Because each organization develops its own unique culture, even organizations within the same industry and city will exhibit distinctly different ways of functioning.

Cultures does not develop at the organizational level.

Transactional leaders inspire involvement in a mission, giving followers a “dream” or “vision” of a higher calling.

Transformational leaders inspire involvement in a mission, giving followers a “dream” or “vision” of a higher calling, thereby seeking more dramatic changes in organizational performance.

Transactional leaders inspire involvement in a mission, giving followers a “dream” or “vision” of a higher calling, thereby seeking more dramatic changes in organizational performance.

Most effective leaders exhibit traits associated with both transformational and transactional leadership styles.

Transformational and transactional styles represent polar opposites on a continuum, but most effective leaders combine the two at least to some extent.s.

Since environments have become less predictable in recent years, a transformational leadership style may be most appropriate for the majority of firms.

Transactional leadership styles may be appropriate in predictable environments, but most organizations today function in relatively unpredictable environments.

The first step in initiating strategic change is to create a shared vision.

The first step in initiating strategic change is to recognize the need for change.

Deeply rooted values and ways of thinking that regulate firm behavior characterize __________.

Organizational culture refers to the shared values and patterns of belief and behavior that are accepted and practiced by the members of a particular organization.

A weak culture is characterized by deeply rooted values and ways of thinking that regulate firm behavior. A strong culture lacks values and ways of thinking that are widely accepted by members of the organization.

A lack of values and ways of thinking in a firm characterize __________.

In general, an organizational culture __________.

A culture can be changed, but doing so is not easy and does not require a particular leadership style.

The unconscious reference to one’s own cultural values as a standard of judgment is known as __________.

One’s collection of psychological attributes, such as motivation, empathy, self-awareness, and social skills is known as __________.

Emotional intelligence consists of one’s collection of psychological attributes, such as motivation, empathy, self-awareness, and social skills.

Top-down change efforts __________.

Top-down approaches are not always successful and can frequently benefit from more employee participation.

Employees resist change because:

Which of the following are examples of Organizational Culture?

Organizational culture allows firms to adapt to environmental changes and to coordinate & integrate its internal operations.

Factors that develop subcultures are:

1. Location
2. Functional Responsibility
3. Managerial Level

The second most important influence on an organization's culture is its founders.

Which of the following is not an element of culture:

Adaptive firms are important for firms that emphasize high growth and innovation.

Inert firms are are conservative and encourage maintenance of existing resources.

Adaptive= Conservative and safe

Inert= Innovative

Strong culture is characterized by lacking values and ways of thinking that are widely accepted by the members of the organization.

Weak culture is characterized by deeply rooted values and ways of thinking that regulate firm behavior.

Weak culture is developed over a decade or longer.

Weak culture does not develop strategy execution.

When a weak culture is unhealthy and embodies destructive characteristics, it can lead to poor performance.

Diverse ways of thinking are most critical when a strategy is being formulated.

When mid and low level managers execute the plan, more diversity is required.

Top management shapes culture in many ways. Which is not a way?

Top management shapes culture in many ways. Which is not a way?

Wal-Mart Lessons for CEO Succession include the following except:

Wal-Mart Lessons for CEO Succession include the following except:

Strategic leadership includes:

Managerial leadership is generally concerned with short-term, day-to-day activities.

A consistent pattern of behavior that a leader exhibits in the process of governing and making decisions is known as leadership style.

Transactional leadership inspire involvement in the mission and give the followers a vision or higher calling.

Transformational leadership uses authority of the office to exchange rewards such as pay and status for employees work efforts.

Transformational leadership is typically associated with innovation. Which of the following is not a type of innovation?

Transformational leadership is typically associated with innovation. Which of the following is not a type of innovation?

Most leaders tend to balance between transactional and transformational leadership styles.

One collection of psychological attributes, such as motivation, empathy, self-awareness, and social skills is known as emotional intelligence.

Transformational styles are most appropriate in relatively predictable environments.

Transformational styles are more common in today's world due to unpredictability.

Which of the following is not a part of the 3 step process to execute strategic change?

The best time to implement a strategic change is when the firm is doing poorly.

Firms that are doing well often recognize the need for strategic change quicker than ones that are doing poorly.

Organizations allocate resources to factors that led to future successes

Leaders should broaden their measurement of performance to include comparisons to their competitors and to industry norms, not just last years performance.

Transformational leaders should see to stretch their followers abilities and effectively communicate their vision to all members of the organization.

Without adequate rewards, employees are unlikely to see involvement in initiating change as worthy of their efforts. Minor changes will get a firm minor results.

A process whereby managers consciously and constantly destroy old by recombining its elements into new forms.

The extent to which individuals within an organization are different.

Developing something new/fresh.

The capacity to secure the cooperation of others in accomplishing organizational goals. Also called managerial leadership.

The shared values and patterns of belief and behavior that are accepted and practiced by the members of a particular organization.

Creating a vision and mission for the firm, developing strategies, and empowering individuals throughout the firms to put those strategies into action.

Culture within broader cultures.

A view of the future when the mission is achieved in the present.

When a manager secures the cooperation in accomplishing a goal.

Culture change is possible but efforts often fail, due primarily to a lack of understanding about how a culture can be changed and how long it is likely to take