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 managers are expected to be innovative and flexible.

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

A  by discouraging innovation

B  by weakening the brand

C  by undermining discipline

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

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

C  An appropriate company culture tends to improve overall performance.

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

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

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

A  relations between company management and staff

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

C  a set of official rules that govern company behavior

A  Barnes & Noble

B  Amazon

C  Lockheed Martin

A  employee welfare

B  areas of operation

C  philosophical values

A  by describing the company’s market niche

B  by explaining the company’s philosophical values

C  by describing the company’s concept of self

A  outlines the steps an organization has taken to grow

B  lists an organization’s products and services

C  explains an organization’s focus to its stakeholders

A  across the globe

B  in successful businesses

C  through access to products

A  by deciding on their course of action

B  by considering their desired outcomes

C  by identifying constraints on their operations

A  where

B  what

C  who

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  effectively explains what needs to be done

B  signals their years of leadership experience

C  allows the employees to decide what to do

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

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

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

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

B  instituting a collaborative vision that incorporates input from all employees

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

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

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

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

A  a comprehensive assessment of the organization’s finances

B  a thorough understanding of all the organization’s functions

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

A  They influence employee motivation.

B  They increase annual revenue.

C  They solidify brand identification.

A  let customers know what they are buying

B  get stakeholders on the same page

C  outline daily routines of followers

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.