Question 1

Identify a true statement about organizational stories.

Accepted Answer

A) They should be backed by reality. 
B) The facts of stories should be altered to support the narratives that favor an organization. 
C) They can reinforce culture but cannot create renewed energy. 
D) They are the least effective way to reinforce organizational values. 
A) They should be backed by reality. 
B) The facts of stories should be altered to support the narratives that favor an organization. 
C) They can reinforce culture but cannot create renewed energy. 
D) They are the least effective way to reinforce organizational values.

Question 2

Which of the following statements is true of organizational stories about how a company deals with crisis situations?

Accepted Answer

A) These stories show how the company overcomes obstacles. 
B) These stories reflect how a manager in a company reacts to mistakes. 
C) These stories relate to a company's attitude toward employees who have to relocate. 
D) These stories describe a person who started out at the bottom and eventually rose to the top. 
A) These stories show how the company overcomes obstacles. 
B) These stories reflect how a manager in a company reacts to mistakes. 
C) These stories relate to a company's attitude toward employees who have to relocate. 
D) These stories describe a person who started out at the bottom and eventually rose to the top.

Question 3

The fit perspective about the relationship between organizational culture and performance argues that:

Accepted Answer

A) a culture is good only if it fits an industry or a firm's strategy. 
B) the culture of an organization can be changed quickly. 
C) cultures need to change even if the industry doesn't change. 
D) cultures that help organizations adapt to external change are associated with excellent performance. 
A) a culture is good only if it fits an industry or a firm's strategy. 
B) the culture of an organization can be changed quickly. 
C) cultures need to change even if the industry doesn't change. 
D) cultures that help organizations adapt to external change are associated with excellent performance.

Question 4

In the context of artifacts, which of the following statements is true of organizational stories?

Accepted Answer

A) They are very specific and do not allow listeners to draw differing conclusions. 
B) They are typically part of rites of degradation. 
C) They help in orienting new employees. 
D) They are almost always based on myths. 
A) They are very specific and do not allow listeners to draw differing conclusions. 
B) They are typically part of rites of degradation. 
C) They help in orienting new employees. 
D) They are almost always based on myths.

Question 5

A company's espoused values are the values reflected in the way the members actually behave.

Accepted Answer

A) True 
 B)False

Question 6

According to Edgar Schein, the three levels of organizational culture are:

Accepted Answer

A) behavior, rights, and beliefs. 
B) artifacts, values, and assumptions. 
C) adaptations, consequences, and faith. 
D) demands, communications, and informal groups. 
A) behavior, rights, and beliefs. 
B) artifacts, values, and assumptions. 
C) adaptations, consequences, and faith. 
D) demands, communications, and informal groups.

Question 7

A retirement dinner is a good example of a rite of enhancement.

Accepted Answer

A) True 
 B)False

Question 8

Provide real-life example of each of the following organizational artifacts: ceremony and story.

Accepted Answer

Answers will vary. Ceremony: A firm may

Question 9

Describe the Kilmann-Saxton Culture-Gap Survey.

Accepted Answer

Answers will vary. The Kilmann-Saxton Cu

Question 10

Values are the most visible and accessible level of organizational culture.

Accepted Answer

A) True 
 B)False

Question 11

When employees internalize the values of a company, they:

Accepted Answer

A) tend to spend less hours at work. 
B) find their work intrinsically rewarding. 
C) identify themselves as individual workers rather than team players. 
D) get demotivated easily. 
A) tend to spend less hours at work. 
B) find their work intrinsically rewarding. 
C) identify themselves as individual workers rather than team players. 
D) get demotivated easily.

Question 12

A characteristic of assumptions is that they are often unconscious.

Accepted Answer

A) True 
 B)False

Question 13

Which of the following is true of effective organizational stories?

Accepted Answer

A) They can create renewed energy. 
B) They cannot reinforce culture. 
C) They are often deceptive. 
D) They can lead to cynicism. 
A) They can create renewed energy. 
B) They cannot reinforce culture. 
C) They are often deceptive. 
D) They can lead to cynicism.

Question 14

Everyday, repetitive, organizational practices are _____.

Accepted Answer

A) espoused values 
B) rituals 
C) rites 
D) ceremonies 
A) espoused values 
B) rituals 
C) rites 
D) ceremonies

Question 15

Which of the following statements is true of organizational ceremonies and rites?

Accepted Answer

A) They reflect the essence of organizational culture. 
B) They primarily involve the deeply held beliefs that guide behavior and tell members of an organization how to perceive situations and people. 
C) They provide opportunities to reward and recognize employees whose behavior is congruent with the values of a company. 
D) They are best described as everyday, repetitive, organizational practices. 
A) They reflect the essence of organizational culture. 
B) They primarily involve the deeply held beliefs that guide behavior and tell members of an organization how to perceive situations and people. 
C) They provide opportunities to reward and recognize employees whose behavior is congruent with the values of a company. 
D) They are best described as everyday, repetitive, organizational practices.

Question 16

_____ is the process by which newcomers are transformed from outsiders to participating, effective members of an organization.

Accepted Answer

A) Organizational socialization 
B) Organizational enactment 
C) Cultural adaptation 
D) Culture assessment 
A) Organizational socialization 
B) Organizational enactment 
C) Cultural adaptation 
D) Culture assessment

Question 17

In the context of developing an ethical organizational culture, which of the following statements is true?

Accepted Answer

A) Managers who emphasize ethical behavior witness more instances of whistle-blowing and consequently increasing incidents of unethical behavior. 
B) Managers should promote the idea that ethical behavior does not necessarily put a company in congruence with the larger values of society. 
C) Managers can encourage ethical behavior by communicating that rationalizations for unethical behavior are not tolerated. 
D) Managers should implement a code of ethics because it always has a positive impact on an organization. 
A) Managers who emphasize ethical behavior witness more instances of whistle-blowing and consequently increasing incidents of unethical behavior. 
B) Managers should promote the idea that ethical behavior does not necessarily put a company in congruence with the larger values of society. 
C) Managers can encourage ethical behavior by communicating that rationalizations for unethical behavior are not tolerated. 
D) Managers should implement a code of ethics because it always has a positive impact on an organization.

Question 18

In the context of organization ceremonies and rites, retirement dinners are examples of:

Accepted Answer

A) rites of integration. 
B) rites of renewal. 
C) rites of enhancement. 
D) rites of passage. 
A) rites of integration. 
B) rites of renewal. 
C) rites of enhancement. 
D) rites of passage.

Question 19

Employees who work in high-trust cultures:

Accepted Answer

A) are more aligned with their company's values. 
B) tend to thrive for a better opportunity in a different company. 
C) have lower productivity than employees who work in low-trust cultures. 
D) are more susceptible to unethical behaviors than employees who work in low-trust cultures. 
A) are more aligned with their company's values. 
B) tend to thrive for a better opportunity in a different company. 
C) have lower productivity than employees who work in low-trust cultures. 
D) are more susceptible to unethical behaviors than employees who work in low-trust cultures.

Question 20

The fit perspective argues that a culture is good only if it matches the style of the leader of a team.

Accepted Answer

A) True 
 B)False

Identify a true statement about organizational stories.

Which of the following statements is true of organizational stories about how a company deals with crisis situations?

The fit perspective about the relationship between organizational culture and performance argues that:

In the context of artifacts, which of the following statements is true of organizational stories?

A company's espoused values are the values reflected in the way the members actually behave.

According to Edgar Schein, the three levels of organizational culture are:

A retirement dinner is a good example of a rite of enhancement.

Provide real-life example of each of the following organizational artifacts: ceremony and story.

Describe the Kilmann-Saxton Culture-Gap Survey.

Values are the most visible and accessible level of organizational culture.

When employees internalize the values of a company, they:

A characteristic of assumptions is that they are often unconscious.

Which of the following is true of effective organizational stories?

Everyday, repetitive, organizational practices are _____.

Which of the following statements is true of organizational ceremonies and rites?

_____ is the process by which newcomers are transformed from outsiders to participating, effective members of an organization.

In the context of developing an ethical organizational culture, which of the following statements is true?

In the context of organization ceremonies and rites, retirement dinners are examples of:

Employees who work in high-trust cultures:

The fit perspective argues that a culture is good only if it matches the style of the leader of a team.

Organizational Behavior and Opportunity

Challenges for Managers

Personality, Perception, and Attribution

Attitudes, Emotions, and Ethics

Motivation at Work

Learning and Performance Management

Stress and Well-Being at Work

Communication

Work Teams and Groups

Decision Making by Individuals and Groups

Power and Political Behavior

Leadership and Followership

Conflict and Negotiation

Jobs and the Design of Work

Organizational Design and Structure

Career Management

Managing Change

Filters

Exam 16: Organizational Culture

Identify a true statement about organizational stories.

Which of the following statements is true of organizational stories about how a company deals with crisis situations?

The fit perspective about the relationship between organizational culture and performance argues that:

In the context of artifacts, which of the following statements is true of organizational stories?

A company's espoused values are the values reflected in the way the members actually behave.

According to Edgar Schein, the three levels of organizational culture are:

A retirement dinner is a good example of a rite of enhancement.

Provide real-life example of each of the following organizational artifacts: ceremony and story.

Describe the Kilmann-Saxton Culture-Gap Survey.

Values are the most visible and accessible level of organizational culture.

When employees internalize the values of a company, they:

A characteristic of assumptions is that they are often unconscious.

Which of the following is true of effective organizational stories?

Everyday, repetitive, organizational practices are _____.

Which of the following statements is true of organizational ceremonies and rites?

_____ is the process by which newcomers are transformed from outsiders to participating, effective members of an organization.

In the context of developing an ethical organizational culture, which of the following statements is true?

In the context of organization ceremonies and rites, retirement dinners are examples of:

Employees who work in high-trust cultures:

The fit perspective argues that a culture is good only if it matches the style of the leader of a team.

Organizational Behavior and Opportunity

Challenges for Managers

Personality, Perception, and Attribution

Attitudes, Emotions, and Ethics

Motivation at Work

Learning and Performance Management

Stress and Well-Being at Work

Communication

Work Teams and Groups

Decision Making by Individuals and Groups

Power and Political Behavior

Leadership and Followership

Conflict and Negotiation

Jobs and the Design of Work

Organizational Design and Structure

Career Management

Managing Change

Filters