Question 1

Organizational countercultures further strengthen the organization's dominant culture.

Accepted Answer

A) True 
 B)False

Question 2

Senior executives in your organization want to strengthen teamwork as part of the company's culture.They have asked you to identify ways to communicate and reinforce this cultural value using artifacts as the primary means of communication.Describe three different types of artifacts that might be altered so they communicate this corporate value.

Accepted Answer

Some students might answer this by descr

Question 3

To develop the most accurate estimate of an organization's culture,we should:

Accepted Answer

A) survey employees. 
B) observe workplace behaviour. 
C) investigate physical elements in the workplace. 
D) do all of these. 
E) survey employees and observe behaviour,but NOT investigate physical elements in the workplace. 
A) survey employees. 
B) observe workplace behaviour. 
C) investigate physical elements in the workplace. 
D) do all of these. 
E) survey employees and observe behaviour,but NOT investigate physical elements in the workplace.

Question 4

conditions or events that potentially weaken an organization's dominant culture.

Accepted Answer

Students should answer this by applying

Question 5

In the context of organizational socialization,the adjustment process is better for:

Accepted Answer

A) those who rebel against and reject the company's dominant values. 
B) employees who experience significant levels of reality shock. 
C) newcomers with diverse work experience. 
D) people who are able to avoid the encounter stage of socialization. 
E) individuals who retain their personal identity. 
A) those who rebel against and reject the company's dominant values. 
B) employees who experience significant levels of reality shock. 
C) newcomers with diverse work experience. 
D) people who are able to avoid the encounter stage of socialization. 
E) individuals who retain their personal identity.

Question 6

Ceremonies are more formal artifacts than rituals.

Accepted Answer

A) True 
 B)False

Question 7

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

Accepted Answer

A) True 
 B)False

Question 8

Organizations with very strong cultures may become dysfunctional because they suppress dissenting subcultural values.

Accepted Answer

A) True 
 B)False

Question 9

The president of CJD Consulting would like to change his organization's culture to reflect new realities in the external environment.He has heard positive things about adaptive cultures and would like to know more about them.
Explain to the president what adaptable cultures are by describing the four characteristics of this type of culture.

Accepted Answer

Students might begin by defining what ad

Question 10

A few experts argue that an organization's culture cannot be managed.

Accepted Answer

A) True 
 B)False

Question 11

Using attraction-selection-attrition (ASA)theory,explain how organizations tend to maintain and perpetuate their cultures.

Accepted Answer

This answer requires students to describ

Question 12

Which strategy for merging two distinct cultures tends to create high levels of confusion,conflict,resentment and stress?

Accepted Answer

A) Deculturation 
B) Assimilation 
C) Separation 
D) Integration 
E) None of these strategies has this effect. 
A) Deculturation 
B) Assimilation 
C) Separation 
D) Integration 
E) None of these strategies has this effect.

Question 13

Studies suggest that only 30 to 50 percent of corporate acquisitions produce any financial gains.

Accepted Answer

A) True 
 B)False

Question 14

Organizational culture includes:

Accepted Answer

A) three universal values. 
B) artifacts,values,and assets. 
C) values,assumptions,and audits. 
D) behaviours,beliefs,and budgets. 
E) None of these statements is accurate. 
A) three universal values. 
B) artifacts,values,and assets. 
C) values,assumptions,and audits. 
D) behaviours,beliefs,and budgets. 
E) None of these statements is accurate.

Question 15

Organizational socialization is a process of both learning and adjustment.

Accepted Answer

A) True 
 B)False

Question 16

What tends to happen when an organization's culture is misaligned with its external environment?

Accepted Answer

A) The corporate culture gets stronger. 
B) The organization's subcultures weaken. 
C) The organization has more difficulty anticipating and responding to stakeholder needs. 
D) The organization is unable to develop subcultures. 
E) All of these occur. 
A) The corporate culture gets stronger. 
B) The organization's subcultures weaken. 
C) The organization has more difficulty anticipating and responding to stakeholder needs. 
D) The organization is unable to develop subcultures. 
E) All of these occur.

Question 17

Which part of organizational culture is closest to the "surface" (i.e.observable indicators)?

Accepted Answer

A) Assumptions 
B) Artifacts 
C) Beliefs 
D) Shared values 
E) Stories 
A) Assumptions 
B) Artifacts 
C) Beliefs 
D) Shared values 
E) Stories

Question 18

The hidden elements of an organization's culture include:

Accepted Answer

A) physical structures. 
B) language used in the organization. 
C) employee values and assumptions. 
D) All of these are hidden elements of an organization's culture. 
E) None of these are hidden elements of an organization's culture. 
A) physical structures. 
B) language used in the organization. 
C) employee values and assumptions. 
D) All of these are hidden elements of an organization's culture. 
E) None of these are hidden elements of an organization's culture.

Question 19

Most organizational behaviour writers suggest that organizations are more effective when they become corporate cults.

Accepted Answer

A) True 
 B)False

Question 20

Comment on the accuracy of the following statement and explain your answer.
"Organizations are more effective when they operate without subcultures and countercultures."

Accepted Answer

This statement is FALSE.Subcultures,part

Organizational countercultures further strengthen the organization's dominant culture.

To develop the most accurate estimate of an organization's culture,we should:

conditions or events that potentially weaken an organization's dominant culture.

In the context of organizational socialization,the adjustment process is better for:

Ceremonies are more formal artifacts than rituals.

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

Organizations with very strong cultures may become dysfunctional because they suppress dissenting subcultural values.

A few experts argue that an organization's culture cannot be managed.

Using attraction-selection-attrition (ASA)theory,explain how organizations tend to maintain and perpetuate their cultures.

Which strategy for merging two distinct cultures tends to create high levels of confusion,conflict,resentment and stress?

Studies suggest that only 30 to 50 percent of corporate acquisitions produce any financial gains.

Organizational culture includes:

Organizational socialization is a process of both learning and adjustment.

What tends to happen when an organization's culture is misaligned with its external environment?

Which part of organizational culture is closest to the "surface" (i.e.observable indicators)?

The hidden elements of an organization's culture include:

Most organizational behaviour writers suggest that organizations are more effective when they become corporate cults.

Comment on the accuracy of the following statement and explain your answer. "Organizations are more effective when they operate without subcultures and countercultures."

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 countercultures further strengthen the organization's dominant culture.

To develop the most accurate estimate of an organization's culture,we should:

conditions or events that potentially weaken an organization's dominant culture.

In the context of organizational socialization,the adjustment process is better for:

Ceremonies are more formal artifacts than rituals.

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

Organizations with very strong cultures may become dysfunctional because they suppress dissenting subcultural values.

A few experts argue that an organization's culture cannot be managed.

Using attraction-selection-attrition (ASA)theory,explain how organizations tend to maintain and perpetuate their cultures.

Which strategy for merging two distinct cultures tends to create high levels of confusion,conflict,resentment and stress?

Studies suggest that only 30 to 50 percent of corporate acquisitions produce any financial gains.

Organizational culture includes:

Organizational socialization is a process of both learning and adjustment.

What tends to happen when an organization's culture is misaligned with its external environment?

Which part of organizational culture is closest to the "surface" (i.e.observable indicators)?

The hidden elements of an organization's culture include:

Most organizational behaviour writers suggest that organizations are more effective when they become corporate cults.

Comment on the accuracy of the following statement and explain your answer. "Organizations are more effective when they operate without subcultures and countercultures."

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