Answer to Question 1
Answer: Because an organization's culture constrains what managers can and cannot do, it is particularly relevant to managers. These constraints are rarely explicit. They're not written down. It's unlikely that they'll even be spoken. But they're there, and all managers quickly learn what to do and not to do in their organization.
The link between values and managerial behavior is fairly straightforward. For example, in a so-called ready-aim-fire culture, managers will study proposed projects first and analyze them endlessly before committing to them. However, in a ready-fire-aim culture, managers take action and then analyze what has been done. If an organization's culture supports the belief that profits can be increased by cost cutting and that the company's best interests are served by achieving slow but steady increases in quarterly earnings, managers are unlikely to pursue programs that are innovative, risky, long term, or expansionary. For organizations that value and encourage workforce diversity, the organizational culture and thus managers' decisions and actions, will be supportive of diversity efforts.
In an organization whose culture conveys a basic distrust of employees, managers are more likely to use an authoritarian leadership style than a democratic one. Why? The culture establishes for managers what is appropriate and expected behavior. Banco Santander has been described as a risk-control freak. The company's managers adhered to banking's stodgiest virtues conservatism and patience.
Answer to Question 2
Answer: B
This chart illustrates the bottom up assumption about government. In this, attitudes, culture, and
Phyllis Schlafly drew much of her support from working-class women who were left vulnerable by the ...
Cuzco, Peru, Inca culture.
Examples of how the recessive gene for straight hair passes from parents to children
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Micrographs and drawings of three types of simple epithelia, with examples of their functions and lo