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WorksheetsARM400 April 3rd
Total questions: 18
Worksheet time: 18mins
Which of these groups would NOT be part of the Internal Stakeholders?
Salespeople with important accounts
Laborers with specialized skills
Trade Associations
Frontline Managers
There are 4 types of Corporate Culture:
Hierarchy
Decision making authority is well defined; rules and procedures are standardized.
The organization is more concerned with outward relationships; primary objectives are profitability and bottom-line results.
The organization is seen as a family. Team work is emphasized and workers are encouraged to voice suggestions on how to improve processes.
Adaptability is key; authority does not rest with one party, but rather moves from team to team as needed.
There are 4 types of Corporate Culture:
Market
Decision making authority is well defined; rules and procedures are standardized.
The organization is more concerned with outward relationships; primary objectives are profitability and bottom-line results.
The organization is seen as a family. Team work is emphasized and workers are encouraged to voice suggestions on how to improve processes.
Adaptability is key; authority does not rest with one party, but rather moves from team to team as needed.
There are 4 types of Corporate Culture:
Clan
Decision making authority is well defined; rules and procedures are standardized.
The organization is more concerned with outward relationships; primary objectives are profitability and bottom-line results.
The organization is seen as a family. Team work is emphasized and workers are encouraged to voice suggestions on how to improve processes.
Adaptability is key; authority does not rest with one party, but rather moves from team to team as needed.
There are 4 types of Corporate Culture:
Adhocracy
Decision making authority is well defined; rules and procedures are standardized.
The organization is more concerned with outward relationships; primary objectives are profitability and bottom-line results.
The organization is seen as a family. Team work is emphasized and workers are encouraged to voice suggestions on how to improve processes.
Adaptability is key; authority does not rest with one party, but rather moves from team to team as needed.
Organizational Culture and Risk Attitude:
Risk Seeking (rise naive)
May believe that the results of their risk decision, which is based on short-term horizon, will allow the organization to reap significant rewards worth the risk.
Focus on the negative side of potential risks. They often seek methods of transferring risk, and may prefer traditional methods of operations.
Aggressive and conservative tendencies are balanced based on the organization's values, mission and goals.
Organizational Culture and Risk Attitude:
Risk Avoiding
(Risk Obsessed)
May believe that the results of their risk decision, which is based on short-term horizon, will allow the organization to reap significant rewards worth the risk.
Focus on the negative side of potential risks. They often seek methods of transferring risk, and may prefer traditional methods of operations.
Aggressive and conservative tendencies are balanced based on the organization's values, mission and goals.
Organizational Culture and Risk Attitude:
Risk Optimizing
(Risk Managed)
May believe that the results of their risk decision, which is based on short-term horizon, will allow the organization to reap significant rewards worth the risk.
Focus on the negative side of potential risks. They often seek methods of transferring risk, and may prefer traditional methods of operations.
Aggressive and conservative tendencies are balanced based on the organization's values, mission and goals.
Risk attitudes are NOT always consistent thought an organization. An organization's executive board and high-level management may have a much greater tolerance for risk and variance of results than low-level managers and individual employees.
TRUE
FALSE
Management Communication Styles:
Delegating
Management provides broad, strategic direction, but lets stakeholders create their own methods of attaining goals.
Managers make most decisions and tell others exactly what to do to achieve goals. Management limits the flow of information in the interest of efficiency.
Management explains the rationale for goals and decisions and encourages stakeholders to pursue related endeavors. Management is open to feedback from others and stake holders may establish their own communication network.
Management Communication Styles:
Directive
Management provides broad, strategic direction, but lets stakeholders create their own methods of attaining goals.
Managers make most decisions and tell others exactly what to do to achieve goals. Management limits the flow of information in the interest of efficiency.
Management explains the rationale for goals and decisions and encourages stakeholders to pursue related endeavors. Management is open to feedback from others and stake holders may establish their own communication network.
Management Communication Styles:
Supportive
Management provides broad, strategic direction, but lets stakeholders create their own methods of attaining goals.
Managers make most decisions and tell others exactly what to do to achieve goals. Management limits the flow of information in the interest of efficiency.
Management explains the rationale for goals and decisions and encourages stakeholders to pursue related endeavors. Management is open to feedback from others and stake holders may establish their own communication network.
Formal Communication can occur via 3 methods. Which of the following is not a method??
Verbal
Mime
Non-Verbal
Written
Code of Ethics
The minimum standards of expected behavior for those to whom the code applies.
An organization's responsibility to its stakeholders and society to consider the consequences of its actions on all stakeholders and to protect the welfare of society overall.
An individual or organization that is directly or indirectly involved with or affected by organizational decisions or activities.
A discrete unit within an organization, having a leader and specific objectives, at which level a particular risk (or group of risks) is most appropriately and effectively managed.
An individual accountable for the identification, assessment, treatment and monitoring of risks in a specific environment.
Social Responsibility
The minimum standards of expected behavior for those to whom the code applies.
An organization's responsibility to its stakeholders and society to consider the consequences of its actions on all stakeholders and to protect the welfare of society overall.
An individual or organization that is directly or indirectly involved with or affected by organizational decisions or activities.
A discrete unit within an organization, having a leader and specific objectives, at which level a particular risk (or group of risks) is most appropriately and effectively managed.
An individual accountable for the identification, assessment, treatment and monitoring of risks in a specific environment.
Risk Owner
The minimum standards of expected behavior for those to whom the code applies.
An organization's responsibility to its stakeholders and society to consider the consequences of its actions on all stakeholders and to protect the welfare of society overall.
An individual or organization that is directly or indirectly involved with or affected by organizational decisions or activities.
A discrete unit within an organization, having a leader and specific objectives, at which level a particular risk (or group of risks) is most appropriately and effectively managed.
An individual accountable for the identification, assessment, treatment and monitoring of risks in a specific environment.
Risk Center
The minimum standards of expected behavior for those to whom the code applies.
An organization's responsibility to its stakeholders and society to consider the consequences of its actions on all stakeholders and to protect the welfare of society overall.
An individual or organization that is directly or indirectly involved with or affected by organizational decisions or activities.
A discrete unit within an organization, having a leader and specific objectives, at which level a particular risk (or group of risks) is most appropriately and effectively managed.
An individual accountable for the identification, assessment, treatment and monitoring of risks in a specific environment.
Stakeholder
The minimum standards of expected behavior for those to whom the code applies.
An organization's responsibility to its stakeholders and society to consider the consequences of its actions on all stakeholders and to protect the welfare of society overall.
An individual or organization that is directly or indirectly involved with or affected by organizational decisions or activities.
A discrete unit within an organization, having a leader and specific objectives, at which level a particular risk (or group of risks) is most appropriately and effectively managed.
An individual accountable for the identification, assessment, treatment and monitoring of risks in a specific environment.
