Chapter 4 The Leader’s Role in Organizational Direction and Company Culture

A  The company’s leadership believes that teamwork is important and employees are more productive in open workspaces.

B  The company’s offices feature mahogany desks and credenzas, gold name plates on the office doors, and reserved parking places.

C  The company’s managers are expected to be innovative and flexible.

A  by undermining discipline

B  by discouraging innovation

C  by weakening the brand

A  An appropriate company culture tends to improve overall performance.

B  Culture can postively impact employee morale, but it doesn’t affect things like profit or market growth.

C  Culture that doesn’t fit a company’s surroundings has no impact on performance.

A  because it is usually communicated more through social cues than through written policies

B  because it is something that most managers try very hard to conceal from their workers

C  because it normally only affects the executive team and the most senior managers

A  relations between company management and staff

B  a set of official rules that govern company behavior

C  shared assumptions, beliefs, and values that guide employee behavior

A  Barnes & Noble

B  Lockheed Martin

C  Amazon

A  philosophical values

B  employee welfare

C  areas of operation

A  by explaining the company’s philosophical values

B  by describing the company’s market niche

C  by describing the company’s concept of self

A  explains an organization’s focus to its stakeholders

B  outlines the steps an organization has taken to grow

C  lists an organization’s products and services

A  across the globe

B  through access to products

C  in successful businesses

A  by identifying constraints on their operations

B  by considering their desired outcomes

C  by deciding on their course of action

A  what

B  who

C  where

A  to explain what an organization does and why it does it

B  to define how an organization will make the world a better place

C  to communicate an ideal end state of where a company hopes to be

A  signals their years of leadership experience

B  allows the employees to decide what to do

C  effectively explains what needs to be done

A  It sets followers on the right direction to reach the company’s goal.

B  It tells followers exactly what to do and how to do it.

C  It helps to remind followers of the charismatic qualities of a leader.

A  creating a shared vision of an organization that’s highly regarded by all employees

B  developing a globally minded vision easily understood by all of an organization’s employees

C  instituting a collaborative vision that incorporates input from all employees

A  through collaboration of multiple stakeholders in a lengthy process of research and refinement

B  by surveying followers to get an idea of their personal endeavors

C  by writing down a leader’s personal ideas and insisting others follow them blindly

A  a comprehensive assessment of the organization’s finances

B  a detailed narrative of the organization’s founding and history

C  a thorough understanding of all the organization’s functions

A  They solidify brand identification.

B  They increase annual revenue.

C  They influence employee motivation.

A  outline daily routines of followers

B  get stakeholders on the same page

C  let customers know what they are buying

A  Vision statements and mission statements both describe an organization’s purpose for being in business.

B  They are developed simultaneously.

C  The vision statement and the mission statement are both meant to distinguish an organization from others in the same field.

A  A mission statement defines the nature of managerial work within an organization, while a vision statement explains how managers should operate.

B  A mission statement defines the roles and responsibilities of an organization’s stakeholders, while a vision statement drives an organization to meet its goals.

C  A mission statement identifies the scope of a company’s operations, while a vision statement distinguishes the company’s desired outcomes from similar companies in the same industry.