Question 1

Companies strengthen corporate culture by selecting applicants whose values are compatible with the company's dominant values.

Accepted Answer

A) True 
 B)False

Question 2

The stronger the corporate culture, the more difficult it is for employees to embrace the dominant values.

Accepted Answer

A) True 
 B)False

Question 3

The assumptions and values shared most widely by employees represent:

Accepted Answer

A) artifacts held mainly by senior executives in the organization. 
B) the organization's deculturation process. 
C) the organization's counterculture. 
D) the organization's dominant culture. 
E) organizational rituals. 
A) artifacts held mainly by senior executives in the organization. 
B) the organization's deculturation process. 
C) the organization's counterculture. 
D) the organization's dominant culture. 
E) organizational rituals.

Question 4

Organizational countercultures further strengthen the organization's dominant culture

Accepted Answer

A) True 
 B)False

Question 5

Which of these statements about the strength of organizational culture and organizational performance is TRUE?

Accepted Answer

A) Organizations with stronger cultures perform poorly if they have subcultures. 
B) Organizations with stronger cultures tend to perform better than those with weak cultures when that organization's culture content is aligned with its external environment. 
C) There is no relationship between an organization's cultural strength and its performance. 
D) Organizations with stronger cultures tend to perform better only when they acquire other organizations with distinct cultures. 
E) Organizations with stronger cultures almost always perform poorly compared to those with weak cultures. 
A) Organizations with stronger cultures perform poorly if they have subcultures. 
B) Organizations with stronger cultures tend to perform better than those with weak cultures when that organization's culture content is aligned with its external environment. 
C) There is no relationship between an organization's cultural strength and its performance. 
D) Organizations with stronger cultures tend to perform better only when they acquire other organizations with distinct cultures. 
E) Organizations with stronger cultures almost always perform poorly compared to those with weak cultures.

Question 6

At meetings of a major consumer products firm, employees habitually stand up when the most senior executive at the meeting enters the room. This practice represents:

Accepted Answer

A) a ritual that probably symbolizes the organization's dominant culture. 
B) a form of blind subservience to senior management. 
C) evidence that the meeting has employees who hold countercultural values. 
D) evidence that the company's espoused values differ from its enacted values. 
E) evidence that the company has an adaptive culture. 
A) a ritual that probably symbolizes the organization's dominant culture. 
B) a form of blind subservience to senior management. 
C) evidence that the meeting has employees who hold countercultural values. 
D) evidence that the company's espoused values differ from its enacted values. 
E) evidence that the company has an adaptive culture.

Question 7

Which of the following happens during the pre-employment stage of organizational socialization?

Accepted Answer

A) Conflicts are resolved between work and nonwork activities. 
B) Reality shock is experienced. 
C) Employees form expectations (psychological contract) about working at that organization. 
D) All of these occur. 
E) None of these occur. 
A) Conflicts are resolved between work and nonwork activities. 
B) Reality shock is experienced. 
C) Employees form expectations (psychological contract) about working at that organization. 
D) All of these occur. 
E) None of these occur.

Question 8

A strong organizational culture improves the firm's effectiveness, but only if the cultural values are aligned with its external environment.

Accepted Answer

A) True 
 B)False

Question 9

The company founder is arguably the most influential leader in an organization's culture.

Accepted Answer

A) True 
 B)False

Question 10

Organizations with an adaptive corporate culture

Accepted Answer

A) has a strong learning orientation. 
B) are unlikely to survive in the long run. 
C) have no artifacts to keep their culture in place. 
D) tend to be less ethical than organizations with non-adaptive cultures. 
E) are focused inward to employee needs. 
A) has a strong learning orientation. 
B) are unlikely to survive in the long run. 
C) have no artifacts to keep their culture in place. 
D) tend to be less ethical than organizations with non-adaptive cultures. 
E) are focused inward to employee needs.

Question 11

A large transportation manufacturer is considering a proposal to acquire a company in a related industry. During due diligence, senior executives intend to conduct a bicultural audit. They already have good information that their own company is aggressive, risk-taking and entrepreneurial. Assuming that these executives will personally analyze the other firm's culture, what should these senior executives examine? Your answer should also briefly describe the bicultural audit process.

Accepted Answer

A bicultural audit diagnoses cultural re

Question 12

Which of the following is a spawning ground for emerging corporate culture values?

Accepted Answer

A) The actions of the company's founder 
B) Artifacts 
C) Subcultures 
D) Microcultures 
E) Bicultural audits 
A) The actions of the company's founder 
B) Artifacts 
C) Subcultures 
D) Microcultures 
E) Bicultural audits

Question 13

Companies with strong corporate cultures invariably have much higher performance than companies with weak cultures.

Accepted Answer

A) True 
 B)False

Question 14

Identify four (4) conditions or events that potentially weaken an organization's dominant culture.

Accepted Answer

Students should answer this by applying

Question 15

The main purpose of a bicultural audit is to

Accepted Answer

A) determine whether your company's organizational culture is sufficiently strong. 
B) identify and diagnose differences in the corporate cultures of merging organizations. 
C) teach new employees the organization's dominant cultural values. 
D) estimate the number of dominant and subcultural values that exist in an organization. 
E) find out whether people from different countries have the same corporate cultures. 
A) determine whether your company's organizational culture is sufficiently strong. 
B) identify and diagnose differences in the corporate cultures of merging organizations. 
C) teach new employees the organization's dominant cultural values. 
D) estimate the number of dominant and subcultural values that exist in an organization. 
E) find out whether people from different countries have the same corporate cultures.

Question 16

A ritual would include how visitors are greeted as they enter the company's offices.

Accepted Answer

A) True 
 B)False

Question 17

Organizational culture is a deeply embedded form of social control that influences the thoughts and actions of organizational members.

Accepted Answer

A) True 
 B)False

Question 18

A strong organizational culture exists when most employees understand and accept the dominant values.

Accepted Answer

A) True 
 B)False

Question 19

A strong culture depends on a stable workforce.

Accepted Answer

A) True 
 B)False

Question 20

Organizational culture defines what is important and unimportant in the company and, consequently, directs everyone in the organization toward the "right way" of doing things.

Accepted Answer

A) True 
 B)False

Companies strengthen corporate culture by selecting applicants whose values are compatible with the company's dominant values.

The stronger the corporate culture, the more difficult it is for employees to embrace the dominant values.

The assumptions and values shared most widely by employees represent:

Organizational countercultures further strengthen the organization's dominant culture

Which of these statements about the strength of organizational culture and organizational performance is TRUE?

At meetings of a major consumer products firm, employees habitually stand up when the most senior executive at the meeting enters the room. This practice represents:

Which of the following happens during the pre-employment stage of organizational socialization?

A strong organizational culture improves the firm's effectiveness, but only if the cultural values are aligned with its external environment.

The company founder is arguably the most influential leader in an organization's culture.

Organizations with an adaptive corporate culture

Which of the following is a spawning ground for emerging corporate culture values?

Companies with strong corporate cultures invariably have much higher performance than companies with weak cultures.

Identify four (4) conditions or events that potentially weaken an organization's dominant culture.

The main purpose of a bicultural audit is to

A ritual would include how visitors are greeted as they enter the company's offices.

Organizational culture is a deeply embedded form of social control that influences the thoughts and actions of organizational members.

A strong organizational culture exists when most employees understand and accept the dominant values.

A strong culture depends on a stable workforce.

Organizational culture defines what is important and unimportant in the company and, consequently, directs everyone in the organization toward the "right way" of doing things.

Introduction to the Field of Organizational Behaviour

Individual Behaviour

Perceiving Ourselves and Others in Organizations

Workplace Emotions

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Change

Filters

Exam 14: Organizational Culture

Companies strengthen corporate culture by selecting applicants whose values are compatible with the company's dominant values.

The stronger the corporate culture, the more difficult it is for employees to embrace the dominant values.

The assumptions and values shared most widely by employees represent:

Organizational countercultures further strengthen the organization's dominant culture

Which of these statements about the strength of organizational culture and organizational performance is TRUE?

At meetings of a major consumer products firm, employees habitually stand up when the most senior executive at the meeting enters the room. This practice represents:

Which of the following happens during the pre-employment stage of organizational socialization?

A strong organizational culture improves the firm's effectiveness, but only if the cultural values are aligned with its external environment.

The company founder is arguably the most influential leader in an organization's culture.

Organizations with an adaptive corporate culture

Which of the following is a spawning ground for emerging corporate culture values?

Companies with strong corporate cultures invariably have much higher performance than companies with weak cultures.

Identify four (4) conditions or events that potentially weaken an organization's dominant culture.

The main purpose of a bicultural audit is to

A ritual would include how visitors are greeted as they enter the company's offices.

Organizational culture is a deeply embedded form of social control that influences the thoughts and actions of organizational members.

A strong organizational culture exists when most employees understand and accept the dominant values.

A strong culture depends on a stable workforce.

Organizational culture defines what is important and unimportant in the company and, consequently, directs everyone in the organization toward the "right way" of doing things.

Introduction to the Field of Organizational Behaviour

Individual Behaviour

Perceiving Ourselves and Others in Organizations

Workplace Emotions

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Change

Filters