Question 1

Organizational socialization does not occur until a person becomes a member of the organization.

Accepted Answer

A) True 
 B)False

Question 2

Which of the following is potentially an artifact of organizational culture?

Accepted Answer

A) Artwork on office walls 
B) The way visitors to the organization are greeted 
C) The names employees give to conference rooms 
D) All of these are potentially artifacts. 
E) Artwork,greeting visitors,and conference room names are rarely,if ever,considered artifacts. 
A) Artwork on office walls 
B) The way visitors to the organization are greeted 
C) The names employees give to conference rooms 
D) All of these are potentially artifacts. 
E) Artwork,greeting visitors,and conference room names are rarely,if ever,considered artifacts.

Question 3

A realistic job preview:

Accepted Answer

A) builds a loyal work force by demonstrating respect for the psychological contract and concern for employee welfare. 
B) creates more reality shock when employees move to the encounter stage of socialization. 
C) helps employees to avoid forming a psychological contract. 
D) has all of these effects. 
E) builds a loyal work force AND helps employees to avoid forming a psychological contract,but does not create more reality shock. 
A) builds a loyal work force by demonstrating respect for the psychological contract and concern for employee welfare. 
B) creates more reality shock when employees move to the encounter stage of socialization. 
C) helps employees to avoid forming a psychological contract. 
D) has all of these effects. 
E) builds a loyal work force AND helps employees to avoid forming a psychological contract,but does not create more reality shock.

Question 4

What is the relationship between organizational culture and business ethics?

Accepted Answer

A) Companies with a strong organizational culture are more likely to have employees with higher ethical standards of behaviour. 
B) When companies have a weak organizational culture,employees are more likely to rely on their ethical values to make decisions. 
C) An organization's culture may strengthen ethical values. 
D) Organizational culture can be a source of ethical problems. 
E) An organization's culture may strengthen ethical values AND can be a source of ethical problems. 
A) Companies with a strong organizational culture are more likely to have employees with higher ethical standards of behaviour. 
B) When companies have a weak organizational culture,employees are more likely to rely on their ethical values to make decisions. 
C) An organization's culture may strengthen ethical values. 
D) Organizational culture can be a source of ethical problems. 
E) An organization's culture may strengthen ethical values AND can be a source of ethical problems.

Question 5

Reality shock is:

Accepted Answer

A) based on expectancy theory. 
B) an element in the model of individual behaviour. 
C) common in lateral career development. 
D) a unique feature of an adaptive culture. 
E) a perceived discrepancy between employee expectations and reality. 
A) based on expectancy theory. 
B) an element in the model of individual behaviour. 
C) common in lateral career development. 
D) a unique feature of an adaptive culture. 
E) a perceived discrepancy between employee expectations and reality.

Question 6

The observable symbols and signs of an organization's values,and assumptions are called:

Accepted Answer

A) organizational culture 
B) mental models 
C) artifacts 
D) values 
E) organizational signposts 
A) organizational culture 
B) mental models 
C) artifacts 
D) values 
E) organizational signposts

Question 7

The psychological contract continues to develop and evolve even after a job applicant becomes an employee.

Accepted Answer

A) True 
 B)False

Question 8

Mergers and acquisitions fail partly because corporate leaders fail to conduct due diligence audits on their respective corporate cultures.

Accepted Answer

A) True 
 B)False

Question 9

Which of the following would NOT be considered an artifact of an organization's culture?

Accepted Answer

A) The shape,size and location of corporate headquarters. 
B) How visitors are greeted when they first enter a company building. 
C) The stories told by employees to newcomers about the founder's experiences when he or she started the company. 
D) The unique metaphors and special vocabularies that employees use to share meaning. 
E) All of these would be considered artifacts of an organization's culture. 
A) The shape,size and location of corporate headquarters. 
B) How visitors are greeted when they first enter a company building. 
C) The stories told by employees to newcomers about the founder's experiences when he or she started the company. 
D) The unique metaphors and special vocabularies that employees use to share meaning. 
E) All of these would be considered artifacts of an organization's culture.

Question 10

Companies with strong organizational cultures are potentially more effective.

Accepted Answer

A) True 
 B)False

Question 11

Popular organizational culture models and measures falsely presume that organizations have a fairly clear,unified culture.

Accepted Answer

A) True 
 B)False

Question 12

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

Accepted Answer

A) True 
 B)False

Question 13

The attraction-selection-attrition (ASA)theory may explain why people who don't fit the culture are often weeded out.

Accepted Answer

A) True 
 B)False

Question 14

Organizational citizenship behaviours are more likely to prevail under relational than transactional psychological contracts.

Accepted Answer

A) True 
 B)False

Question 15

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 16

Which of the following statement 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 lead 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 lead to attrition in the future.

Question 17

Organizational countercultures can potentially create conflict and dissension among employees.

Accepted Answer

A) True 
 B)False

Question 18

Values represent the deepest part of an organization's culture.

Accepted Answer

A) True 
 B)False

Question 19

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

Accepted Answer

A) True 
 B)False

Question 20

organizational culture include of shared assumptions.

Accepted Answer

A) True 
 B)False

Organizational socialization does not occur until a person becomes a member of the organization.

Which of the following is potentially an artifact of organizational culture?

A realistic job preview:

What is the relationship between organizational culture and business ethics?

Reality shock is:

The observable symbols and signs of an organization's values,and assumptions are called:

The psychological contract continues to develop and evolve even after a job applicant becomes an employee.

Mergers and acquisitions fail partly because corporate leaders fail to conduct due diligence audits on their respective corporate cultures.

Which of the following would NOT be considered an artifact of an organization's culture?

Companies with strong organizational cultures are potentially more effective.

Popular organizational culture models and measures falsely presume that organizations have a fairly clear,unified culture.

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

The attraction-selection-attrition (ASA)theory may explain why people who don't fit the culture are often weeded out.

Organizational citizenship behaviours are more likely to prevail under relational than transactional psychological contracts.

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

Organizational countercultures can potentially create conflict and dissension among employees.

Values represent the deepest part of an organization's culture.

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

organizational culture include of shared 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 does not occur until a person becomes a member of the organization.

Which of the following is potentially an artifact of organizational culture?

A realistic job preview:

What is the relationship between organizational culture and business ethics?

Reality shock is:

The observable symbols and signs of an organization's values,and assumptions are called:

The psychological contract continues to develop and evolve even after a job applicant becomes an employee.

Mergers and acquisitions fail partly because corporate leaders fail to conduct due diligence audits on their respective corporate cultures.

Which of the following would NOT be considered an artifact of an organization's culture?

Companies with strong organizational cultures are potentially more effective.

Popular organizational culture models and measures falsely presume that organizations have a fairly clear,unified culture.

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

The attraction-selection-attrition (ASA)theory may explain why people who don't fit the culture are often weeded out.

Organizational citizenship behaviours are more likely to prevail under relational than transactional psychological contracts.

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

Organizational countercultures can potentially create conflict and dissension among employees.

Values represent the deepest part of an organization's culture.

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

organizational culture include of shared 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