Question 26 (1.5 points) Leaders impact organization culture through role modeling leader height. leader intelligence. leader personality. Question 28 (1.5 points) The mother of the young man always has such difficulty getting him jeans to wear to elementary school. He needs the husky size and does not want any color EXCEPT the dark blue denim. The mother needs four pair of jeans. She usually purchases them at a major department store located in the mall near her home She is at the mall today and is disappointed that only one pair in the size she needs is available. The salesclerk says that more should be available soon, but she is not sure exactly when. The day after the purchase, the phone rings in the mother’s home. It is the salesclerk from the major department store reporting that three paits of the husky jeans in the child’s size have arrived and she is holding them for the mother. The mother thanks the clerk and asks how she got the mother’s phone number. “It took me some time says the clerk, but I found your receipt from yesterday and looked up your phone number through our computer system. This store has a culture service detail-oriented stable people-oriented Question 29 (1.5 points) Demonstrating originality, creativity and being willing to try new things is a leadership quality known as agreeableness openness to experience ???? extraversion conscientiousness

QIn November 2006, 250 executives from Nokia Networks and Siemens Communications got

together in a room in Munich, tasked with hashing out the details of their impending merger.
Nokia and Siemens already had a good idea of what the company would look like on paper:
They would create a huge global company with strengths in both wireless and wireline
telecommunications, leverage a massive international sales force and achieve economies of
scale unavailable to either company so long as they remained network divisions of their parent
companies. But NSN also would be the merger of two distinct corporate cultures. Bastions of
engineering in their own countries, Germany and Finland, each had their own deeply ingrained
identities and, yes, pride. The numbers aside, how would the new NSN function?
Attending that meeting was Bosco Novak, who would become the head of human resources for
the new joint venture. The president of Nokia Networks and future CEO of NSN, Simon
Beresford-Wylie, had asked Novak to take over the role in July, two days before the merger
agreement was publicly announced. At the time, Novak headed Nokia’s global services division
and supervised a huge multinational organization – and also had an inherent cultural asset:
He was a German who had worked for Nokia since 2000. But Novak had not a lick of HR
experience and was puzzled by his boss’ choice. But Beresford-Wylie explained that his role
wouldn’t be that of an ordinary HR manager. Novak would be responsible for crafting and
implementing an entirely new culture at NSN. Novak accepted and five months later he and
249 other executives, managers, and engineers were trying to figure out what exactly that new
NSN culture would be.
The group managed to find several fundamentals that the two companies had in common: They
both were Western European; they both had an ingrained engineering culture, and their
employees also had a deep pride in being on technology’s cutting edge and a feeling of making
a difference in the world. But those cram sessions also revealed some profound differences,
not just in their surface organizations but in how their employees related to one another and
management and in their approach to problems. The most striking of those differences was a
sense of formality and structure in Siemens’ culture, as opposed to a looser set of relationships
and emphasis on flexibility at Nokia.
i) As planning is one of the important management tasks, describe the type of plan that
Bosco Novak is responsible for.
ii) Based on the case study, state NSN’s main vision. Then propose THREE (3) potential
objectives that Bosco Novak and team should pursue and how to accomplish them.
iii) From the observation, one of the factors that had lessen the productivity of the Nokia
company performance was due to its weak interdepartmental relationship. Discuss the
traits that should be possessed by Bosco Novak and the top management in migrating
this mindset in the organization.
iv) Analyse the current organization’s strength, weaknesses, opportunities and threats of the
combined organization. Online them in a SWOT analysis.