Question 1

Which of the following is true, according to House, in North American culture?

Accepted Answer

A) Emphasis on collectivistic rather than individualistic approaches 
B) Rationality takes pride of place over ascetics, spiritual values, or superstition 
C) People are more altruistic than self-centred in their motivation 
D) There is more emphasis on follower rights than on follower responsibilities 
A) Emphasis on collectivistic rather than individualistic approaches 
B) Rationality takes pride of place over ascetics, spiritual values, or superstition 
C) People are more altruistic than self-centred in their motivation 
D) There is more emphasis on follower rights than on follower responsibilities

Question 2

Which one of the following is not attributed to organizational culture in Japan?

Accepted Answer

A) Employee autonomy and entrepreneurial spirit 
B) Harmony stemming from collectivism 
C) Non-specialized career paths 
D) Respect for managerial judgement 
A) Employee autonomy and entrepreneurial spirit 
B) Harmony stemming from collectivism 
C) Non-specialized career paths 
D) Respect for managerial judgement

Question 3

One of the factors considered by Hofstede when looking at the impact of national cultures on organizations concerns:

Accepted Answer

A) Bases of power 
B) Specific relationship versus diffuse relationship 
C) Achievement versus ascription 
D) High versus low power distance 
A) Bases of power 
B) Specific relationship versus diffuse relationship 
C) Achievement versus ascription 
D) High versus low power distance

Question 4

Unwelcome mergers or hostile takeover bids for companies can give rise to:

Accepted Answer

A) Cultural incompatibility between the companies involved in the marriage, as was the case initially of the AOL and Time Warner merger 
B) Cultural compatibility between the companies involved in the merger 
C) More a financial matter than a cultural one 
D) None of these 
A) Cultural incompatibility between the companies involved in the marriage, as was the case initially of the AOL and Time Warner merger 
B) Cultural compatibility between the companies involved in the merger 
C) More a financial matter than a cultural one 
D) None of these

Question 5

Authoritarian leadership is probably most effective in:

Accepted Answer

A) Cultures with low uncertainty avoidance 
B) Feminine cultures 
C) Individualistic cultures 
D) Masculine cultures 
A) Cultures with low uncertainty avoidance 
B) Feminine cultures 
C) Individualistic cultures 
D) Masculine cultures

Which of the following is true, according to House, in North American culture?

Which one of the following is not attributed to organizational culture in Japan?

One of the factors considered by Hofstede when looking at the impact of national cultures on organizations concerns:

Unwelcome mergers or hostile takeover bids for companies can give rise to:

Authoritarian leadership is probably most effective in:

Historical Influences and Research Methodology

Personality and Intelligence

Psychological Testing, Selection, and Appraisal

Motivation, Job Design, and Extrinsic Rewards

Perception and Communication

Learning, Memory, and Training

Individual Decision Making and Creativity

Attitudes, Values, Job Satisfaction, and Commitment

Groups

Team Building

Leadership and Management Style

Power, Politics, and Conflict

Organizational Structure and Design

Organizational Change and Development

Health and Work: Stress

Filters

Exam 14: Organizational Culture

Which of the following is true, according to House, in North American culture?

Which one of the following is not attributed to organizational culture in Japan?

One of the factors considered by Hofstede when looking at the impact of national cultures on organizations concerns:

Unwelcome mergers or hostile takeover bids for companies can give rise to:

Authoritarian leadership is probably most effective in:

Historical Influences and Research Methodology

Personality and Intelligence

Psychological Testing, Selection, and Appraisal

Motivation, Job Design, and Extrinsic Rewards

Perception and Communication

Learning, Memory, and Training

Individual Decision Making and Creativity

Attitudes, Values, Job Satisfaction, and Commitment

Groups

Team Building

Leadership and Management Style

Power, Politics, and Conflict

Organizational Structure and Design

Organizational Change and Development

Health and Work: Stress

Filters