Question 1

The three stages of organizational socialization,in order,are:

Accepted Answer

A) prehire,pre-employment,post-hire. 
B) newcomer,insider,outsider. 
C) student,employee,retiree. 
D) pre-employment,encounter,role management. 
E) anticipation,encounter,disillusionment. 
A) prehire,pre-employment,post-hire. 
B) newcomer,insider,outsider. 
C) student,employee,retiree. 
D) pre-employment,encounter,role management. 
E) anticipation,encounter,disillusionment.

Question 2

One of the first steps in a bicultural audit is to identify cultural differences between the merging companies.

Accepted Answer

A) True 
 B)False

Question 3

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

Accepted Answer

A) True 
 B)False

Question 4

Comment on the accuracy of the following statement and explain your answer.
"Organizations with strong corporate cultures are more effective than organizations with weak corporate cultures."

Accepted Answer

The accuracy of this statement depends o

Question 5

Reality shock occurs on or before the first day of work then quickly subsides.

Accepted Answer

A) True 
 B)False

Question 6

The organization's physical structure and use of space often communicate its dominant cultural values.

Accepted Answer

A) True 
 B)False

Question 7

When should organizations leverage the benefits of reality shock?

Accepted Answer

A) When they want employees to develop better expectations of future work experiences. 
B) When they want to ensure that employees develop a stronger loyalty to the organization. 
C) When they want to help newcomers develop a stronger bond with coworkers and the organization. 
D) Under all of these conditions. 
E) Never; companies should minimize reality shock. 
A) When they want employees to develop better expectations of future work experiences. 
B) When they want to ensure that employees develop a stronger loyalty to the organization. 
C) When they want to help newcomers develop a stronger bond with coworkers and the organization. 
D) Under all of these conditions. 
E) Never; companies should minimize reality shock.

Question 8

Employees are organizationally socialized:

Accepted Answer

A) beginning with the role management stage of organizational socialization. 
B) long before their first day of work. 
C) beginning with the company's orientation program on the first day of work. 
D) only when they enter management positions. 
E) beginning with the encounter stages of organizational socialization. 
A) beginning with the role management stage of organizational socialization. 
B) long before their first day of work. 
C) beginning with the company's orientation program on the first day of work. 
D) only when they enter management positions. 
E) beginning with the encounter stages of organizational socialization.

Question 9

The building in which employees work:

Accepted Answer

A) often reflects the organization's culture. 
B) can potentially influence the organization's culture. 
C) is a possible artifact of organizational culture. 
D) reflects and influences an organization's culture. 
E) has little or no effect on an organization's culture. 
A) often reflects the organization's culture. 
B) can potentially influence the organization's culture. 
C) is a possible artifact of organizational culture. 
D) reflects and influences an organization's culture. 
E) has little or no effect on an organization's culture.

Question 10

An adaptive organizational culture is one where employees pay attention to organizational goals,not the processes to achieve those goals.

Accepted Answer

A) True 
 B)False

Question 11

Whenever an advertising firm lands 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) a ritual. 
B) a ceremony. 
C) an idiosyncrasy. 
D) a manifestation of a culture that likes to party but needs an excuse to do so. 
E) a motivational tactic that masquerades as an espoused value. 
A) a ritual. 
B) a ceremony. 
C) an idiosyncrasy. 
D) a manifestation of a culture that likes to party but needs an excuse to do so. 
E) a motivational tactic that masquerades as an espoused value.

Question 12

When estimating the content of an organization's culture,we should pay attention to:

Accepted Answer

A) the values employees actually apply. 
B) the beliefs that customers have about the company's products. 
C) the amount of reality shock newcomers experience when joining the company. 
D) the values executives say employees should apply. 
E) We should never pay attention to values or beliefs when estimating organizational culture. 
A) the values employees actually apply. 
B) the beliefs that customers have about the company's products. 
C) the amount of reality shock newcomers experience when joining the company. 
D) the values executives say employees should apply. 
E) We should never pay attention to values or beliefs when estimating organizational culture.

Question 13

How do founders and corporate leaders affect corporate culture?

Accepted Answer

A) Transformational leaders develop or change the organization's culture. 
B) Founders and corporate leaders develop the systems and structures that support their personal values. 
C) Founders and corporate leaders are often visionaries who provide powerful role models for others to follow. 
D) Founders and corporate leaders strengthen or change corporate culture by applying change practices. 
E) All of these statements are correct. 
A) Transformational leaders develop or change the organization's culture. 
B) Founders and corporate leaders develop the systems and structures that support their personal values. 
C) Founders and corporate leaders are often visionaries who provide powerful role models for others to follow. 
D) Founders and corporate leaders strengthen or change corporate culture by applying change practices. 
E) All of these statements are correct.

Question 14

Employees usually learn which of the following through the process of organizational socialization?

Accepted Answer

A) Company's history. 
B) corporate culture. 
C) Knowing who holds power in the work unit and organization. 
D) Technical jargon. 
E) All of the above. 
A) Company's history. 
B) corporate culture. 
C) Knowing who holds power in the work unit and organization. 
D) Technical jargon. 
E) All of the above.

Question 15

Co-workers improve the socialization process by:

Accepted Answer

A) serving as role models of appropriate behaviour and performance. 
B) avoiding new hires. 
C) increasing the intensity of reality shock. 
D) helping newcomers to avoid the encounter stage of organizational socialization. 
E) helping newcomers to avoid realistic job previews until after they have been hired. 
A) serving as role models of appropriate behaviour and performance. 
B) avoiding new hires. 
C) increasing the intensity of reality shock. 
D) helping newcomers to avoid the encounter stage of organizational socialization. 
E) helping newcomers to avoid realistic job previews until after they have been hired.

Question 16

Most employees at United FiberTech support the idea that the company's success depends on their willingness to continually change and improve customer service.United FiberTech probably has:

Accepted Answer

A) an adaptive culture. 
B) many countercultures. 
C) more subcultures than employees. 
D) a market-driven culture. 
E) no corporate culture. 
A) an adaptive culture. 
B) many countercultures. 
C) more subcultures than employees. 
D) a market-driven culture. 
E) no corporate culture.

Question 17

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

Question 18

Organizational countercultures can potentially help the organization maintain its ethical conduct.

Accepted Answer

A) True 
 B)False

Question 19

Organizations with adaptive cultures are unable to maintain a stable value system and,consequently,tend to perform poorly in the long run.

Accepted Answer

A) True 
 B)False

Question 20

A strong corporate culture exists when employees are forced to abide by a particular set of organizational values whether or not they believe in those values.

Accepted Answer

A) True 
 B)False

The three stages of organizational socialization,in order,are:

One of the first steps in a bicultural audit is to identify cultural differences between the merging companies.

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

Comment on the accuracy of the following statement and explain your answer. "Organizations with strong corporate cultures are more effective than organizations with weak corporate cultures."

Reality shock occurs on or before the first day of work then quickly subsides.

The organization's physical structure and use of space often communicate its dominant cultural values.

When should organizations leverage the benefits of reality shock?

Employees are organizationally socialized:

The building in which employees work:

An adaptive organizational culture is one where employees pay attention to organizational goals,not the processes to achieve those goals.

Whenever an advertising firm lands 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:

When estimating the content of an organization's culture,we should pay attention to:

How do founders and corporate leaders affect corporate culture?

Employees usually learn which of the following through the process of organizational socialization?

Co-workers improve the socialization process by:

Most employees at United FiberTech support the idea that the company's success depends on their willingness to continually change and improve customer service.United FiberTech probably has:

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:

Organizational countercultures can potentially help the organization maintain its ethical conduct.

Organizations with adaptive cultures are unable to maintain a stable value system and,consequently,tend to perform poorly in the long run.

A strong corporate culture exists when employees are forced to abide by a particular set of organizational values whether or not they believe in those values.

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

The three stages of organizational socialization,in order,are:

One of the first steps in a bicultural audit is to identify cultural differences between the merging companies.

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

Comment on the accuracy of the following statement and explain your answer. "Organizations with strong corporate cultures are more effective than organizations with weak corporate cultures."

Reality shock occurs on or before the first day of work then quickly subsides.

The organization's physical structure and use of space often communicate its dominant cultural values.

When should organizations leverage the benefits of reality shock?

Employees are organizationally socialized:

The building in which employees work:

An adaptive organizational culture is one where employees pay attention to organizational goals,not the processes to achieve those goals.

Whenever an advertising firm lands 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:

When estimating the content of an organization's culture,we should pay attention to:

How do founders and corporate leaders affect corporate culture?

Employees usually learn which of the following through the process of organizational socialization?

Co-workers improve the socialization process by:

Most employees at United FiberTech support the idea that the company's success depends on their willingness to continually change and improve customer service.United FiberTech probably has:

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:

Organizational countercultures can potentially help the organization maintain its ethical conduct.

Organizations with adaptive cultures are unable to maintain a stable value system and,consequently,tend to perform poorly in the long run.

A strong corporate culture exists when employees are forced to abide by a particular set of organizational values whether or not they believe in those values.

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