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Question
Briefly describe and provide examples of three steps involved in changing an organization's culture.Answer
This answer is hidden. It contains 84 characters.
Related questions
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According to researchers at Harvard, in developing their firm's codes of conduct, multinational firms would be wise to stick with the eight principles identified by their research as the core of global standards of conduct and to not deviate or supplement the principles with values unique to their respective firms.
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Research finds that successful international business persons are inflexible when it comes to cultural aspects with little or no tolerance for ambiguity.
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"When in Rome, do as Romans do" is an example of:
a) Ethical imperialism
b) Ethical relativism
c) Cultural imperialism
d) Corporate relativism
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According to the 2012 Corruption Perception Index (CPI), which country would be the least corrupt?
a) United States
b) Haiti
c) Bangladesh
d) New Zealand
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Which of the following is legal according to the Foreign Corrupt Practices Act (FCPA) passed in 1977?
a) Payments to high ranking government officials
b) Grease payments to lower-level government officials
c) Bribes to political parties
d) Kickbacks to win overseas contracts
Q:
Which of the following is true about collectivists? Collectivists tend to
a) prefer mediation because it involves compromise.
b) prefer adjudication because it is perceived to be fairer.
c) prefer direct manifestations of conflict.
d) avoid psychological warfare.
Q:
The due care theory involves at least the elements set out below.
a. products and services meet all government regulations and specifications
b. ability to return the product if dissatisfied for any reason
c. products should be inspected regularly for quality
d. manufacturers should institute a system to recall products that prove dangerous after distribution
e. a & b
f. a, c, & d
g. all of the above
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For the public, the top three factors in corporate reputation are :
a. transparent and honest practices, trustworthiness, and high-quality products and services
b. transparent and honest practices, community philanthropy, and high quality products and services
c. trustworthiness, high-quality products, and a no-layoff policy
d. trustworthiness, high-quality products, and a 90-day customer return policy
Q:
Organizations have many ethical obligations to their employees includinga. right to privacy, right to a safe workplace, right to promotional opportunitiesb. right to privacy, right to a safe workplace, right to freedom of speechc. right to a safe workplace, right to freedom of speech, right to promotional opportunitiesd. right to a safe workplace, right to freedom of speech, right to three weeks vacatione. right to fair treatment, right of privacy, right to c-level opportunities if they earned their MBA
Q:
Which of these is not a primary stakeholder?
a) Owners
b) Community
c) Customers
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In ethical decision-making and particularly in cases dealing with product safety, firms are best served when they consider the long-term consequences of a decision.
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Despite Johnson & Johnson's best efforts to respond to its customers by pulling Tylenol off shelves, the product has never regained its market share.
Q:
The real proportion of wrong-doers is probably quite small.
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Reference: Matching Key Stakeholders and Regulatory Agencies
a) Guard rights of shareholders
b) Guard rights of consumers
c) Guard rights of employees
d) Guard rights of the community
The Federal Communication Commission (FCC)
Q:
Reference: Matching Key Stakeholders and Regulatory Agencies
a) Guard rights of shareholders
b) Guard rights of consumers
c) Guard rights of employees
d) Guard rights of the community
The Environmental Protection Agency (EPA)
Q:
Reference: Matching Key Stakeholders and Regulatory Agencies
a) Guard rights of shareholders
b) Guard rights of consumers
c) Guard rights of employees
d) Guard rights of the community
The Federal Reserve Board
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Reference: Matching Key Terms and Definitionsa) Stakeholdersb) Primary stakeholderc) Secondary stakeholderOpinion formers, community, and authorities.
Q:
According to the Corporate Social Responsibilities (CSR) pyramid, the __________ responsibility is a societal expectation that is not necessarily codified into law.
a) economic
b) ethical
c) legal
d) philanthropic
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Even if socially responsible business practices are costly, firms must perform them anyway.
Q:
The pragmatic approach is more proactive and affirmative than the strategic approach because it asks companies to identify and acknowledge company activities that can do harm and encourages firms to scrutinize their practices and address potential harms by focusing on their own value-chain activities.
Q:
The __________ reason for CSR offers managers a stronger basis for making decisions about which stakeholders and social responsibility issues should garner their attention and resources given the multitude of options available.
Q:
The ________ reason for corporate social responsibility argues that businesses, as part of society, have a responsibility to behave in the right way.
Q:
Continuous performance evaluation is categorized under which of the four drivers of employee engagement?
a) Line of sight
b) Involvement
c) Information sharing
d) Rewards and recognition
Q:
This driver of engagement, __________, refers to the fact that employees should understand the company's strategic direction and how their individual efforts play a role in the company's revenue-generating enterprise.
a) line of sight
b) involvement
c) information sharing
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Q:
Reference: Types of Employee Engagement
a) Actively engaged
b) Not engaged
c) Actively disengaged
Lucy is passionate and enthusiastic about her work. She is eager to go the extra mile.
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According to management experts, "Management by walking around" is passé in the Internet age where managers can easily communicate with employees using technology.
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Managers earn their subordinates' credibility and respect by setting clear standards, deliberately communicating those standards, and insisting that all adhere to the standards.
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Research finds that the intention of most dress codes is to restrict individuality and project the company image.
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Turkey farming is the fine art of placing poor performers alongside strong performers so that the organization benefits.
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Given that performance evaluations have little effect on employee performance, evaluating employee performance once every 18 months is sufficient.