1. In China, business tends to be more personal.( )

2. Over the last four years, the weakened U.S. economy has had a devastating impact on small business.( )

3. The outer layer, the general environment, is widely dispersed and affects organizations directly.( )

4. Toyota’s response to recent events like the global economic downturn and the deadly tusnami in Japan was to create a more efficiency driven culture with their focus turned to improve their internal environment instead of outward.( )

5. Current employees, management, and especially corporate culture are part of an organization's internal environment.( )
6. McDonalds, Burger King, and Checkers are competitors since all three sell fast food to individuals.( )

7. The labor market is made up by people in the environment who can be hired to work for an organization.( )

8. Labor market forces affecting organizations right now include the growing need for computer-literate knowledge workers and the necessity for continuous investment in human resources through recruitment, education, and training.( )

9. If Johnson Lumber provides trees for Westvaco Paper Manufacturing, then Johnson Lumber is considered a supplier for Westvaco.( )

10. According to Manager's Shoptalk in chapter 3, one of the rules of doing business in China is remembering that relationships are short-term.( )

11. The sociocultural dimension of the general environment includes societal norms and values.( )

12. An example of part of the legal-political dimension of the general environment is a government's report on the decline of unemployment rate.( )

13. More organizations are requiring all employees to perform boundary-spanning because environmental shifts can happen quickly.( )

14. Competitive intelligence professionals are really just in-house snoops who obtain information about other companies.( )

15. A joint venture involves a strategic alliance or program by two or more organizations.( )

16. Culture can be defined as the ability to speak different languages.( )

17. Physical symbols are associated with the surface level of organizational culture.( )

18. A narrative based on events within the organization that is frequently repeated is called an organizational story.( )

19. The mythical sales representative at Robinson Jewelers who delivered a wedding ring directly to the church because the ring had been ordered late is an example of a hero.( )

20. In determining what cultural values are important for the organization, managers should consider the external environment as well as the company’s strategy and goals.( )

21. An achievement culture is found in an environment that is dynamic and requires high-risk decision-making.( )

22. The consisteancy culture has an external focus and a consistency orientation for a dynamic environment.( )

23. Corporate culture plays a key role in creating an organizational climate that enables learning and innovative responses to threats from the external environment, challenging new opportunities, or organizational crises.( )
24. In a high performance culture, organizations put high emphasis on both culture and solid business performance as drivers of organizational success.( )

25. Companies in Quadrant D put high emphasis on both culture and solid business performance as drivers of organizational success.( )

26. The cultural leader articulates a vision for the organizational culture that employees can believe in and that generates excitement.( )

1. In China, business tends to be more personal.( )

2. Over the last four years, the weakened U.S. economy has had a devastating impact on small business.( )

3. The outer layer, the general environment, is widely dispersed and affects organizations directly.( )

4. Toyota’s response to recent events like the global economic downturn and the deadly tusnami in Japan was to create a more efficiency driven culture with their focus turned to improve their internal environment instead of outward.( )

5. Current employees, management, and especially corporate culture are part of an organization's internal environment.( )
6. McDonalds, Burger King, and Checkers are competitors since all three sell fast food to individuals.( )

7. The labor market is made up by people in the environment who can be hired to work for an organization.( )

8. Labor market forces affecting organizations right now include the growing need for computer-literate knowledge workers and the necessity for continuous investment in human resources through recruitment, education, and training.( )

9. If Johnson Lumber provides trees for Westvaco Paper Manufacturing, then Johnson Lumber is considered a supplier for Westvaco.( )

10. According to Manager's Shoptalk in chapter 3, one of the rules of doing business in China is remembering that relationships are short-term.( )

11. The sociocultural dimension of the general environment includes societal norms and values.( )

12. An example of part of the legal-political dimension of the general environment is a government's report on the decline of unemployment rate.( )

13. More organizations are requiring all employees to perform boundary-spanning because environmental shifts can happen quickly.( )

14. Competitive intelligence professionals are really just in-house snoops who obtain information about other companies.( )

15. A joint venture involves a strategic alliance or program by two or more organizations.( )

16. Culture can be defined as the ability to speak different languages.( )

17. Physical symbols are associated with the surface level of organizational culture.( )

18. A narrative based on events within the organization that is frequently repeated is called an organizational story.( )

19. The mythical sales representative at Robinson Jewelers who delivered a wedding ring directly to the church because the ring had been ordered late is an example of a hero.( )

20. In determining what cultural values are important for the organization, managers should consider the external environment as well as the company’s strategy and goals.( )

21. An achievement culture is found in an environment that is dynamic and requires high-risk decision-making.( )

22. The consisteancy culture has an external focus and a consistency orientation for a dynamic environment.( )

23. Corporate culture plays a key role in creating an organizational climate that enables learning and innovative responses to threats from the external environment, challenging new opportunities, or organizational crises.( )
24. In a high performance culture, organizations put high emphasis on both culture and solid business performance as drivers of organizational success.( )

25. Companies in Quadrant D put high emphasis on both culture and solid business performance as drivers of organizational success.( )

26. The cultural leader articulates a vision for the organizational culture that employees can believe in and that generates excitement.( )

Assessment Description

Each year
Fortune magazine publishes a "Most Admired" list of the top companies in the United States. Firms are rated on these eight dimensions: innovativeness, quality of management, long-term investment value, social responsibility to the community and the environment, people management, quality of products and services, financial soundness, wise use of corporate assets. International companies are rated on a ninth dimension: effectiveness in doing business globally.

For this assignment, select an organization with which you are familiar (you may choose an organization you frequently do business with or one where you currently or have previously worked). Then, choose one of the eight dimensions used to rate top U.S. companies in which the organization appears to be underperforming.

Compose a PowerPoint presentation of 12-15 slides.

Record your 7-10-minute presentation using YouTube Video, Loom, or Zoom. On the title slide of your PowerPoint presentation, provide the link to your YouTube, Loom, or Zoom video recording that you created. Your presentation should address the following:

1. Identify a major issue the organization is facing and in which of the eight dimensions it is underperforming

2. Explain the ramifications the underperformance is currently having on the organization. Identify the likely consequence of failure to improve in the selected dimension.

3. Analyze the relevance of the current organizational structure, design, and culture and their influence on organizational effectiveness, especially in relationship to the dimension in which the organization is struggling. Provide citations to support your analysis.

4. Determine whether the organization embodies the principles and values of conscious culture and management and its relevance to improving organizational function.

5. Present a plan to bring about necessary improvement using Kotter's eight-step change model.

6. Address possible challenges to the suggested change and your plans for managing those challenges. Explain how different subsystems need to be realigned in order to bring about the change.

7. Detail any lessons learned and evaluate strategies that you, as a manager, will either avoid or engage in when designing the structure, building culture, and managing change in your organization. Provide citations to support your claims.

Refer to the resource, "Creating Effective PowerPoint Presentations," located in the Student Success Center, for additional guidance on completing this assignment in the appropriate style.

You are required to use at least three academic references to strengthen and support your claims and recommendations. Ensure each content slide has supporting citations and specific examples.

While APA style is not required for the body of this assignment, solid academic writing is expected, and in-text citations and references should be presented using APA documentation guidelines, which can be found in the APA Style Guide, located in the Student Success Center.

This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

You are not required to submit this assignment to LopesWrite.

Benchmark Information

This benchmark assignment assesses the following programmatic competency:

MA/MSL; MBA, Accounting; MBA, Cybersecurity; MBA, Finance; MBA, Project Management; MBA, Sports Business; MBA, Strategic Human Resource Management

1.5: Evaluate Strategies for managing people within organizational systems.