Question 1

Organizational socialization begins on the first day of employment and continues throughout one's career within the company.

Accepted Answer

A) True 
 B)False

Question 2

Very strong cultures often become dysfunctional when they discourage dissenting subcultural values.

Accepted Answer

A) True 
 B)False

Question 3

Explain the functions of organizational subcultures.

Accepted Answer

Organizational subcultures serve two imp

Question 4

An example of a ritual is how visitors are greeted as they enter the company's offices.

Accepted Answer

A) True 
 B)False

Question 5

During which of the following stages of socialization do people first learn about the organization and job?

Accepted Answer

A) Role management 
B) Encounter 
C) Pre-employment 
D) Probation 
E) Orientation 
A) Role management 
B) Encounter 
C) Pre-employment 
D) Probation 
E) Orientation

Question 6

Resolving conflicts between work and nonwork activities mainly occurs during the _____ stage of socialization.

Accepted Answer

A) role management 
B) encounter 
C) pre-employment 
D) reality shock 
E) disillusionment 
A) role management 
B) encounter 
C) pre-employment 
D) reality shock 
E) disillusionment

Question 7

Whenever a team in Ads Today, an advertising firm, wins a new contract, the successful team rings a loud bell and breaks out a bottle of champagne.In organizational culture, this practice would be considered:

Accepted Answer

A) unethical. 
B) a ceremony. 
C) a mental model. 
D) a symptom of a culture that is out of touch with its external environment. 
E) irrelevant to the meaning or study of organizational culture. 
A) unethical. 
B) a ceremony. 
C) a mental model. 
D) a symptom of a culture that is out of touch with its external environment. 
E) irrelevant to the meaning or study of organizational culture.

Question 8

Realistic job previews improve organizational socialization by ensuring that applicants develop more accurate pre-employment expectations.

Accepted Answer

A) True 
 B)False

Question 9

Organizational culture can sometimes be reshaped by applying transformational leadership and organizational change practices.

Accepted Answer

A) True 
 B)False

Question 10

What is the significance of artifacts in organizational culture?

Accepted Answer

A) Artifacts are the same as organizational culture. 
B) Artifacts are the residual parts of the organization that cannot fit into its culture. 
C) Artifacts represent the directly observable symbols and signs of an organization's culture. 
D) Artifacts are the main observable indicators that the organization does not have a culture. 
E) Artifacts mainly reflect the subcultures that conflict with an organization's dominant culture. 
A) Artifacts are the same as organizational culture. 
B) Artifacts are the residual parts of the organization that cannot fit into its culture. 
C) Artifacts represent the directly observable symbols and signs of an organization's culture. 
D) Artifacts are the main observable indicators that the organization does not have a culture. 
E) Artifacts mainly reflect the subcultures that conflict with an organization's dominant culture.

Question 11

Which of these statements about shared assumptions is true?

Accepted Answer

A) They are not taken-for-granted perceptions, but rather conscious decisions. 
B) They are so deeply embedded they probably cannot be discovered by surveying employees. 
C) They are the same as espoused values. 
D) They are revealed through corporate value statements. 
E) They rise to the surface only when employees let them. 
A) They are not taken-for-granted perceptions, but rather conscious decisions. 
B) They are so deeply embedded they probably cannot be discovered by surveying employees. 
C) They are the same as espoused values. 
D) They are revealed through corporate value statements. 
E) They rise to the surface only when employees let them.

Question 12

Many of the popular organizational culture models and measures oversimplify the variety of organizational cultures and correctly assume that organizations can easily be identified within these categories.

Accepted Answer

A) True 
 B)False

Question 13

The assimilation strategy is the most likely to result in a culture clash.

Accepted Answer

A) True 
 B)False

Question 14

Ceremonies are:

Accepted Answer

A) programmed routines of daily organizational life that dramatize the organization's culture. 
B) more formal artifacts than rituals. 
C) verbal symbols of cultural values that reveal how employees talk to one another, describe customers, express anger, and greet stakeholders. 
D) physical structures that convey the dominant values of an organization's culture. 
E) games that people play to defy the dominant culture and, instead, support countercultural beliefs and values. 
A) programmed routines of daily organizational life that dramatize the organization's culture. 
B) more formal artifacts than rituals. 
C) verbal symbols of cultural values that reveal how employees talk to one another, describe customers, express anger, and greet stakeholders. 
D) physical structures that convey the dominant values of an organization's culture. 
E) games that people play to defy the dominant culture and, instead, support countercultural beliefs and values.

Question 15

Which of the following are the observable indicators of organizational culture?

Accepted Answer

A) Assumptions 
B) Artifacts 
C) Values 
D) Beliefs 
E) Mental models 
A) Assumptions 
B) Artifacts 
C) Values 
D) Beliefs 
E) Mental models

Question 16

Attraction-selection-attrition (ASA) theory explains why companies are able to attract and select people who fit the culture, but later on have difficulty in creating a stronger culture.

Accepted Answer

A) True 
 B)False

Question 17

Which of the following is true about using the strategy of integration for merging different corporate cultures?

Accepted Answer

A) It works best when people realize that their existing cultures are good enough, which motivates them to stick to their dominant values. 
B) It is the fastest strategy for merging different corporate cultures. 
C) It is potentially safe because neither party is preserving the existing culture. 
D) It should be considered when the merging companies have strong cultures and distinct cultures. 
E) It creates a new composite culture that preserves the best features of the previous cultures. 
A) It works best when people realize that their existing cultures are good enough, which motivates them to stick to their dominant values. 
B) It is the fastest strategy for merging different corporate cultures. 
C) It is potentially safe because neither party is preserving the existing culture. 
D) It should be considered when the merging companies have strong cultures and distinct cultures. 
E) It creates a new composite culture that preserves the best features of the previous cultures.

Question 18

Organizational stories are most effective at communicating organizational culture only when they:

Accepted Answer

A) make employees emotional. 
B) are told by senior executives to the public. 
C) describe real people and are assumed to be true. 
D) are descriptive rather than prescriptive. 
E) tend to pressurize individual performance. 
A) make employees emotional. 
B) are told by senior executives to the public. 
C) describe real people and are assumed to be true. 
D) are descriptive rather than prescriptive. 
E) tend to pressurize individual performance.

Question 19

Which of the following statements is consistent with the attraction-selection-attrition (ASA) theory?

Accepted Answer

A) Job applicants who later become organizational members tend to be attracted to co-workers who share their values and assumptions. 
B) Organizations have a natural tendency to attract, select, and retain people with values that are consistent with the organization's own culture. 
C) Attraction, selection and attrition are part of the natural life-cycle of organizational members. 
D) Employees get attached to organizations that meet their reward expectations. 
E) Attraction followed by selection inevitably leads to attrition in the future. 
A) Job applicants who later become organizational members tend to be attracted to co-workers who share their values and assumptions. 
B) Organizations have a natural tendency to attract, select, and retain people with values that are consistent with the organization's own culture. 
C) Attraction, selection and attrition are part of the natural life-cycle of organizational members. 
D) Employees get attached to organizations that meet their reward expectations. 
E) Attraction followed by selection inevitably leads to attrition in the future.

Question 20

The strength of an organization's culture refers to how widely and deeply employees hold the company's dominant values and assumptions.

Accepted Answer

A) True 
 B)False

Organizational socialization begins on the first day of employment and continues throughout one's career within the company.

Very strong cultures often become dysfunctional when they discourage dissenting subcultural values.

Explain the functions of organizational subcultures.

An example of a ritual is how visitors are greeted as they enter the company's offices.

During which of the following stages of socialization do people first learn about the organization and job?

Resolving conflicts between work and nonwork activities mainly occurs during the _____ stage of socialization.

Whenever a team in Ads Today, an advertising firm, wins a new contract, the successful team rings a loud bell and breaks out a bottle of champagne.In organizational culture, this practice would be considered:

Realistic job previews improve organizational socialization by ensuring that applicants develop more accurate pre-employment expectations.

Organizational culture can sometimes be reshaped by applying transformational leadership and organizational change practices.

What is the significance of artifacts in organizational culture?

Which of these statements about shared assumptions is true?

Many of the popular organizational culture models and measures oversimplify the variety of organizational cultures and correctly assume that organizations can easily be identified within these categories.

The assimilation strategy is the most likely to result in a culture clash.

Ceremonies are:

Which of the following are the observable indicators of organizational culture?

Attraction-selection-attrition (ASA) theory explains why companies are able to attract and select people who fit the culture, but later on have difficulty in creating a stronger culture.

Which of the following is true about using the strategy of integration for merging different corporate cultures?

Organizational stories are most effective at communicating organizational culture only when they:

Which of the following statements is consistent with the attraction-selection-attrition (ASA) theory?

The strength of an organization's culture refers to how widely and deeply employees hold the company's dominant values and assumptions.

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and 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

Organizational socialization begins on the first day of employment and continues throughout one's career within the company.

Very strong cultures often become dysfunctional when they discourage dissenting subcultural values.

Explain the functions of organizational subcultures.

An example of a ritual is how visitors are greeted as they enter the company's offices.

During which of the following stages of socialization do people first learn about the organization and job?

Resolving conflicts between work and nonwork activities mainly occurs during the _____ stage of socialization.

Whenever a team in Ads Today, an advertising firm, wins a new contract, the successful team rings a loud bell and breaks out a bottle of champagne.In organizational culture, this practice would be considered:

Realistic job previews improve organizational socialization by ensuring that applicants develop more accurate pre-employment expectations.

Organizational culture can sometimes be reshaped by applying transformational leadership and organizational change practices.

What is the significance of artifacts in organizational culture?

Which of these statements about shared assumptions is true?

Many of the popular organizational culture models and measures oversimplify the variety of organizational cultures and correctly assume that organizations can easily be identified within these categories.

The assimilation strategy is the most likely to result in a culture clash.

Ceremonies are:

Which of the following are the observable indicators of organizational culture?

Attraction-selection-attrition (ASA) theory explains why companies are able to attract and select people who fit the culture, but later on have difficulty in creating a stronger culture.

Which of the following is true about using the strategy of integration for merging different corporate cultures?

Organizational stories are most effective at communicating organizational culture only when they:

Which of the following statements is consistent with the attraction-selection-attrition (ASA) theory?

The strength of an organization's culture refers to how widely and deeply employees hold the company's dominant values and assumptions.

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Change

Filters