Ngan Nguyen's Education Blog: MGMT 4305

Chapter 10--Leadership of Culture, Ethics, and Diversity Key

1. All organizations have a culture.
TRUE

2. Culture defines the organization's essential purpose.
TRUE

3. Culture is the aggregate of beliefs, norms, attitudes, values, assumptions, and ways of doing things that is shared by members of an organization and taught to new members.
TRUE

4. An organization's culture determines the way that it responds to problems of survival in its external and internal environment.
TRUE

5. A deeply rooted culture that is well matched to strategy and external environmental trends is a not a strong recipe for successful strategy execution.
FALSE

6. Culture has two important functions in that it creates external unity and helps the organization adapt to the internal environment.
FALSE

7. Culture is a social control mechanism.
TRUE

8. The strength of any culture depends on the degree to which a set of norms and values are widely shared and strongly held throughout the organization.
TRUE

9. A strong culture is one that offers a flexible values system that encourages employees' freedom of expression through a variety of behaviors.
FALSE

10. Apecure Corporation is a company where managers, not employees are expected to know all of the answers to problems and is focused on primarily internal operations and ignoring changing external conditions and is an example of insular thinking.
TRUE

11. Insular thinking is a common characteristic of high-performance cultures.
FALSE

12. An environment that allows influential managers to operate their units autonomously¾like personal kingdoms¾is more likely to embrace change.
FALSE

13. Promotions based on personal considerations rather than professional considerations are a characteristic of low-performance cultures.
TRUE

14. An organization's culture is considered weak when it conducts its business according to clear and explicit set of principles and values.
FALSE

15. High-performance cultures are results-oriented and avoid risks.
FALSE

16. In high-performance cultures, emphasis is placed on individual goal setting, and in low-performance cultures, emphasis is place on linkages between reward systems and performance.
FALSE

17. A strong culture by itself is generally a guarantee of success.
FALSE

18. The extent to which an organization's culture supports or subverts internal management controls will determine if it is functional or dysfunctional.
TRUE

19. Halgie Corporation took great efforts toe select a CEO whose personality traits and values fit the company's cultural values. A benefit of this approach is that it enhances successful outcomes.
TRUE

20. Employees learn what is valued most in an organization by watching what attitudes and behaviors leaders pay attention to and reward and whether the leaders' own behavior matches the espoused values.
TRUE

21. Top management of Mallon Corporation wants to communicate that it is committed to creating a new culture. The strongest means of doing this is to replace old-culture members who are unwilling to change with a "new breed" of employees.
TRUE

22. Written values statements have the advantage of explicitly stating the company's position on ethical and moral issues, and they serve as benchmarks for judging both company policies and actions and individual conduct.
TRUE

23. Cooperative culture represents a leadership belief in active monitoring of the external environment for emerging opportunities and threats.
FALSE

24. A cooperative culture is the best organizational culture that a company can have.
FALSE

25. In an adaptive culture, management thinking is based on the belief that organizational success is influenced more by events outside the organization than by internal factors.
TRUE

26. The competitive culture is generally known for its flexibility and innovativeness.
FALSE

27. A competitive culture is characterized by an unstable market environment and a strategic leadership focus that is external.
FALSE

28. Leaders in bureaucratic cultures perceive their environments as basically stable with an external strategic focus.
FALSE

29. The role of leadership in creating an ethical work environment applies primarily to larger corporations.
FALSE

30. There are significant interaction effects between organizational practices and national culture.
TRUE

31. The United States and Japan are said to have individualistic cultures.
FALSE

32. A society with high uncertainty avoidance contains a majority of people who do not tolerate risk, avoid the unknown, and are comfortable when the future is relatively predictable and certain.
TRUE

33. In a high power-distance culture, leaders and followers interact on several levels as equals.
FALSE

34. Because industrialized countries share similar national values, it would be appropriate for the United States to use the same rewards systems for companies in Canada and Mexico.
FALSE

35. A feminine culture, such as Sweden and Denmark, emphasizes developing and nurturing personal relationships and a high quality of life.
TRUE

36. Demographic diversity is the inclusion of all groups at all levels in an organization.
FALSE

37. An ethics ombudsperson is a single person entrusted with the responsibility of disclosing illegal or unethical practices on the part of the organization.
FALSE

38. A code of ethics will still be useful even if an ethical corporate culture and top management support are lacking.
FALSE

39. Four distinct generations comprise today's workforce¾the Traditionalists, the Baby Boomers, the Modernists, and the Generation Xers.
FALSE

40. Creative solutions to problems are more likely to be reached in diverse work groups than homogeneous groups.
TRUE

41. The overall consensus on the effects of diversity on business performance is that diversity leads to better outcomes.
FALSE

42. Diversity can bring about negative outcomes if not effectively managed.
TRUE

43. For organizations to embrace and value diversity, the concept itself must be embedded in the organization's business model.
TRUE

44. Diversity leadership focuses on simply managing the numbers or compliance, while diversity management (institutionalized) focuses on results.
FALSE

45. For diversity to succeed, there has to be an explicit corporate philosophy that unambiguously supports it.
TRUE

46. The ultimate objective of diversity training and education is to create a diversity sensitive orientation.
TRUE

47. Diversity training is most likely to be successful when it is conducted by outside experts on diversity.
FALSE

48. Diversity training is most likely to be successful when it is an on-going activity.
TRUE

49. Which of the following statements regarding culture is true?
A. Not every organization has a culture.
B. Culture is recognized as a source of competitive advantage.
C. Culture is the generalized beliefs or behaviors that are considered by an individual or a group to be important.
D. An organization's culture primarily determines the way that employees respond to one another and to its external and internal environments.

50. Which of the following is a function of culture?
A. It keeps diversity from becoming extreme.
B. It results in strategic alignment.
C. It helps the organization adapt to the external environment.
D. all of the answers are correct

51. The strength of any culture depends on:
A. the leader's relationship with his or her followers.
B. the degree to which a set of norms and values are widely shared and strongly held throughout the organization.
C. how diverse the organization is.
D. how much the organization embraces change.

52. A weak culture is likely to exhibit which of the following
A. Low performance
B. Lack of employees' identity with the organization
C. Prevalence of manipulation and internal conflict
D. High performance
E. A, b, and c

53. Insular thinking is an attribute of a(n) ____ culture.
A. low-performance
B. high-performance
C. bureaucratic
D. adaptive

54. Abaco Corporation uses social events to reinforce examples of its values, sees employees as their top asset, have a strong link between performance and rewards and constructively encourages excellence. What type of culture do they have?
A. strong
B. weak
C. hierarchical
D. national

55. Which of the following is a characteristic of a high-performance culture?
A. culture reinforcement tools
B. intensely people oriented
C. results oriented
D. all of the answers are correct

56. A strong culture by itself is not a guarantee of success unless it is also aligned to:
A. the external environment.
B. strategy.
C. leadership.
D. all of the answers are correct

57. Which of the following is (are) true about the relationship between leadership and culture.
A. The fit between an organization's current or desired culture and CEO traits and values are important.
B. The fit between an organization's current or desired culture and CEO traits and values are unimportant.
C. Matching CEO traits and values to the organization's values enhances successful outcomes.
D. A and c

58. ____ leadership actions are explicit and highly visible and are indicative of management's commitment to new strategic initiatives and the associated cultural changes.
A. Symbolic
B. Substantive
C. Traditional
D. Values-based

59. All of the following are symbolic leadership actions for shaping culture EXCEPT:
A. creating a strategy-culture fit.
B. celebrating achievements.
C. matching organizational structure to culture.
D. leaders serving as role models.

60. All of the following are substantive leadership actions for shaping culture EXCEPT:
A. matching HR practices to culture.
B. aligning reward/incentive system with culture.
C. developing a written values statement.
D. interacting face-to-face with rank-and-file.

61. The strongest sign that management is truly committed to creating a new culture is by:
A. celebrating achievements.
B. replacing old-culture members who are unwilling to change with a "new breed" of employees.
C. interacting face-to-face with rank-and-file.
D. recruiting as many diverse employees as possible.

62. A new CEO is appointed to Xex Corporation. Which of the following should occur for there to be successful outcomes in changing Xex's organizational culture.
A. The CEO traits and values fit the organization's values.
B. The CEO wants to retain old-culture members who are unwilling to change.
C. The CEO's behaviors match his/her espoused values.
D. CEO frequently attends both ceremonial and non-ceremonial events.
E. A, c, and d

63. Written values statements:
A. have the advantage of explicitly stating the company's position on ethical and moral issues.
B. serve as a building block in the task of culture creation and maintenance.
C. serve as benchmarks for judging both company policies and actions and individual conduct.
D. all of the answers are correct

64. An organization with an external strategic focus and a high degree of environmental turbulence calls for a(n) ____ culture.
A. competitive
B. bureaucratic
C. adaptive
D. cooperative

65. An organization with an internal strategic focus will exhibit a(n) ____ or ____ culture.
A. competitive; bureaucratic
B. adaptive; competitive
C. cooperative; competitive
D. bureaucratic; cooperative

66. ____ culture represents a leadership belief in strong, mutually reinforcing exchanges and linkages between employees and departments.
A. Cooperative
B. Adaptive
C. Competitive
D. Bureaucratic

67. You have been hired as CEO of Lugar Industries and have been asked to change the organizational culture. Because your company operates in a quickly changing environment, you need to have a culture which encourages employees to respond quickly to changes, to take risks, innovate, and have the authority to make quick decisions to take advantage of opportunities and to avoid risks. Based on these conditions, you, as CEO, want a(n) ____ culture.
A. adaptive
B. cooperative
C. bureaucratic
D. competitive

68. In a(n) ____ culture, management thinking is based on the belief that organizational success is influenced more by events outside the organization than by internal factors.
A. cooperative
B. adaptive
C. competitive
D. bureaucratic

69. A competitive culture is characterized by a(n) ____ strategic focus and a(n) ____ environment.
A. internal; stable
B. external; unstable
C. internal; unstable
D. external; stable

70. A(n) ____ culture has an internal strategic focus and operates in a stable environment.
A. cooperative
B. competitive
C. bureaucratic
D. adaptive

71. Organizations with ____ cultures are highly structured and efficiency driven.
A. competitive
B. adaptive
C. bureaucratic
D. cooperative

72. ____ are generalized beliefs or behaviors that are considered by an individual or a group to be important.
A. Values
B. Ethnocentrism
C. Stereotypes
D. Ethics

73. The most critical value for leaders to possess is:
A. honesty.
B. ethics.
C. kindness.
D. all of the answers are correct

74. According to a recent study, ____ percent of Fortune 500 companies now have a code of ethics.
A. 50
B. 75
C. 85
D. 90

75. A single person entrusted with the responsibility of acting as the organization's conscience is called a(n) ____.
A. ombudsperson
B. mentor
C. whistle blower
D. none of the answers are correct

76. An employee's disclosure of illegal or unethical practices on the part of the organization is called:
A. ethical disclosure.
B. whistle blowing.
C. moral reasoning.
D. individualism.

77. All of the following countries have collectivistic cultures EXCEPT:
A. Japan.
B. Mexico.
C. Great Britain.
D. Greece.

78. The United States has a culture where the majority of the population tolerate risk and are relatively comfortable with uncertainty and unpredictability. Which of Hofstede's dimensions of national culture does this describe?
A. uncertainty avoidance
B. long-term orientation
C. bureaucratic
D. none of the answers are correct

79. ____ people are comfortable with and accepting of the unknown, and tolerate risk and unpredictability.
A. High uncertainty avoidance
B. High power-distance culture
C. Low uncertainty avoidance
D. none of the answers are correct

80. In a high power-distance culture:
A. leaders and their members interact on several levels as equals.
B. the leader is the primary decision maker.
C. decision making is a group-oriented activity.
D. none of the answers are correct

81. You plan to work abroad and want to work in a culture where leaders and followers interact on several levels. Which one of the following countries should you consider?
A. Mexico
B. France
C. Japan
D. Germany

82. ____ has a high power-distance culture.
A. Germany
B. The United States
C. Ireland
D. France

83. People in ____ have a short-term orientation.
A. the United States
B. Asian countries
C. Middle Eastern countries
D. Russia

84. ____ describes a culture that emphasizes assertiveness and a competitive drive for money and material objects.
A. Femininity
B. Masculinity
C. Individualism
D. Collectivism

85. A national culture that values personal relationships and a high quality of life is described by Hofstede as:
A. feminine.
B. long-term oriented.
C. a high consideration culture.
D. individualistic.

86. Diversity has become a key leadership issue in the United States because of:
A. the passage of the Civil Rights Acts.
B. increased immigration.
C. globalization.
D. all of the answers are correct

87. ____ is the inclusion of all groups at all levels in an organization.
A. Ethnocentrism
B. The glass ceiling
C. Diversity
D. Group dynamics

88. Which of the following is NOT one of the distinct generations that comprise today's workforce?
A. Millennials
B. Baby Boomers
C. Generation Xers
D. Socialists

89. Traditionalists are those in the workforce who are identified as being born before ____.
A. 1946
B. 1900
C. 1981
D. 1965

90. In the future, it is likely that all of the following will increase in number in the workforce EXCEPT:
A. African-American women.
B. Latino women.
C. Caucasian males.
D. disabled people.

91. Foreign-born managers who lead U.S. companies:
A. are increasing in number.
B. are frequently chosen for their high uncertainty avoidance.
C. have declined in number over the past decade.
D. require more diversity training than U.S.-born managers.

92. Which of the following is one of the reasons why organizations should embrace diversity?
A. It may provide a broader and deeper base of creative problem solving and decision making.
B. It can be cost effective.
C. It can offer a company a marketing advantage.
D. all of the answers are correct

93. Which of the following is considered to be an obstacle to diversity?
A. ethnocentrism
B. policies and practices
C. unfriendly work environment
D. all of the answers are correct

94. ____ is the tendency to form an adverse opinion without just cause about people who are different from the mainstream in terms of their gender, race, ethnicity, or any other definable characteristic.
A. Stereotyping
B. Prejudice
C. Ethnocentrism
D. The glass ceiling

95. The negative reactions that some workforce members receive from others because of personal characteristics or personality traits is:
A. known as stigmatization.
B. primarily the result of competitive organizational cultures.
C. more common in U.S. firms that in firms from other parts of the world.
D. all of the answers are correct

96. The glass cliff:
A. is an invisible barrier that separates women and minorities from top leadership positions.
B. tends to produce an homogeneous culture.
C. is when organizations with a token diversity policy promote women and minority employees into top leadership positions but set them up to fail just so the company will have an excuse for not hiring more minorities.
D. none of the answers are correct

97. A successful diversity program requires all of the following EXCEPT:
A. a team approach.
B. a strong commitment to attract, retain, and promote employees of minority backgrounds.
C. the creation of a culture that fully supports and rewards diversity initiatives throughout the organization.
D. a comprehensive diversity management program.

98. All of the following are factors related to diversity success EXCEPT:
A. including diversity as a criterion for measuring success.
B. pro-diversity HR practices.
C. a transition from diversity leadership to diversity management.
D. organizational communications on diversity.

99. The ultimate objective of diversity training and education is:
A. an atmosphere free from blatant racism, sexism, or other forms of discrimination.
B. the creation of a diversity sensitive orientation.
C. lessening the probability of discrimination lawsuits.
D. long-lasting cultural adjustments.

100. Diversity training can include which of the following?
A. role-playing
B. self-awareness activities
C. awareness activities
D. all of the answers are correct

101. The primary objective of diversity training programs includes:
A. improving members' understanding of each other and their work relation.
B. helping employees of varying backgrounds communicate effectively with one another.
C. exploring how differences might be viewed as strengths, not weaknesses, in the workplace.
D. all of the answers are correct

102. Diversity training is most likely to be successful when it is:
A. a one-time event.
B. conducted by outside experts on diversity.
C. an outgoing or repeated activity.
D. conducted by existing members of an organization with experience in diversity.

103. Explain the power of culture in the strategy execution process.

Strategy execution is a much smoother process when an organization's culture is in sync with its strategy. This strategy-culture match serves two important factors: (1) it creates internal unity, and (2) it helps the organization adapt to the external environment. Culture provides a value system in which to operate, and when all employees buy into such a value system, there is internal unity. Culture determines how the organization responds to changes in its external environment. Appropriate cultural values can ensure that the organization responds quickly or proactively to emerging trends, rather than reacting.

104. Describe the characteristics of low- and high-performance cultures.

When there is little or no consensus on the values and norms governing member behavior, the culture of an organization is considered to be weak. The lack of common values and norms means that members of the organization may not show any sense of close identification with the organization's vision, mission, and strategy. On the other hand, a strong culture is one in which values are shared widely across the organization, from top management to rank-and-file employees. In strong cultures, values and behavioral norms are so deeply ingrained that they do not change even when a new leader takes over. Weak cultures are associated with low performance and strong cultures are associated with high performance.

The characteristics of low-performance cultures include insular thinking, resistance to change, a highly politicized internal environment, and poorly conceived promotion or advancement practices for employees. The characteristics of high-performance cultures include a reputation for valuing their employees, being very results-oriented, emphasizing everyday outstanding performance and excellence, and using diverse culture reinforcement tools such as ceremonies, symbols, slogans, stories, and language (ceremonies honor and recognize achievement; slogans, symbols, language, and stories communicate the organization's primary values and provide a shared understanding among members).

105. Distinguish between symbolic and substantive leadership actions for shaping organizational culture.

Symbolic leadership actions are valuable for the signals they send about the kinds of behavior and performance leaders wish to encourage and promote. The meaning is implied in the actions taken. Examples of symbolic leadership actions include leaders serving as appropriate role models for employees; using ceremonies to highlight and honor members whose actions and performance exemplify espoused values; and making special appearances at nonceremonial events such as employee training or orientation programs, using the opportunity to stress strategic priorities, values, and norms.

Substantive leadership actions are highly visible and concrete steps to show management's commitment to new strategic initiatives and cultural changes. The strongest evidence that management is truly committed to creating a new culture is a "shake-up" in both employee and managerial ranks, such as replacing change-resisting, old-culture members with a "new breed" of employees. Another example would be changing dysfunctional operating practices and policies that do not support the new culture.

106. Differentiate between the four cultural value types.

The makeup of the four cultural value types is based on two dimensions: the degree of environmental turbulence (stable versus dynamic) and the organization's strategic focus or orientation (internal versus external). The interaction between these two dimensions creates four different types of cultures that researchers have identified in various organizations.

The cooperative culture is found in organizations that operate in dynamic environments, yet emphasize an internal strategic focus. The belief is that empowering, respecting, rewarding, and trusting employees is the key to capitalizing on external opportunities. The adaptive culture is also found in organizations that operate in dynamic environments; however, the organization's strategic focus is external. Solutions for responding to external opportunities and threats are sought both inside and outside the firm. These organizations pursue outsourcing, strategic alliances, downsizing, and any other options that are available. The adaptive and cooperative cultures are often referred to as cultures of innovation, for their flexibility and creativity in responding to environmental changes. The competitive culture is associated with organizations operating in a stable environment with an external strategic focus. Competitive cultures are common in mature markets in which the emphasis is on the achievement of specific targets (such as market share, revenue growth, and profitability). Last but not least is the bureaucratic culture associated with organizations that operate in stable environments with an internal strategic orientation. The bureaucratic culture emphasizes strict adherence to set rules, procedures, and authority lines. Organizations with bureaucratic cultures are highly structured and efficiency-driven. Change is slow in bureaucratic cultures.

107. Describe Hofstede's value dimensions of national culture.

The conceptual framework for understanding global cultural differences proposes that national cultures differ by the values they espouse. Researchers have associated different value dimensions with the cultures of different nationalities and/or regions of the world. Leading this effort is the work of Geert Hofstede, whose research, spanning almost two decades and involving more than 160,000 people from more than 60 countries, helped identify the first five value dimensions for understanding global cultural differences. Each value dimension represents a continuum, with selected countries and regions located at various points along the continuum. The five value dimensions making up the framework are:

·	Individualism-collectivism
·	High-low uncertainty avoidance
·	High-low power distance
·	Long-term-short-term orientation
·	Masculinity-femininity

108. Explain the primary reasons for embracing diversity.

Changing demographics and increasing globalization have significantly changed the composition of the workforce. With more women and minorities entering the workforce and the growing interdependence between global companies, the need to embrace and value diversity is more critical than ever. The value of diversity is evident in studies that have found, among other things, that a diversified workforce (e.g., sales team) offers an advantage in understanding and meeting the needs of diverse customers; some of the best job candidates are found among women and other culturally diverse groups; embracing and valuing diversity can lower an organization's cost attributed to high turnover and/or absenteeism among minority groups; and diverse work groups are more creative and innovative than homogeneous work groups.

109. Identify and briefly describe the obstacles that make it hard to achieve diversity objectives.

To achieve full diversity, top management must remove obstacles such as stereotypes and prejudice, ethnocentrism, anti-diversity policies and practices, the glass ceiling, and an unfriendly work environment. Organizations that condone stereotypes and prejudice allow employees of minority backgrounds to be verbally assaulted and embarrassed using stereotypical labels and comments. Ethnocentrists want to create a homogeneous work environment. The glass ceiling fosters the attitude that women are not capable of performing at the upper levels of leadership. An unfriendly work environment is very unwelcoming to employees of minority groups. They are not challenged and are excluded from formal and informal social networks. Work-related policies and practices favor some groups and not others.

110. Describe the key indicators of a culture that supports diversity.

A diversity-supportive culture is one that continuously values diversity and has made it a way of life in the organization. To achieve full diversity, organizations are challenged to create a diversity-supportive culture that ensures women and other minorities have equal opportunities to move up the corporate ladder into leadership positions. The leader's role in creating a diversity-supportive culture is to ensure that the following actions/practices are implemented: top management support and commitment; pro-diversity human resource practices; a corporate philosophy of diversity; regular organizational communications on diversity; and diversity as a criterion for measuring success.

111. What are the similarities and differences between the cooperative culture and the adaptive culture?

Cooperative culture represents a leadership belief in strong, mutually reinforcing exchanges and linkages between employees and departments. In this type of culture, operating policies, procedures, standards, and tasks are designed with one goal in mind¾to encourage cooperation, teamwork, power sharing, and camaraderie among employees. Management thinking is predicated on the belief that organizational success is influenced more by employee relationships inside the organization than by external relationships. It is an internally focused culture. Proponents of cooperative culture argue that in today's dynamic work environment, characterized by constant changes and fluid projects, creating a work environment in which workers feel empowered, support one another, share responsibilities and power, and are part of a team creates synergy and increases productivity. It is a culture where employees are trained to think like owners rather than hired hands.

Adaptive culture represents a leadership belief in active monitoring of the external environment for emerging opportunities and threats. This culture is made up of policies, procedures, and practices that support employees' ability to respond quickly to changing environmental conditions. In adaptive cultures, members are encouraged to take risks, experiment, and innovate. Management thinking is based on the belief that organizational success is influenced more by events outside the organization than by internal factors. Therefore, employees are empowered to make decisions and act quickly to take advantage of emerging opportunities or avoid threats. There is greater individual autonomy and tolerance for failure. Responsiveness to customer needs is highly valued and rewarded. There is a spirit of doing what is necessary to ensure both short-term and long-term organizational success, provided core values and business principles are upheld in the process. The adaptive culture is generally known for its flexibility and innovativeness.

112. How does a code of ethics help enforce ethical behavior in an organization?

A code of ethics is a formal statement of an organization's ethical values. Ethical values govern the behavior of individuals and groups with respect to what is right or wrong. Therefore, a code of ethics provides guidelines for judging conduct and for decision making. Behavior that is consistent with the values contained in the code of ethics is appropriate and behavior that violates the prescriptions of the code of ethics is inappropriate.

113. What potential problems could develop in a case where a leader is from a high-power-distance culture but his followers are from a low-power-distance culture?

In a high power-distance culture, leaders and followers rarely interact as equals; while in a low power-distance culture, leaders and their members interact on several levels as equals. In an organization with a high power-distance culture, the leader is the primary decision maker while in a low power-distance culture, decision making is a group-oriented and participative activity. The potential problems that can result from the leader and followers not sharing the same power-distance culture will include poor communication, conflict, lack of cooperation between leader and followers and low morale. All of these problems will contribute to low productivity.

114. Why has the "melting pot" mentality of multiculturalism been replaced with the "salad bowl" mentality?

The United States has been described as the "melting pot" of cultures. The thinking not long ago was that to make it in this society, one had to blend in with the mainstream culture. Individuals from different cultures responded to this pressure by trying to lose or disguise their identity¾adopting new names, changing accents, and abandoning old customs, traditions, and values. The prevailing belief was that to get ahead, one had to assimilate into mainstream culture. Job opportunities favored those who blended in. Now, however, it would appear that the melting pot concept has been replaced by the salad bowl concept. Rather than assimilation, the emphasis has shifted towards cultural integration without necessarily losing one's identity.

115. What are the major obstacles often encountered in trying to achieve full diversity?

Leaders often face a number of personal and organizational obstacles to achieving full diversity. The most prevalent are:

Stereotypes and Prejudice - This is perhaps the most prevalent obstacle to achieving diversity in many organizations. Prejudice is the tendency to form an adverse opinion without just cause about people who are different from the mainstream in terms of their gender, race, ethnicity, or any other definable characteristic. It is an assumption, without evidence, that people who are not part of the mainstream culture are inherently inferior, less competent at their jobs, and less suitable for leadership positions.

Ethnocentrism - Ethnocentrism is the belief that one's own group or subculture is naturally superior to other groups and cultures. Ethnocentrism is an obstacle to diversity because it tends to produce a homogeneous culture, a culture where everyone looks and acts the same and shares the same set of values and beliefs.

Policies and Practices - A third obstacle to diversity is embedded in organizational policies and practices that work against maintaining a diverse workforce. The leader must perform an audit of the organization to determine if existing policies, rules, procedures, and practices work against minorities. Policies regarding human resource management issues such as hiring, training, promotion, compensation, and retirement or layoffs must be examined to make sure that minorities are not unfairly treated by actions taken in these areas.

The Glass Ceiling - The fourth obstacle to diversity is the presence of the glass ceiling. The glass ceiling is an invisible barrier that separates women and minorities from top leadership positions.

Unfriendly Work Environment - Minorities and women may be excluded from social activities in or out of the office, which often leads to feelings of alienation and despair. This in turn often leads to job dissatisfaction and high turnover among minority groups.

116. Explain the power of culture in the strategy execution process.

117. Describe the characteristics of low- and high-performance cultures.

118. Distinguish between symbolic and substantive leadership actions for shaping organizational culture.

119. Differentiate between the four cultural value types.

120. How does a code of ethics help enforce ethical behavior in an organization?

121. Describe Hofstede's value dimensions of national culture.

·	Individualism-collectivism
·	High-low uncertainty avoidance
·	High-low power distance
·	Long-term-short-term orientation
·	Masculinity-femininity

122. What potential problems could develop in a case where a leader is from a high-power-distance culture but his followers are from a low-power-distance culture?

In a high power-distance culture, leaders and followers rarely interact as equals; while in a low power-distance culture, leaders and their members interact on several levels as equals. In an organization with a high power-distance culture, the leader is the primary decision maker while in a low power-distance culture, decision making is a group-oriented and participative activity. The potential problems that can result from the leader and followers not sharing the same power-distance culture will include poor communication, conflict, lack of cooperation between leader and followers, and low morale. All of these problems will contribute to low productivity.

123. Why has the "melting pot" mentality of multiculturalism been replaced with the "salad bowl" mentality?

The United States has been described as the "melting pot" of cultures. The thinking not long ago was that to make it in this society, one had to blend in with the mainstream culture. Individuals from different cultures responded to this pressure by trying to lose or disguise their identity¾adopting new names, changing accents, and abandoning old customs, traditions, and values. The prevailing belief was that to get ahead, one had to assimilate into mainstream culture. Job opportunities favored those who blended in. Now, however, it would appear that the melting pot concept has been replaced by the salad bowl concept. Rather than assimilation, the emphasis has shifted toward cultural integration without necessarily losing one's identity.

124. Explain the primary reasons for embracing diversity.

125. Identify and briefly describe the obstacles that make it hard to achieve diversity objectives.

126. Describe the key indicators of a culture that supports diversity.

127. Describe the role of diversity training in helping organizations effectively manage diversity.

Diversity training can facilitate the management of a diverse workforce. The purpose of diversity training is to develop organizations as integrated communities in which every employee feels respected, accepted, and valued regardless of gender, race, ethnicity, or other distinguishing characteristic. Training sessions are aimed at increasing people's awareness of and empathy for people from different cultures and backgrounds. Diversity training can include role-playing, self-awareness activities, and awareness activities. Diversity training programs can be conducted by outside experts on diversity, or by existing members of an organization with expertise in diversity. The primary objectives of diversity training programs include (1) helping employees of varying backgrounds communicate effectively with one another; (2) showing members how to deal effectively with diversity-related conflicts and tensions; (3) exploring how differences might be viewed as strengths, not weaknesses, in the workplace; and (4) improving members' understanding of each other and their work relations.

128. You are frustrated that top management seems to change its mind about the organization's priorities whenever it suits them. This reflection is characteristic of which of the following types of organizational culture?

a.	low-performance (weak) culture
b.	high-performance (strong) culture

129. During a lunch conversation, employee A tells employee B, "I know that Jean Claude started this company, but he died 10 years ago. Do I have to keep hearing all these stories about him?" This may illustrate evidence that the company has which of the following types of organizational culture?

a.	low-performance (weak) culture
b.	high-performance (strong) culture

130. Every department in your company has a copy of the mission statement on the wall somewhere. This action is characteristic of an organization with which of the following types of culture?

a.	low-performance (weak) culture
b.	high-performance (strong) culture

131. An employee shares with a coworker her belief that too much time is spent in meetings hearing about the organization's mission. This is indicative that her organization has which of the following types of culture?

a.	low-performance (weak) culture
b.	high-performance (strong) culture

132. You believe there is not much change taking place in the industry your company is affiliated with, and as such the focus is on employees performing their functional tasks to standards. Which of the following types of organizational culture best describes where you work?

a.	competitive
b.	adaptive
c.	bureaucratic
d.	cooperative

133. Describing his company's pricing strategy, an airline executive is quoted as saying, "In the airline industry, we keep a close eye on ticket prices to make sure we are not underpriced." It is evident that this company has which of the following types of organizational culture?

a.	competitive
b.	adaptive
c.	bureaucratic
d.	cooperative

134. A manager at Toyota describes his company as focused on teamwork with much input from employees into decision making to satisfy customers. Toyota's organizational culture is best described by which of the following?

a.	competitive
b.	adaptive
c.	bureaucratic
d.	cooperative

135. "Being a young Internet company, we go with the flow." Which of the following types of organizational culture is best described by this statement?

a.	competitive
b.	adaptive
c.	bureaucratic
d.	cooperative

136. Would you describe the culture where you work or have worked as a low- or high-performance culture? Explain your answer.

Students' answers will vary.

137. Identify and briefly explain which of the ten leadership actions for shaping culture have been used by a leader where you work or have worked.

Students' answers will vary.

138. Describe which of the four types of organizational cultures (Exhibit 10.5) exist where you work or have worked.

Students' answers will vary.

139. Discuss which of the four mechanisms for advocating ethical behavior exist where you work or have worked.

Students' answers will vary.

140. Based on the five value dimensions discussed, briefly explain the level of cultural understanding that exists where you work or have worked.

Students' answers will vary.

141. Describe diversity where you work or have worked. For example, approximately what percentage are male versus female, Caucasian versus non-Caucasian, older versus younger, and so on?

Students' answers will vary.

142. Identify and briefly explain which of the five obstacles to diversity exist and/or have been removed where you work or have worked.

Students' answers will vary.

143. Identify and briefly explain which of the five factors related to diversity success exist or do not exist where you work or have worked.

Students' answers will vary.

144. Does the organization you work or have worked for offer diversity awareness training and education? If you are not sure, contact the human resources department to find out. If it does, briefly describe the program.

Students' answers will vary.

145. Based on your knowledge of the Enron case, what part did culture play in its actions and ultimate demise?

Students' answers will vary.

146. Describe some of the practices, policies, and norms that you would expect to find in an organization that prides itself on building a culture of respect and trust.

Students' answers will vary.

147. Describe the different generations that make up what some people are now referring to as "generational diversity" and their unique characteristics. What are the implications of generational diversity on effective leadership?

Four distinct generations comprise today's workforce¾the Traditionalists (1900-1945), the Baby Boomers (1946-1964), the Generation Xers (1965-1980), and the Millenials (1981-2000). The Traditionalists represents the generation that values stability, frugality, and a strong sense of loyalty. The Baby Boomers are characterized as workaholics, driven, and high motivated. The Generation Xers are often seen as extremely resourceful, flexible, adaptive, and independent. They prefer a workplace that offers variety and stimulation. They are also seen as more tolerant of people from different demographic backgrounds than the Traditionalists and Baby Boomers. The Millenials are seen as technology "junkies." Like the Generation Xers, they are also growing up in a multicultural society and thus have a more diversity sensitive orientation.

148. Explain why diversity has been described by some as a "double-edged sword."

Diversity provides an organization with an array of ideas, perspectives, and knowledge that can result in better solutions, creativity, and, ultimately, innovation. However, diversity also means that many more people from different backgrounds, personalities, and values are working together. It is a natural tendency for some people to not get along with others who are different from them, thus resulting in interpersonal conflicts. Left unmanaged, these conflicts can disrupt group processes and decrease performance.

149. What is the difference between diversity management and diversity leadership?

Diversity management focuses on simply managing the numbers, while diversity leadership focuses on performance. It emphasizes the importance of corporate leadership in ensuring the success of diversity initiatives.

150. In your opinion, what would be some strategies for developing a diversity sensitive orientation (DSO)?

Students' answers will vary.

151. To assess ability to identify culture, have students complete Work Applications 1, 2, 3, and/or 5.

Students' answers will vary.

Ngan Nguyen's Education Blog

Chủ Nhật, 6 tháng 12, 2015

MGMT 4305 - Chapter 10

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