Question 1

According to your text,why do corporate cults undermine organizational effectiveness?

Accepted Answer

A) They lock decision makers into mental models that prevent them from seeing new opportunities and unique problems. 
B) They manipulate organizational members. 
C) They create organizations where unethical behaviour is tolerated. 
D) They prevent subcultures from existing within the organization. 
E) All of these occur. 
A) They lock decision makers into mental models that prevent them from seeing new opportunities and unique problems. 
B) They manipulate organizational members. 
C) They create organizations where unethical behaviour is tolerated. 
D) They prevent subcultures from existing within the organization. 
E) All of these occur.

Question 2

The observable symbols and signs of an organization's culture:

Accepted Answer

A) are called artifacts. 
B) are found only in companies with very strong cultures. 
C) are used to communicate culture only when more direct means are unavailable. 
D) are very easy to interpret. 
E) are all of thesE. 
A) are called artifacts. 
B) are found only in companies with very strong cultures. 
C) are used to communicate culture only when more direct means are unavailable. 
D) are very easy to interpret. 
E) are all of thesE.

Question 3

Which of these statements about organizational subcultures is FALSE?

Accepted Answer

A) Some subcultures support the organization's dominant culture. 
B) Subcultures spawn emerging values that the company may eventually adopt. 
C) Organizations should subdue subcultures that oppose the firm's dominant values. 
D) Subcultures potentially maintain the organization's standards of performance and ethical behaviour. 
E) Some subcultures directly oppose the organization's core values. 
A) Some subcultures support the organization's dominant culture. 
B) Subcultures spawn emerging values that the company may eventually adopt. 
C) Organizations should subdue subcultures that oppose the firm's dominant values. 
D) Subcultures potentially maintain the organization's standards of performance and ethical behaviour. 
E) Some subcultures directly oppose the organization's core values.

Question 4

Organizations with an adaptive corporate culture:

Accepted Answer

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

According to your text,why do corporate cults undermine organizational effectiveness?

The observable symbols and signs of an organization's culture:

Which of these statements about organizational subcultures is FALSE?

Organizations with an adaptive corporate culture:

Introduction to the Field of Organizational Behaviour

Individual Behaviour, 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 Organizations Revised

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace Revised

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Change

Filters

Exam 14: Organizational Culture

According to your text,why do corporate cults undermine organizational effectiveness?

The observable symbols and signs of an organization's culture:

Which of these statements about organizational subcultures is FALSE?

Organizations with an adaptive corporate culture:

Introduction to the Field of Organizational Behaviour

Individual Behaviour, 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 Organizations Revised

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace Revised

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Change

Filters