment. True False 1

11 5c6onalds, 7ur$er 8in$, and Chec#ers are competitors since all three sell (ast (ood to individuals. . True False 12 The ra" materials that or$ani,ations use to produce its outputs are provided b% customers. . True False 13 The labor mar#et is made up b% people in the environment "ho can be hired to "or# (or an . or$ani,ation. True False 1) The technolo$ical dimension o( the external environment includes scienti(ic and technolo$ical . advancements in a speci(ic industr% as "ell as in societ% at lar$e. True False 1+ 9abor mar#et (orces a((ectin$ or$ani,ations ri$ht no" include the $ro"in$ need (or computer-literate . #no"led$e "or#ers and the necessit% (or continuous investment in human resources throu$h recruitment, education, and trainin$. True False 1- The international dimension o( the external environment represents events ori$inatin$ in (orei$n . countries as "ell as opportunities (or .!. companies in other countries. True False 1. I( 0ohnson 9umber provides trees (or :estvaco ;aper 5anu(acturin$, then 0ohnson 9umber is . considered a supplier (or :estvaco. True False 11 Customers and competitors are t"o important sectors o( the economic dimension o( a (irm4s $eneral . environment. True False 13 <ccordin$ to 5ana$er4s !hoptal# in chapter 3, one o( the rules o( doin$ business in China is . rememberin$ that relationships are short-term. True False 2& 'r$ani,ations must mana$e environmental uncertaint% to be e((ective. . True False 21 The sociocultural dimension o( the $eneral environment includes societal norms and values. . True False 2

22 The economic dimension o( the $eneral environment includes consumer purchasin$ po"er. . True False 23 <n example o( part o( the le$al-political dimension o( the $eneral environment is a $overnment4s . report on the decline o( unemplo%ment rate. True False 2) < sales executive (or =eneral 5otors (ills an essential boundar%-spannin$ role. . True False 2+ 5ore or$ani,ations are re2uirin$ all emplo%ees to per(orm boundar%-spannin$ because environmental . shi(ts can happen 2uic#l%. True False 2- Economic problems in other parts o( the "orld have a tremendous impact on .!. companies. . True False 2. Competitive intelli$ence pro(essionals are reall% >ust in-house snoops "ho obtain in(ormation about . other companies. True False 21 =iven the increasin$ environmental uncertaint%, mana$ers in partnerin$ or$ani,ations are shi(tin$ (rom . a partnership orientation to an adversarial orientation. True False 23 < >oint venture involves a strate$ic alliance or pro$ram b% t"o or more or$ani,ations. . True False 3& 6ue to the stable environment and lac# o( technolo$ical chan$e, mer$ers and >oint ventures rarel% . occur in the .!. True False 31 Culture can be de(ined as the abilit% to spea# di((erent lan$ua$es. . True False 32 Cultural values in or$ani,ations are rarel% observed, but are rather deepl% embedded to the extent that . members are not consciousl% a"are o( them. True False 33 ;h%sical s%mbols are associated "ith the sur(ace level o( or$ani,ational culture. . True False 3

3) The set o( #e% values, belie(s, and norms, that are shared b% members o( an or$ani,ation are combined . to create the s%mbols o( an or$ani,ation. True False 3+ < narrative based on events "ithin the or$ani,ation that is (re2uentl% repeated is called an . or$ani,ational stor%. True False 3- < phrase or sentence that succinctl% expresses a #e% corporate value is called a stor%. . True False 3. The m%thical sales representative at *obinson 0e"elers "ho delivered a "eddin$ rin$ directl% to the . church because the rin$ had been ordered late is an example o( a hero. True False 31 < ceremon% is a planned activit% at a special event that is conducted (or the bene(it o( an audience. . True False 33 In determinin$ "hat cultural values are important (or the or$ani,ation, mana$ers should consider the . external environment as "ell as the compan%/s strate$% and $oals. True False )& In adaptive cultures, mana$ers are concerned "ith customers and processes that brin$ about use(ul . chan$e. True False )1 <n achievement culture is (ound in an environment that is d%namic and re2uires hi$h-ris# decision. ma#in$. True False )2 < results-oriented culture that values competitiveness, a$$ressiveness, personal initiative, and . "illin$ness to "or# lon$ and hard to achieve results is called the achievement culture. True False )3 The consisteanc% culture has an external (ocus and a consistenc% orientation (or a d%namic . environment. True False )) In toda%/s business environment, most companies operate in a stable and ri$id environment. . True False

)+ Corporate culture pla%s a #e% role in creatin$ an or$ani,ational climate that enables learnin$ and . innovative responses to threats (rom the external environment, challen$in$ ne" opportunities, or or$ani,ational crises. True False )- :hen an or$ani,ation pa%s little attention to cultural values and instead (ocuses on business results, . success "ill be di((icult to sustain in the lon$ run. True False ). In a hi$h per(ormance culture, or$ani,ations put hi$h emphasis on both culture and solid business . per(ormance as drivers o( or$ani,ational success. True False )1 ?uadrant < represents or$ani,ations that are (ocused primaril% on bottom-line results and pa% little . attention to or$ani,ational values. True False )3 Companies in ?uadrant 6 put hi$h emphasis on both culture and solid business per(ormance as drivers . o( or$ani,ational success. True False +& The cultural leader articulates a vision (or the or$ani,ational culture that emplo%ees can believe in and . that $enerates excitement. True False +1. The environments in "hich businesses operate are increasin$l% @@@@@, re2uirin$ mana$ers to be read% to react and respond to even subtle environmental shi(ts. <. 7 . C . 6 . E . stati c univers al constan t d%nami c tradition al

+2.

@@@@@ includes all elements existin$ outside the boundar% o( the or$ani,ation that have the potential to a((ect the or$ani,ation. <. 'r$ani,ation al environment Internal environment

7 . C. Tas# environment 6 =eneral environment . E Technolo$ical . environment +3.

<ll o( these are a part o( an or$ani,ation4s tas# environment except @@@@@. <. cust om ers 7 labor . mar#ets C . 6 . E . compet itors emplo %ers supplie rs

+).

:hich o( these is A'T a part o( an or$ani,ation4s $eneral environmentB <. 7 . C . 6 . E . Techn olo$ic al Economic Competito rs 9e$alpolitical !ociocultu ral

++.

The @@@@@ o( the external environment represents events ori$inatin$ in (orei$n countries as "ell as opportunities (or <merican companies in other countries. <. nationa l dimens ion $lobal dimension international dimension

7 . C .

6 0apan4s . dimension E .!. . dimension +-. !tan is the o"ner o( a small mar#etin$ (irm. He desi$ns ad campai$ns that speci(icall% tar$et demo$raphic $roups "ithin .!. mar#ets. :hich demo$raphic cate$or% currentl% has the lar$est mar#et si,eB <. 7ab% boom ers 7 =eneration . C C =eneration . D 6 T"eeners . E In. bet"eeners

+..

!"eetTooth Candies is a .!.-based compan% that manu(actures and distributes cand% bars and snac# (oods $loball%. The compan% sources most o( its cocoa and su$ar (rom !outh <merican companies. This business relationship hi$hli$hts "hich dimension o( the tas# environmentB <. Cus tom ers 7 Compet . itors C 9abor . mar#et 6 . E . Cultur e !upplie rs

+1.

@@@@@ isEareF included in an or$ani,ation4s tas# environment. <. !uppliers 7 <ccountin$ procedures . C. Technolo$% 6. =overnment E 6emo$raphic . characteristics

+3.

The @@@@@ represents people in the environment "ho can be hired to "or# (or the or$ani,ation. <. comp etitor s 7 labor . mar#et C suppliers . 6 customer . s E $overnme . nt

-&.

<ll%4s <pplesauce is in the process o( hirin$ sixt% ne" "or#ers. The personnel department has a lar$e pool o( uns#illed labor to dra" (rom due to the hi$h unemplo%ment rate in the local area. :hich dimension o( the external environment is involved hereB <. 7 . C . 6 . E . !ocioc ultural Competitor s Technolo$ic al 9abor mar#et 9e$alpolitical

-1.

The internal environment "ithin "hich mana$ers "or# includes all o( the (ollo"in$ except @@@@@. <. corpo rate cultur e 7 production technolo$% or$ani,atio n structure 6 ph%sical . (acilities E labor . mar#et

-2.

!cienti(ic and technolo$ical advancements in a speci(ic industr% as "ell as in societ% at lar$e are included in "hich $eneral environment dimensionB <. !ociocultural dimension 7 9e$al-political dimension . C. Economic dimension 6 Technolo$ical dimension . E Corporate culture . dimension

-3.

@@@@@ s%stem dra"s resources (rom the external environment and releases $oods and services bac# to it. <. 7. C. 6 . E . ;rodu ction Closed 'pen In(ormatio n 5ana$eme nt

-).

The @@@@@ environment represents the outer la%er o( the environment and a((ects or$ani,ations @@@@@. <. 7 . C . 6 . E . tas#G indirectl % $eneralG directl% internalG directl% internalG indirectl% $eneralG indirectl%

-+.

<n%one considerin$ doin$ business in China, accordin$ to 5ana$er4s !hoptal# in Chapter 3, should #eep in mind all o( the (ollo"in$ rules except @@@@@. <. business is al"a%s personal 7 don4t s#ip the small . tal# C remember that relationships are not short-term 6 be e((icient "ith use . o( time E ma#e contact . (re2uentl%

1&

--.

:hich o( the (ollo"in$ rules, accordin$ to 5ana$er4s !hoptal# in Chapter 3, is about (or$in$ an emotional bondB <. 6on4t s#ip the small tal#. 7 7usiness is al"a%s . personal. C *emember that relationships are not shortterm. 6 5a#e contact (re2uentl%. . E 7e e((icient "ith use o( . time.

-..

9%in$ at the heart o( Chinese culture, @@@@@ is a supportive, mutuall% bene(icial connection bet"een t"o people. <. 7 . C . 6 . E . #ai ,e n $an2 in$ ren2i n$ #ans ei $uan xi

-1.

:hich dimension o( the $eneral environment represents the demo$raphic characteristics, norms, customs, and values o( the population "ithin "hich the or$ani,ation operatesB <. 9e$alpolitical dimension 7 Economic dimension . C Technolo$ical . dimension 6 Corporate culture . dimension E !ociocultural . dimension

11

-3.

<nimal-'ne is a campai$n or$ani,ation that drums up public a"areness about the use o( animals in cosmetic testin$. The $roup condemns traditional cosmetic companies "hile promotin$ smaller, allnatural companies that do not test on animals. <nimal-'ne can best be described as aEnFH@@@@@. <. "histl eblo"e r 7 $overnment or$ani,ation C pressure . $roup 6 sustainable . or$ani,ation E small . business

.&.

:hen 5iami Herald launches a !panish-lan$ua$e ne"spaper, El Nuevo Herald, "ith articles emphasi,in$ Hispanic, Cuban, and 9atin <merican ne"s and sports, it is respondin$ to chan$es in @@@@@ environment. <. soci ocu ltur al 7 technol . o$ical C . 6 . E . econo mic compet itors supplie rs

12

.1.

The $eneral environment dimension that includes consumer purchasin$ po"er, the unemplo%ment rate, and interest rates is called theH <. le$alpolitica l dimens ion. 7 sociocultural . dimension. C technolo$ical . dimension. 6 economic . dimension. E tas# . dimension.

.2.

< $overnment inspection has re2uired %our compan% to up$rade the sa(et% e2uipment in the manu(acturin$ process o( ice creamer%. :hat dimension o( the external environment has in(luenced these up$radesB <. Tec hnol o$ic al 7 9e$al. political C. Tas# 6 !ociocul . tural E Econom . ic

13

.3.

The @@@@@ dimension o( the $eneral environment includes (ederal, state, and local $overnment re$ulations. <. techn olo$i cal 7 le$al. political C economic . 6 sociocultu . ral E internation . al

.).

:hich o( the (ollo"in$ is A'T a part o( adaptin$ the or$ani,ation to chan$es in the environment (or copin$ "ith hi$h environmental uncertaint%B

<. 7oundar%-sp 7. <dvertisin$Ipublic relations C. 5er$ersI>oint ventures 6. Interor$ani,ational partnerships E <ll o( these are a part o( or$ani,ational response in adaptin$ t . environment. .+. :hich o( the (ollo"in$ roles are assumed b% people andIor departments that lin# and coordinate the or$ani,ation "ith #e% elements in the external environmentB <. Fi $u re he ad 7 9iais . on C7ound ar%spanni n$ 66istur bance handle r E 9ead . er

1)

.-.

<n interest $roup that "or#s "ithin the le$alpolitical (rame"or# to in(luence companies to behave in sociall% responsible "a%s is called aEnFH <. pressu re $roup.

7 le$al . $roup. C political in(luence $roup. 6 social . $roup. E none o( . these. ... In response to pressure (rom environmental advocates, or$ani,ations have become increasin$l% sensitive to diminishin$H <. natural resources. 7 economic . resources. C (inancial resources. . 6 human resources. . E technolo$% . resources. .1. :hich o( the (ollo"in$ dimensions o( the $eneral environment includes all elements that occur naturall% on earthB <. !ociocultura l dimension 7 Technolo$ical . dimension C Economic dimension . 6. Aatural dimension E Environmental . dimension

1+

.3.

Inte$rated Computers, Inc. "ants to compile a pro(ile o( the customer it "ill tar$et in its next promotional mailin$. :hat environment "ould this be (ound inB <. Intern al enviro nment

7 Tas# . environmen t C :or# . environment 6 =eneral . environment E Aone o( . these 1&. The people and or$ani,ations in the environment "ho ac2uire $oods or services (rom the or$ani,ation areH <. 7. C. 6. E . 11. competito rs. suppliers. customers. emplo%ees. potential emplo%ees.

@@@@@ means that mana$ers do not have su((icient in(ormation about environmental (actors to understand and predict environmental needs and chan$es. <. 7. C . 6 . E . <da ptati on *is# ncerta int% 8no"le d$e Educati on

1-

12.

@@@@@ environment consists o( demo$raphic (actors, such as population densit%. <. Tec hnol o$ic al 7 !ociocul . tural C 9e$al. political 6 . E . Interna l Econom ic

13.

*oberta is a top-level executive at a ban#in$ institution. !he spends a si$ni(icant part o( her da% meetin$ "ith local $overnment o((icials, ever% da% consumers, and (ederal ban#in$ o((icials to address #e% issues in the ban#in$ industr%. *oberta/s role can best be described as @@@@@. <. bo un dar %spa nni n$ 7 adapt . ive Cinteror $ani,at ional 6 exter . nal E intern . al

1.

1).

@@@@@ is an approach to boundar% spannin$ "hich results (rom usin$ sophisticated so(t"are to search throu$h lar$e amounts o( internal and external data to spot patterns, trends, and relationships that mi$ht be si$ni(icant. <. 5er$er intelli$ence 7 7usiness intelli$ence . C Competitive . intelli$ence 6 ;artnership . intelli$ence E Environment . intelli$ence

1+.

8risten4s 0e"elr% !hop has >ust hired a comparative shopper to visit other local >e"elr% stores to $ain product pricin$ in(ormation. :hat strate$% is this describin$B <. 7oun dar%spann in$ roles. 7 < (lexible . structure. C n(air . practice. 6Increase plannin$ and (orecastin$. E 0oint . venture.

11

1-.

Three lar$e electronics companies have recentl% collaborated to develop an innovative ne" cell phone. This is an example o( "hich mana$erial trendB <. 'utsourc in$ 7 Interor$ani,ationa . l partnership C <dversarial . orientation 6. 5er$er E 7oundar% . spannin$

1..

0e((erson and !2uire is an advertisin$ (irm that is vie"ed as havin$ a (ast-paced and posh corporate culture. The compan% uses bold colorin$ "ith expensive accents in all o((ice dJcor. This exempli(ies "hich level o( corporate cultureB <. Kisib le arti(a cts 7 nderl%in$ assumption s C Expressed . values 6. Heroes E Ceremoni . es

11.

In the current external business environment, "hich o( the (ollo"in$ is trueB <. Corporate culture de(ines success. 7 The business environment . is static. C Companies are more adversarial than ever be(ore. 6 5er$ers are declinin$. . E 0oint ventures are on the . rise. 13

13.

7ased on the notion that or$ani,ations are dealin$ "ith a ver% turbulent and uncertain external environment, more or$ani,ations are re2uirin$ @@@@@ to per(orm boundar%-spannin$ activities. <. top lead ers 7 middle mana$e rs C line . mana$e rs 6 all . emplo% ees E supplie . rs

3&.

Companies can reduce boundaries and increase collaboration "ith other or$ani,ations b% creatin$H <. (lexibl e struct ures. 7interor$ani,a tional partnerships. C ne" . compan% cultures. 6 ne" supplier connections. E none o( . these.

2&

31.

@@@@@ is a part o( Ford4s, the .!. auto manu(acturer, tas# environment. <. In(lation rate 7. Chr%sler C!ecurities and Exchan$e Commission E!ECF, a $overnment re$ulatin$ a$enc% 6 <ma,on.com, an . online boo#seller E Ford4s corporate . culture

32.

5an% or$ani,ations are adaptin$ to the environment b% developin$ more o( aEnF @@@@@ relationship rather than aEnF @@@@@ relationship "ith competitors. <. adver sarial, partne rship 7 partnership, adversarial C strate$ic, . competitive 6 competitive, . strate$ic E none o( . these

33.

:hen t"o or more or$ani,ations combine to become one, it is re(erred to as aH <. >oint venture. 7 (lexible . structure. C mechanistic . structure. 6. mer$er. E inor$anic . venture.

21

3).

In a >oint venture bet"een lar$e and small businesses, lar$e businesses can provide all o( the (ollo"in$ exceptH <. 7. C . 6 . E . sales sta((. research sta((. (inancial resources. distribution channels. top level mana$ement.

3+.

5oll% 5adison received LThe Emplo%ee o( the 5onthL <"ard at Internal :or#in$s *emodelin$ !ervice in <pril. 5oll% "ould be considered a part o( "hich o( these (or Internal :or#in$sB <. =enera l environ ment Tas# environment Economic environment

7 . C .

6 Internal . environment E ;olitical . activit% 3-. <n or$ani,ation/s @@@@@ is a part o( its internal environment. <. custo mers 7 salespeop . le C consumer price index 6 suppliers . E competito . rs

22

3..

Culture can be de(ined asH <. the set o( #e% values , belie( s, under standi n$s, and norms shared b% memb ers o( an or$ani ,ation . 7the abilit% to spea# di((erent lan$ua$es. an ob>ect, act, or event that conve%s meanin$ to others. a narrative based on true events that is repeated (re2uentl% and shared b% or$ani,ational emplo%ees. E none o( . these.

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The level o( corporate culture "hich cannot be seen but can be discerned (rom ho" people explain and >usti(% "hat the% do isH <. invisi ble arti(ac ts. 7expressed values and belie(s. C slo$ans and ceremonies. 6 dress and . o((ice la%out. E none o( . these.

33.

The level o( corporate culture in "hich values are so deepl% embedded that members are no lon$er consciousl% a"are o( them isH <. invisible arti(acts. 7 expressed values and . belie(s. C underl%in$ assumptions and deep belie(s. 6 dress and o((ice . la%out. E slo$ans and . ceremonies.

1&&.

@@@@@ are associated "ith sur(ace level o( or$ani,ational culture. <. Kalu es 7. Aorms C 5anners . o( dress 6. 7elie(s E <ll o( . these

2)

1&1.

<n ob>ect, act, or event that conve%s meanin$ to others is re(erred to as aH <. 7 . C . 6 . E . s% mb ol. slo$a n. stor% . hero . cultur e.

1&2.

:hich o( the (ollo"in$ "ould be considered a visual representationEsF o( a compan%4s corporate cultureB <. <ll depar tment heads have an exec utive o((ic e.

Each department has an a"ard pla2ue (or emplo%ee o( the month. <ll emplo%ees are dressed in pro(essional business attire. Top level executives drive compan% o"ned sports car. E <ll o( . these. 2+

1&3.

Culture tends to di((er bet"een @@@@@, but appears similar "ithin @@@@@. <. 7. C. 6. E . or$ani,ations, industries people, or$ani,ations $roups, industries or$ani,ations, $roups industries, $eo$raphical re$ions

1&).

!%mbols, stories, and heroes are important because the%H <. entertain executive level mana$ement. 7 address the concerns o( $overnment. . C ac2uaint customers to the . or$ani,ation. 6 communicate the si$ni(icant values o( . an or$ani,ation. E $ive emplo%ees somethin$ to tal# . about.

1&+.

*oadtec Tire Compan% has a corporate culture that emphasi,es an internal (ocus on the involvement and participation o( emplo%ees, placin$ hi$h value on meetin$ the needs o( emplo%ees. The compan% is #no"n (or its carin$, (amil%-li#e atmosphere. :hich t%pe o( corporate culture does *oadtec possessB <. <dapt abilit% cultur e 7 <chievemen . t culture C Consistenc% . culture 6 Involvement . culture E 5atrix . culture 2-

1&-.

@@@@@ is a narrative based on true event that is repeated (re2uentl% and shared b% or$ani,ational emplo%ees. <. 7 . C . 6 . E . !% mb ol !lo$ an !tor % Her o Cultu re

1&..

< (i$ure "ho exempli(ies the deeds, character, and attributes o( a corporate culture is re(erred to as aH <. 7 . C . 6 . E . s% mb ol. storie s. slo$a n. hero . cultur e.

2.

1&1.

Heroes are important to an or$ani,ation due to the (act that the%H <. exem pli(% #e% values o( the or$ani ,ation . 7exempli(% a stron$ corporate culture. Cserve as examples to other emplo%ees. 6 all o( . these. E none o( . these.

1&3.

< @@@@@ represents a phrase or sentence that succinctl% expresses a #e% corporate value. <. s% m bo l stori es cult ure her o slo$ an

7 . C . 6 . E . 11&.

5c6onald4s L:e 9ove to !ee Dou !mileL is an example o( aH <. 7. C. 6. E . 21 ceremo n%. s%mbol. ritual. slo$an. political activit%.

111.

LChi2uita. ;er(ect (or 9i(e.L "as Chi2uita4sH <. cere mon %. 7. slo$an. C s%mbol. . 6. ritual. E all o( . these.

112.

I( a compan% emphasi,es that Lno purchase is complete until the customer is satis(ied,L then it4sH <. utili,in$ a s%mbol. 7 communicatin$ its values to . customers. C usin$ a slo$an to present their values to . customers and emplo%ees. 6 utili,in$ a hero (or the purpose o( . conve%in$ values. E usin$ customers to harass the . emplo%ees.

113.

For !outh"est <irlines, all o( the (ollo"in$ can be suppliers exceptH <. Exxon Eprovidin$ >et (uelF. 7. Citiban# Eprovidin$ (inancesF. C 6elta <irlines Eprovidin$ competitionF. . 6. 7oein$ Eprovidin$ planesF. E <ll o( these are suppliers (or !outh"est . <irlines.

23

11).

The adaptabilit% culture emer$es in an environment that re2uires @@@@@ response and @@@@@ decision ma#in$. <. (astG hi$h-ris# 7. (astG lo"-ris# C slo"G hi$h-ris# . 6 slo"G lo"-ris# . E re$ulatedG lo". ris#

11+.

<ll o( the (ollo"in$ are t%pes o( corporate cultures exceptH <. 7. C . 6 . E . adaptabili t% culture. clan culture. consistenc% culture. involvement culture. achievement culture.

11-.

:hich o( the (ollo"in$ cultures is suited to or$ani,ations that are concerned "ith servicin$ speci(ic customers in the external environment but "ithout the intense need (or (lexibilit% and rapid chan$eB <. <dapt abilit% cultur e Clan culture <chievemen t culture

7 . C .

6 Consistenc% . culture E Aone o( . these

3&

11..

The involvement culture has aEnF @@@@@ (ocus on the involvement and participation o( emplo%ees to rapidl% meet chan$in$ needs (rom the environment. <. extern al 7. internal C structural . 6 competitiv . e E technolo$ic . al

111.

The consistenc% culture has aEnF @@@@@ (ocus and an orientation (or a @@@@@ environment. <. external, stable 7 external, . d%namic C internal, stable . 6 internal, . d%namic E structural, . d%namic

113.

*esearch indicates that the one (actor that increases a compan%/s value the most isH <. investme nt in research and develop ment. 7 people and ho" the% are treated. C technolo$% . investment. 6a centrali,ed or$ani,ational structure. E attention to . values.

31

12&.

:hich o( the (ollo"in$ cultures values and re"ards a methodical, rational, orderl% "a% o( doin$ thin$sB <. 7 . C . 6 . E . <chieve ment culture Involvement culture <ccomplishment culture Consistenc% culture <daptabilit% culture

121.

@@@@@ pla%s a #e% role in creatin$ an or$ani,ational climate that enables learnin$ and innovative responses to threats (rom the external environment, challen$in$ ne" opportunities, or or$ani,ational crises. <. 7 . C . 6 . E . 5ission stateme nt Kision statement Competitive intelli$ence Emplo%ee trainin$ Corporate culture

32

122.

:hat is li#el% to happen to or$ani,ations that pa% little attention to either cultural values or business resultsB <. nli#e l% to surviv e (or lon$. 7Ao help (or per(ormance durin$ hard times. ;ro(itable in short run but di((icult to sustain over lon$ term. 6 Hi$h . per(ormance. E Aone o( . these.

123.

:hat is li#el% to happen to or$ani,ations that pa% little attention to cultural values and instead stress business resultsB <. nli#e l% to surviv e (or lon$. 7Ao help (or per(ormance durin$ hard times. ;ro(itable in short run but di((icult to sustain over lon$ term. 6 Hi$h . per(ormance. E Aone o( . these.

33

12).

Terr% mana$es a (ood distribution compan% that is hi$hl% (ocused on creatin$ a stron$ cohesive culture, but the compan% does not tie or$ani,ational values directl% to $oals and desired business results. Terr%/s compan% most li#el% (alls in "hich 2uadrant o( or$ani,ational per(ormance and cultureB <. 7 . C . 6 . E . ?ua drant < ?uadrant 7 ?uadrant C ?uadrant 6 ?uadrant E

12+.

< hi$h-per(ormance culture is based on all o( the (ollo"in$ exceptH <. solid or$ani,ational mission. 7. shared adaptive values. C individual emplo%ee o"nership . o( bottom-line results. 6individual emplo%ee o"nership o( or$ani,ation4s cultural bac#bone. E sin$ular (ocus on business . results.

12-.

0ames, a casino mana$er, de(ines and uses si$nals and s%mbols to in(luence corporate culture b% communicatin$ central values to emplo%ees. <s such, 0ames can be described as "hat t%pe o( leaderB <. E$alitari an leader 7 Totalitarian . leader C Cultural leader . 6 !ervant leader . E Transitional . leader 3)

12..

In a stud% b% 8otter and Has#ett evidence is provided to support the claim that @@@@@ is important (or per(ormance. <. mana$in$ cultural values 7 leadin$ partnerships . "ithin an industr% C surve%in$ the external . environment 6mana$in$ client relationships as boundar% spanners E empo"erin$ . emplo%ees

121.

Executives at 'ne :orld <dvertisin$ have learned that it is necessar% to establish stron$ personal relationships and emotional bonds "ith Chinese business partners. This relates most closel% to "hich dimension o( the $eneral business environmentB <. Aa tur al 7 !ocioc . ultural C 9e$alI ;olitic al 6 Intern . ational E Intern . al

3+

123.

Scenario - Nikki Williams Ai##i :illiams "as "or#in$ as the sales mana$er (or Industrial Instruments. !ome o( the sales executives "ere sho"in$ si$ns o( burnout. The% "ere losin$ interest in their >obs and "ere no lon$er motivated to $ain ne" accounts. The re"ard s%stem (ocused on old reliable accounts, but Ai##i "as no" under pressure to expand the customer base. Ai##i had recentl% been to a seminar on corporate value s%stems. !he reco$ni,ed that the compan%4s CE' "anted to chan$e the "a% emplo%ees thou$ht about the (irm and the "a% the% related to one another. !he (urther reco$ni,ed that a lastin$ solution to her problem re2uired a (undamental shi(t in perception. Ai##i could use the (ollo"in$ to a((ect the corporate cultureH
a. b. c. d. e. stories about political heroes. stories about compan% o((icers, stressin$ a value. stories about economic depression. all o( these.

structured s%mb

3-

13&.

Scenario - Nikki Williams Ai##i :illiams "as "or#in$ as the sales mana$er (or Industrial Instruments. !ome o( the sales executives "ere sho"in$ si$ns o( burnout. The% "ere losin$ interest in their >obs and "ere no lon$er motivated to $ain ne" accounts. The re"ard s%stem (ocused on old reliable accounts, but Ai##i "as no" under pressure to expand the customer base. Ai##i had recentl% been to a seminar on corporate value s%stems. !he reco$ni,ed that the compan%4s CE' "anted to chan$e the "a% emplo%ees thou$ht about the (irm and the "a% the% related to one another. !he (urther reco$ni,ed that a lastin$ solution to her problem re2uired a (undamental shi(t in perception. Ai##i could hold @@@@@, "hich are planned activities at special events to provide examples o( compan% values.
a. b. c. d. e. ceremonies slo$ans s%mbols pictures o( heroes none o( these

3.

131.

Scenario - Nikki Williams Ai##i :illiams "as "or#in$ as the sales mana$er (or Industrial Instruments. !ome o( the sales executives "ere sho"in$ si$ns o( burnout. The% "ere losin$ interest in their >obs and "ere no lon$er motivated to $ain ne" accounts. The re"ard s%stem (ocused on old reliable accounts, but Ai##i "as no" under pressure to expand the customer base. Ai##i had recentl% been to a seminar on corporate value s%stems. !he reco$ni,ed that the compan%4s CE' "anted to chan$e the "a% emplo%ees thou$ht about the (irm and the "a% the% related to one another. !he (urther reco$ni,ed that a lastin$ solution to her problem re2uired a (undamental shi(t in perception. Industrial Instruments operates in an environment that re2uires (ast response and hi$h-ris# decision ma#in$. :hich t%pe o( culture ma% be appropriate hereB
a. b. c. d. e. Consistenc% <daptabilit% Clan <chievement Involvement

31

132.

Scenario - Nikki Williams Ai##i :illiams "as "or#in$ as the sales mana$er (or Industrial Instruments. !ome o( the sales executives "ere sho"in$ si$ns o( burnout. The% "ere losin$ interest in their >obs and "ere no lon$er motivated to $ain ne" accounts. The re"ard s%stem (ocused on old reliable accounts, but Ai##i "as no" under pressure to expand the customer base. Ai##i had recentl% been to a seminar on corporate value s%stems. !he reco$ni,ed that the compan%4s CE' "anted to chan$e the "a% emplo%ees thou$ht about the (irm and the "a% the% related to one another. !he (urther reco$ni,ed that a lastin$ solution to her problem re2uired a (undamental shi(t in perception. To a((ect the value s%stem, Ai##i "ill be "or#in$ primaril% "ithH
a. b. c. d. e. the sociocultural dimension. the internal cultural dimension. the economic dimension. the external dimension.

the le$al-politic

33

133.

Scenario - Melissa Hill 5elissa Hill, sales mana$er (or 'ne-Hit-:onder *ecord Compan%, "as tr%in$ to create a ne" strate$% to turn around the declinin$ record sales the compan% "as (acin$. 5elissa needed to (ind a "a% to (ind out "hat the customers reall% "anted, since 'ne-Hit-:onder didn4t have accurate in(ormation li#e the competitors did. It "as imperative that she (ind the correct strate$% and in(ormation because the compan% "as in (inancial trouble. The compan%4s ;resident "anted all emplo%ees to help (ind in(ormation and "or# as a team to develop better relationships that mi$ht help the compan%. He also stated that he "anted the compan% to remain an independent compan%. 5elissa reali,ed that throu$h hard "or# and team e((orts, the compan% could $et bac# on its (eet as soon as the% $ot reliable in(ormation. 5elissa "ill be "or#in$ primaril% "ithH
a. b. c. d. e. the labor mar#et. the internal cultural dimension. pressure $roups. the sociocultural dimension.

the le$al-politic

)&

13).

Scenario - Melissa Hill 5elissa Hill, sales mana$er (or 'ne-Hit-:onder *ecord Compan%, "as tr%in$ to create a ne" strate$% to turn around the declinin$ record sales the compan% "as (acin$. 5elissa needed to (ind a "a% to (ind out "hat the customers reall% "anted, since 'ne-Hit-:onder didn4t have accurate in(ormation li#e the competitors did. It "as imperative that she (ind the correct strate$% and in(ormation because the compan% "as in (inancial trouble. The compan%4s ;resident "anted all emplo%ees to help (ind in(ormation and "or# as a team to develop better relationships that mi$ht help the compan%. He also stated that he "anted the compan% to remain an independent compan%. 5elissa reali,ed that throu$h hard "or# and team e((orts, the compan% could $et bac# on its (eet as soon as the% $ot reliable in(ormation. The problem 5elissa (aced "asH
a. b. c. d. e. culture $ap. structural instabilit%. environmental uncertaint%. compan% trans(ormation. le$al problems.

)1

13+.

Scenario - Melissa Hill 5elissa Hill, sales mana$er (or 'ne-Hit-:onder *ecord Compan%, "as tr%in$ to create a ne" strate$% to turn around the declinin$ record sales the compan% "as (acin$. 5elissa needed to (ind a "a% to (ind out "hat the customers reall% "anted, since 'ne-Hit-:onder didn4t have accurate in(ormation li#e the competitors did. It "as imperative that she (ind the correct strate$% and in(ormation because the compan% "as in (inancial trouble. The compan%4s ;resident "anted all emplo%ees to help (ind in(ormation and "or# as a team to develop better relationships that mi$ht help the compan%. He also stated that he "anted the compan% to remain an independent compan%. 5elissa reali,ed that throu$h hard "or# and team e((orts, the compan% could $et bac# on its (eet as soon as the% $ot reliable in(ormation. :hich o( the (ollo"in$ "ould be the best "a% (or 'ne-Hit-:onder to decrease its uncertaint%B
a. b. c. d. e. To eliminate interor$ani,ational partnerships To mer$e "ith another compan% To create a >oint venture Aone o( these

To create bound

)2

13-.

Scenario - Melissa Hill 5elissa Hill, sales mana$er (or 'ne-Hit-:onder *ecord Compan%, "as tr%in$ to create a ne" strate$% to turn around the declinin$ record sales the compan% "as (acin$. 5elissa needed to (ind a "a% to (ind out "hat the customers reall% "anted, since 'ne-Hit-:onder didn4t have accurate in(ormation li#e the competitors did. It "as imperative that she (ind the correct strate$% and in(ormation because the compan% "as in (inancial trouble. The compan%4s ;resident "anted all emplo%ees to help (ind in(ormation and "or# as a team to develop better relationships that mi$ht help the compan%. He also stated that he "anted the compan% to remain an independent compan%. 5elissa reali,ed that throu$h hard "or# and team e((orts, the compan% could $et bac# on its (eet as soon as the% $ot reliable in(ormation. :hich o( the (ollo"in$ best describes 'ne-Hit:onder4s cultureB
a. b. c. d. e. Clan culture <chievement culture Consistenc% culture <daptabilit% culture Aone o( these

13 The external @@@@@ includes all elements existin$ outside the boundar% o( the or$ani,ation that have .. the potential to a((ect the or$ani,ation. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 13 The @@@@@ is the outer la%er that is "idel% dispersed and a((ects or$ani,ations indirectl%. 1. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 13 <EnF @@@@@ includes the elements "ithin the or$ani,ation4s boundaries. 3. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@

)3

1) The @@@@@ environment includes the sectors that conduct da%-to-da% transactions "ithin the &. or$ani,ation. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1) <n example o( @@@@@ dimension is that 6ixon Ticondero$a Co. is in trouble because o( increased 1. competition especiall% (rom lo"-cost pencil companies in China. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1) The @@@@@@ environment represents an ever-chan$in$ and uneven pla%in$ (ield compared "ith 2. domestic environment. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1) The @@@@@ dimension o( the $eneral environment includes scienti(ic and technolo$ical advancements 3. in a speci(ic industr% and in societ%. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1) 9%in$ at the heart o( Chinese culture, @@@@@ is a supportive, mutuall% bene(icial connection bet"een ). t"o people. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1) The @@@@@ dimension o( the $eneral environment represents the demo$raphic characteristics as "ell as +. the norms, customs, and values o( the $eneral population. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1) The $eneral economic health o( the countr% or re$ion in "hich the or$ani,ation operates is represented -. b% the @@@@@ dimension. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1) The @@@@@ dimension includes $overnment re$ulations at the local, state, and (ederal levels. .. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1) <n interest $roup that "or#s "ithin the le$al-political (rame"or# to in(luence companies to behave in 1. sociall% responsible "a%s, is called aEnF @@@@@. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1) The @@@@@o( the $eneral environment includes all elements that occur naturall% on earth. 3. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1+ Included in aEnF @@@@@ environment are sectors that have a direct "or#in$ relationships "ith the &. or$ani,ation, amon$ customers, competitors, suppliers, and the labor mar#et. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ ))

1+ 5ana$ers toda% are concerned because technolo$icall% spea#in$, the @@@@@ has $iven more po"er to 1. customers and enabled them to directl% impact an or$ani,ation. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1+ @@@@@@ are or$ani,ations in the same industr% that provide $oods or services to the same set o( 2. customers. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1+ ;eople and or$ani,ations that provide ra" materials the or$ani,ation uses to produce its output are 3. called @@@@@. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1+ The @@@@@ represents people in the environment "ho can be hired to "or# (or the or$ani,ation. ). @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1+ Aot havin$ su((icient in(ormation about environmental (actors to understand and predict environmental +. needs and chan$es is called @@@@@. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1+ :hen environmental (actors chan$e rapidl%, the or$ani,ation experiences @@@@@ uncertaint%. -. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1+ @@@@@, @@@@@, and @@@@@ are three t%pes o( strate$ies that or$ani,ations can use to adapt to .. environmental chan$es. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1+ *oles assumed b% people that lin# the or$ani,ation "ith the external environment are called @@@@@ 1. roles. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1+ Interor$ani,ational partnerships allo" companies to >oin to$ether to become @@@@@ and share @@@@@. 3. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1- <EnF @@@@@ is "hen t"o or more or$ani,ations combine to ma#e one or$ani,ation. &. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1- <EnF @@@@@ involves a strate$ic alliance or pro$ram b% t"o or more or$ani,ations. 1. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@

)+

1- @@@@@ are becomin$ more popular as or$ani,ations strive to #eep up "ith technolo$ical advancements 2. and compete in the $lobal econom%. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1- @@@@@ can be de(ined as the set o( #e% values, belie(s, understandin$s, and norms shared b% members 3. o( an or$ani,ation. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1- <n ob>ect, act, or event that conve%s meanin$ to others is #no"n as aEnF @@@@@. ). @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1- <EnF @@@@@ is a narrative based on true events that is repeated (re2uentl% and shared amon$ +. or$ani,ational emplo%ees. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1- The deeds o( @@@@@ are extraordinar%, but not so extraordinar% that other emplo%ees cannot per(orm -. the same deeds. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1- < slo$an is a phrase or a sentence that concisel% communicates a #e% corporate @@@@@. .. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1- <daptabilit% culture emer$es in an environment that re2uires @@@@@response and @@@@@ decision 1. ma#in$. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1- < culture that is a results-oriented that values competitiveness, a$$ressiveness, personal initiative, and 3. "illin$ness to "or# lon$ and hard to achieve results is called @@@@@. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1. The @@@@@ culture places hi$h value on H*, and the or$ani,ation ma% be characteri,ed b% a carin$, &. (amil%-li#e atmosphere. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1. 'r$ani,ations "ith internal (ocuses and consistenc% orientations (or a stable environment should create 1. aEnF @@@@@ culture. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1. @@@@@ pla%s a #e% role in creatin$ an or$ani,ational climate that enables learnin$ and innovative 2. responses to threats (rom the external environment, challen$in$ ne" opportunities, or or$ani,ational crises. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ )-

1. < primar% "a% in "hich mana$ers shape cultural norms and values to build a hi$h-per(ormance culture 3. is throu$h @@@@@. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1. <EnF @@@@@ de(ines and uses si$nals and s%mbols to in(luence corporate culture. ). @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1. 9ist the (ive dimensions o( the $eneral environment. +.

1. 9ist three visible arti(acts o( an or$ani,ation4s culture. -.

1. 9ist t"o reasons "h% ceremonies are held in an or$ani,ation. ..

1. Aame one o( the t"o dimensions that the cate$ories o( culture are based on. 1.

).

1. Aame one o( the t"o dimensions that or$ani,ations "ith hi$h-per(ormance cultures emphasi,e. 3.

11 6e(ine the or$ani,ational tas# environment. 9ist the (our thin$s this environment includes that could &. in(luence an or$ani,ation.

11 Aame the (ive dimensions o( the $eneral environment and describe each dimension. 1.

11 7rie(l% describe the tas# environment and its (our primar% sectors 2.

)1

11 :hat are the three basic strate$ies (or dealin$ "ith increased uncertaint% "ith respect to customers, 3. competitors, suppliers, or $overnment re$ulationsB

11 7ased on the model in the text, discuss the relationship bet"een external environmental characteristics ). and uncertaint%.

11 6iscuss the di((erent levels o( culture. +.

11 9ist the (our cate$ories o( culture and describe "hat #ind o( environments each (it best in. -.

)3

11 7rie(l% discuss the t"o #e% areas that cultural leaders in(luence culture. ..

+&

Chapter 3--The Environment and Corporate Culture 8e%

1. T* E 2. F<9!E 3. T* E ). T* E +. F<9!E -. F<9!E .. T* E 1. T* E 3. T* E 1&. T* E 11. T* E 12. F<9!E 13. T* E 1). T* E 1+. T* E 1-. T* E 1.. T* E 11. F<9!E 13. F<9!E 2&. T* E 21. T* E 22. T* E 23. F<9!E 2). T* E 2+. T* E 2-. T* E 2.. T* E 21. F<9!E 23. T* E 3&. F<9!E

+1

31. F<9!E 32. F<9!E 33. T* E 3). F<9!E 3+. T* E 3-. F<9!E 3.. T* E 31. T* E 33. T* E )&. T* E )1. F<9!E )2. T* E )3. F<9!E )). F<9!E )+. T* E )-. T* E ).. T* E )1. T* E )3. F<9!E +&. T* E +1. 6 +2. < +3. 6 +). C ++. C +-. < +.. E +1. < +3. 7 -&. 6 -1. E -2. 6 -3. C -). E

+2

-+. 6 --. < -.. E -1. E -3. C .&. < .1. 6 .2. 7 .3. 7 .). 7 .+. C .-. < ... < .1. 6 .3. 7 1&. C 11. C 12. 7 13. < 1). 7 1+. < 1-. 7 1.. < 11. E 13. 6 3&. 7 31. 7 32. 7 33. 6 3). E 3+. 6 3-. 7 3.. < 31. 7

+3

33. 7 1&&. C 1&1. < 1&2. E 1&3. < 1&). 6 1&+. 6 1&-. C 1&.. 6 1&1. 6 1&3. E 11&. 6 111. 7 112. C 113. C 11). < 11+. 7 11-. C 11.. 7 111. C 113. 7 12&. 6 121. E 122. < 123. C 12). 7 12+. E 12-. C 12.. < 121. 6 123. c 13&. a 131. b 132. c

+)

133. e 13). c 13+. a 13-. d 13.. or$ani,ational environment 131. $eneral environment 133. internal environment 1)&. tas# 1)1. international 1)2. $lobal 1)3. technolo$ical 1)). $uanxi 1)+. sociocultural 1)-. economic 1).. le$al-political or le$al political 1)1. pressure $roup 1)3. natural dimension 1+&. tas# 1+1. Internet 1+2. Competitors 1+3. suppliers 1+). labor mar#et 1++. uncertaint% 1+-. ver% hi$h 1+.. boundar%-spannin$ rolesG interor$ani,ational partnershipsG >oint ventures or boundar%-spannin$ rolesG interor$ani,ational partnershipsG mer$ers 1+1. boundar%-spannin$ 1+3. more e((ectiveG scarce resources 1-&. mer$er 1-1. >oint venture 1-2. 0oint ventures 1-3. Culture 1-). s%mbol 1-+. stor% 1--. heroes

++

1-.. value 1-1. (astG hi$h-ris# 1-3. achievement culture 1.&. involvement 1.1. consistenc% 1.2. Corporate culture 1.3. cultural leadership 1.). cultural leader 1.+. Technolo$ical, sociocultural, economic, le$alIpolitical, and international. 1.-. ;ossible responses "ould include dress, heroes, o((ice la%out, s%mbols, slo$ans, and ceremonies. 1... ;ossible responses "ould includeH to rein(orce valued accomplishments, to create a bond amon$ people b% allo"in$ them to share an important event, and to anoint and celebrate heroes. 1.1. *esponses "ill be either E1F the extent to "hich the external environment re2uires (lexibilit% or stabilit%, or E2F the extent to "hich a compan%4s strate$ic (ocus is internal or external. 1.3. Cultural values and business per(ormance 11&. The external or$ani,ational environment is all elements that exist outside the or$ani,ation4s boundaries that have the potential to a((ect the or$ani,ation. The environment includesH competitors, resources, technolo$%, and economic conditions. 111. The (ive dimensions o( the $eneral environment are international, sociocultural, economic, and le$al-political. International dimension re(ers to evens ori$inatin$ in (orei$n countries as "ell as opportunities (or <merican companies in other countries. Technolo$ical dimension re(ers to the scienti(ic and technolo$ical advancements "ithin a speci(ic industr% and societ%. !ociocultural dimension represents the demo$raphic characteristics o( the $eneral population. Economic dimension represents the $eneral economic health o( the countr% or area in "hich the or$ani,ation operates. 9e$al-political dimension re(ers to the local, state, and (ederal re$ulations and the political activities desi$ned to in(luence compan% behavior. 112. The tas# environment is the portion o( the external environment that directl% in(luences the or$ani,ation4s operations and per(ormance. The tas# environment is made up o( customers, competitors, suppliers, and the labor mar#et. These sectors t%picall% conduct da%-to-da% transactions "ith the or$ani,ation. 113. The three basic strate$ies are boundar%-spannin$ roles, interor$ani,ational partnerships, and mer$ers or >oint ventures. 11). The external environment can be evaluated alon$ t"o dimensions. First, one can evaluate Ehi$h to lo"F a number o( (actors in the environment. !econd, one can evaluate Ehi$h to lo"F the rate o( chan$e o( those (actors. :hen both variables are lo", lo" uncertaint% characteri,es the external environment. :hen both variables are hi$h, the external environment is mar#ed b% a hi$h level o( uncertaint%. < hi$hl% uncertain environment re2uires or$ani,ations to adapt andIor attempt to in(luence the external environment. 11+. Culture can be anal%,ed at three levels. <t the sur(ace, there are the visible representations o( culture, such as ceremonies and patterns o( behaviors. These representations are easil% observable. The second level o( culture can be (ound in expressed ideas and values. These ideas and values can be identi(ied throu$h an anal%sis o( such thin$s as s%mbols and stories. The third level o( culture re(ers to those values and understandin$s that are so deepl% held that the% are unobservable and operate at the level o( the subconscious andIor unconscious. 11-. <daptabilit% culture (its best in (ast response and hi$h-ris# decision ma#in$ environments. <chievement culture (its best in results-oriented cultures that value competitiveness, a$$ressiveness, personal initiative, and "illin$ness to "or# lon$ and hard to achieve results. Involvement culture (its best in internal and emplo%ee-need (ocused environments "here the or$ani,ation is seen as havin$ a carin$, (amil%-li#e atmosphere. Consistenc% culture (its best in internal (ocused or$ani,ation that has a consistenc% orientation (or a stable environment. 11.. The cultural leader articulates a vision (or the or$ani,ational culture that emplo%ees can believe in and that $enerates excitement. This means the leader de(ines and communicates central values that emplo%ees believe in and "ill rall% around. The cultural leader heeds the da%-to-da% activities that rein(orce the cultural vision. The leader ma#es sure that "or# procedures and re"ards s%stems match and rein(orce the values. <ctions spea# louder than "ords, so cultural leaders L"al# their tal#.L

+-