The poem describes a terrorist watching a bar from a distance with a bomb set to explode at 20 past 1. The terrorist observes various people entering and leaving the bar as the clock counts down, including a woman in a yellow jacket entering and a man leaving in dark glasses. At 20 past 1 when the bomb is set to explode, time seems to drag for the terrorist watching from afar. Finally, when it reaches the designated time, the bomb explodes. The terrorist remains protected from harm by the distance as the explosion occurs.

1. The Terrorist, He Watches
The bomb will explode in the bar at twenty past one.
Now it’s only sixteen minutes past.
Some will still have time to enter,
some to leave.
The terrorist’s already on the other side.
That distance protects him from all harm
and well it’s like the pictures:
A woman in a yellow jacket, she enteres.
A man in dark glasses, he leaves.
Boys in jeans, they’re talking.
Sixteen minutes past and four seconds.
The smaller one he’s lucky, mounts his scooter,
but that taller chap he walks in.
Seventeen minutes and forty seconds.
A girl, she walks by, a green ribbon in her hair.
But that bus suddenly hides her.
Eighteen minutes past.
The girl’s disappeared.
Was she stupid enough to go in, or wasn’t she.
We shall see when they bring out the bodies.
Nineteen minutes past.
No one else appears to be going in.
On the other hand, a fat bald man leaves.
But seems to search his pockets and
at ten seconds to twenty past one
he returns to look for his wretched gloves.
It’s twenty past one.
Time, how it drags.
Surely, it’s now.
No, not quite.
Yes, now.
The bomb, it explodes.
–Wislawa Szymborska

2. Please reword these paragraphs in your own words DO NOT
USE the same words as in the paragraphs. Thanks.
· 1-According to Chapter 14, the competing values framework
(CVF) provides a practical way for managers to understand,
measure, and change organizational culture. There are four
types or organizational culture; clan culture, adhocracy culture,
market culture, and hierarchy culture. Clan culture describes
companies that have an internal, family-type, focus that
encourages collaboration, trust, and support to achieve
effectiveness. Adhocracy culture describes companies that have
an external focus on creating new products and services by
being creative and adapting quickly to changes. Market culture
describes companies that value stability and control.
Competition drives these organizations with a high focus on
customers and profits. Hierarchy culture describes companies
that have an internal focus valuing stability and control over
flexibility.
At my company, the elements that have the greatest influence
on organizational culture are create and collaborate. Without the
create element, we would remain the same and end up losing out
on business because our competitors would keep moving
forward while we remained the same. To remain competitive in
the business we must keep up with the technological advances.
Collaboration is key to keeping employees involved and
motivated. The morale of the workers and the company's
investment in developing them, keeps employees and their
knowledge in the company and hopefully not leaving to go work
for a competitor.
· 2-According to Chapter 14, organizational culture is defined
as the set of shared, taken-for-granted implicit assumptions that
a group holds and that determines how it perceives, thinks
about, and reacts to its various environments. The four

3. characteristics of organizational culture are shared concept,
learned over time, influences our behavior at work, and impacts
outcomes at multiple levels. There are five elements that drive
organizational culture; the founder's values, the industry and
business environment, the national culture, the organizations
vision and strategies, and the behavior of leaders. These drivers
of organizational culture influence the structure and internal
processes of the company which drive the group and social
processes. This flow then affects work attitudes and behaviors
which impacts the outcomes of the organization.
· 3-According to Chapter 16, stress is defined as an adaptive
response to environmental demands, referred to as stressors,
that produce adaptive responses that include physical,
emotional, and behavioral reactions that are influenced by
individual differences. This is basically the interaction between
person and environmental factors as potential causes or
remedies for stress. Eustress is described as "good stress" where
the stress generates positive emotions and creates motivation,
such as going on a first date.
It is important for managers to be actively aware of what issues
are causing employees stress to try to reduce these stressors.
Workplace stress can cause decreases in job satisfaction,
performance, positive emotions, and commitment. Stress also
increases turnover or burnout in employees. For the
organization to retain its skilled and knowledgeable workforce,
they must try to reduce stress to keep employees happy and
motivated.
In my workplace, one of the causes me stress are when I
have meetings with high level leadership and we aren't making
our schedule. I don't like explaining why my team isn't making
their goals. Another stress for me is our part shortages. If I
cannot get parts on time, I will not be able to make my product
on time. I get stressed out dealing with our procurement
organization. The third thing that stresses me out is the
unpredictability of the business. We have orders booked

4. for several years but customers can cancel those orders or
things can happen that cause us to lose business to competitors.
I cannot really control that other than to make sure I keep
customers happy by maintaining on time delivery but I still
worry about our future progress. I deal with these stressed by
doing the best that I can every day and utilizing my resources to
make sure I am not trying to carry the load by myself. I know
that I can only do my best and the rest will fall into place.
· 4-According to the text in Chapter 16 there are many reasons
that contribute to change in the work place. With that being said
I think that several of these work hand in hand. For instance
need for improvement to stay ahead of the competition as well
as technology being involved in that equation as well. I know
from my own situation that we are always trying to improve on
operations and procedures to make the company and it's
processes as well as it's finished products making them more
appealing to current and future customers. These changes that I
have seen have been for the better and have not been made out
of necessity. Proactive and self policing for the most part take
away they need for change to be a reactive one.
Please answer these questions in your own words.
· 1-Class,
How can mentoring programs help to drive and shape
organizational culture? Chapter 14 identifies five career
functions (Sponsorship, Exposure & visibility, Coaching,
Protecting, and Challenging assignments) and four psychosocial
functions (Role modeling, Acceptance & confirmation,
Counseling, and Friendship). Which is more to you when
looking to either mentor or be mentored, the career functions or
the psychosocial functions? Why?
· 2-Class,
How might a leader go about creating an organizational culture

5. based on shared beliefs and values? If you were the CEO, how
might you go about creating a shared set of beliefs for the
organization? How might your approach vary depending on the
size and type of organization?
3-Class,
What about the issue of forced change? For example, recently in
the news there has been a lot of talk about different companies
merging or being bought up by competitors. What type impact
do you think there is on an organizational culture when two
different companies with desperate cultures merge together?
What specific examples from you think of from the news
recently? Using Lewin's model, how long before the new
corporate culture could have been refrozen into place
· 4-Do you think that people are more willing to accept a higher
level of stress if they are paid more? Why do you think that may
(or may not) be the case? Have you ever been willing to accept
a higher stressed job because the pay was better (or a lower paid
job because it was less stressful)? Why is money a factor?
Please reword these paragraphs in your own words DO NOT
USE the same words
as in the paragraphs. Thanks.
§
1
-
According to Chapter 14, the competing values framework
(CVF) provides a practical way

6. for managers to understand, measure, and change organizational
culture. There are four
types or organizational culture; clan culture, adhocracy culture,
market culture,
and hierarchy
culture. Clan culture describes companies that have an internal,
family
-
type, focus that
encourages collaboration, trust, and support to achieve
effectiveness. Adhocracy culture
describes companies that have an external focus on creating new
products and services by
being creative and adapting quickly to changes. Market culture
describes companies that
value stability and control. Competition drives these
organizations with a high focus on
customers and profits. Hierarchy culture describes com
panies that have an internal focus
valuing stability and control over flexibility.
At my company, the elements that have the greatest influence
on organizational culture are
create and collaborate. Without the create element, we would
remain the same and
end up
losing out on business because our competitors would keep
moving forward while we
remained the same. To remain competitive in the business we
must keep up with the
technological advances. Collaboration is key to keeping
employees involved and motiv
ated.
The morale of the workers and the company's investment in

7. developing them, keeps
employees and their knowledge in the company and hopefully
not leaving to go work for a
competitor.
§
2
-
According to Chapter 14, organizational culture is defined as
the set of shared, taken
-
for
-
granted implicit assumptions that a group holds and that
determines how it perceives, thinks
about, and reacts to its various environments. T
he four characteristics of organizational
culture are shared concept, learned over time, influences our
behavior at work, and impacts
outcomes at multiple levels. There are five elements that drive
organizational culture; the
founder's values, the industry
and business environment, the national culture, the
organizations vision and strategies, and the behavior of leaders.
These drivers of
organizational culture influence the structure and internal
processes of the company which
drive the group and social pr
ocesses.
This flow then affects work attitudes and behaviors
which impacts the outcomes of the organization.

8. §
3
-
According to Chapter 16, stress is defined as an adaptive
response to environmental
demands, referred to as stressors, that produce adaptive re
sponses that include physical,
emotional, and behavioral reactions that are influenced by
individual differences. This is
basically the interaction between person and environmental
factors as potential causes or
remedies for stress. Eustress is described a
s "good stress" where the stress generates
positive emotions and creates motivation, such as going on a
first date.
It is important for managers to be actively aware of what issues
are causing employees
stress to try to reduce these stressors. Workplace st
ress can cause decreases in job
satisfaction, performance,
positive emotions, and commitment. Stress also
increases
turnover or burnout in employees. For the organization
to retain its skilled and
knowledgeable workforce, they must try to reduce stress to
keep employees happy and
motivated.

9. Please reword these paragraphs in your own words DO NOT
USE the same words
as in the paragraphs. Thanks.
-According to Chapter 14, the competing values framework
(CVF) provides a practical way
for managers to understand, measure, and change organizational
culture. There are four
types or organizational culture; clan culture, adhocracy culture,
market culture, and hierarchy
culture. Clan culture describes companies that have an internal,
family-type, focus that
encourages collaboration, trust, and support to achieve
effectiveness. Adhocracy culture
describes companies that have an external focus on creating new
products and services by
being creative and adapting quickly to changes. Market culture
describes companies that
value stability and control. Competition drives these
organizations with a high focus on
customers and profits. Hierarchy culture describes companies
that have an internal focus
valuing stability and control over flexibility.
At my company, the elements that have the greatest influence
on organizational culture are
create and collaborate. Without the create element, we would
remain the same and end up
losing out on business because our competitors would keep
moving forward while we
remained the same. To remain competitive in the business we
must keep up with the
technological advances. Collaboration is key to keeping
employees involved and motivated.
The morale of the workers and the company's investment in
developing them, keeps
employees and their knowledge in the company and hopefully
not leaving to go work for a

10. competitor.
-According to Chapter 14, organizational culture is defined
as the set of shared, taken-for-
granted implicit assumptions that a group holds and that
determines how it perceives, thinks
about, and reacts to its various environments. The four
characteristics of organizational
culture are shared concept, learned over time, influences our
behavior at work, and impacts
outcomes at multiple levels. There are five elements that drive
organizational culture; the
founder's values, the industry and business environment, the
national culture, the
organizations vision and strategies, and the behavior of leaders.
These drivers of
organizational culture influence the structure and internal
processes of the company which
drive the group and social processes. This flow then affects
work attitudes and behaviors
which impacts the outcomes of the organization.
-According to Chapter 16, stress is defined as an adaptive
response to environmental
demands, referred to as stressors, that produce adaptive
responses that include physical,
emotional, and behavioral reactions that are influenced by
individual differences. This is
basically the interaction between person and environmental
factors as potential causes or
remedies for stress. Eustress is described as "good stress" where
the stress generates
positive emotions and creates motivation, such as going on a
first date.
It is important for managers to be actively aware of what issues
are causing employees

11. stress to try to reduce these stressors. Workplace stress can
cause decreases in job
satisfaction, performance, positive emotions, and commitment.
Stress also
increases turnover or burnout in employees. For the
organization to retain its skilled and
knowledgeable workforce, they must try to reduce stress to keep
employees happy and
motivated.