Question 1

A strong organizational culture exists when most employees understand and accept the dominant values.

Accepted Answer

A) True 
 B)False

Question 2

Companies with strong corporate cultures invariably have much higher performance than companies with weak cultures.

Accepted Answer

A) True 
 B)False

Question 3

Which of these statements about shared assumptions is FALSE?

Accepted Answer

A) Shared assumptions are unconscious taken-for granted perceptions or beliefs. 
B) Shared assumptions are so deeply embedded they probably cannot be discovered by surveying employees. 
C) Shared assumptions include shared enacted values. 
D) Shared assumptions are revealed through corporate value statements. 
E) All of these are correct. 
A) Shared assumptions are unconscious taken-for granted perceptions or beliefs. 
B) Shared assumptions are so deeply embedded they probably cannot be discovered by surveying employees. 
C) Shared assumptions include shared enacted values. 
D) Shared assumptions are revealed through corporate value statements. 
E) All of these are correct.

Question 4

Reality shock improves the organizational socialization process by forcing newcomers to pay more attention to the realities of the workplace.

Accepted Answer

A) True 
 B)False

Question 5

A psychological contract refers to the psychological effect after someone signs an employment contract.

Accepted Answer

A) True 
 B)False

Question 6

Organizational socialization is the process of meeting other employees and spending more time with them throughout the work day.

Accepted Answer

A) True 
 B)False

Question 7

Organizational culture is not represented by espoused values.

Accepted Answer

A) True 
 B)False

Question 8

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 9

The assimilation strategy of merging corporate cultures should be applied when the acquired firm has a weak culture and is willing to embrace the acquiring company's culture.

Accepted Answer

A) True 
 B)False

Question 10

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 11

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 12

Tsunami Ltd.hired a consultant to assess the corporate culture of Wise Widgets,which Tsunami wanted to acquire.Executives at Wise Widgets were eager to be acquired by Tsunami,so were willing to have the senior executives interviewed by the consultant regarding the company's culture.The consultant also relied heavily on news releases and other public relations statements produced by executives at Wise Widgets to decipher the company's culture.In this situation,the consultant probably is measuring Wise Widgets's:

Accepted Answer

A) counterculture. 
B) socialization process. 
C) espoused values. 
D) assumptions. 
E) The consultant is measuring none of thesE. 
A) counterculture. 
B) socialization process. 
C) espoused values. 
D) assumptions. 
E) The consultant is measuring none of thesE.

Question 13

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 14

Which of these statements about the strength of organizational culture and organizational performance is TRUE?

Accepted Answer

A) Organizations with stronger cultures tend to perform better than those with weak cultures when that organization's culture content is aligned with its external environment. 
B) There is no relationship between an organization's cultural strength and its performance. 
C) Organizations with stronger cultures tend to perform better only when they acquire other organizations with distinct cultures. 
D) Organizations with stronger cultures almost always perform poorly compared to those with weak cultures. 
E) Organizations with stronger cultures perform poorly if they have subcultures. 
A) Organizations with stronger cultures tend to perform better than those with weak cultures when that organization's culture content is aligned with its external environment. 
B) There is no relationship between an organization's cultural strength and its performance. 
C) Organizations with stronger cultures tend to perform better only when they acquire other organizations with distinct cultures. 
D) Organizations with stronger cultures almost always perform poorly compared to those with weak cultures. 
E) Organizations with stronger cultures perform poorly if they have subcultures.

Question 15

Office space and paintings hung on walls can be artifacts that symbolize the organization's culture.

Accepted Answer

A) True 
 B)False

Question 16

Subcultures are groups of employees whose values are opposed to the organization's dominant values.

Accepted Answer

A) True 
 B)False

Question 17

The process of strengthening organizational culture,by attracting and hiring people who already embrace the cultural values,and weeding out those who don't fit the cultures is explained by:

Accepted Answer

A) corporate cult theory. 
B) attracting-selecting-weeding-out theory. 
C) corporate gardener metaphor theory. 
D) attraction-selection-repulsion theory. 
E) None of these are correct. 
A) corporate cult theory. 
B) attracting-selecting-weeding-out theory. 
C) corporate gardener metaphor theory. 
D) attraction-selection-repulsion theory. 
E) None of these are correct.

Question 18

Most organizational culture models oversimplify the diversity of cultural values in organizations.

Accepted Answer

A) True 
 B)False

Question 19

A strong organizational culture improves the firm's effectiveness,but only if the cultural values are aligned with its external environment.

Accepted Answer

A) True 
 B)False

Question 20

Organizational culture defines what is important and unimportant in the company and,consequently,directs everyone in the organization toward the "right way" of doing things.

Accepted Answer

A) True 
 B)False

A strong organizational culture exists when most employees understand and accept the dominant values.

Companies with strong corporate cultures invariably have much higher performance than companies with weak cultures.

Which of these statements about shared assumptions is FALSE?

Reality shock improves the organizational socialization process by forcing newcomers to pay more attention to the realities of the workplace.

A psychological contract refers to the psychological effect after someone signs an employment contract.

Organizational socialization is the process of meeting other employees and spending more time with them throughout the work day.

Organizational culture is not represented by espoused values.

The hidden elements of an organization's culture include:

The assimilation strategy of merging corporate cultures should be applied when the acquired firm has a weak culture and is willing to embrace the acquiring company's culture.

A realistic job preview:

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:

Which of these statements about the strength of organizational culture and organizational performance is TRUE?

Office space and paintings hung on walls can be artifacts that symbolize the organization's culture.

Subcultures are groups of employees whose values are opposed to the organization's dominant values.

The process of strengthening organizational culture,by attracting and hiring people who already embrace the cultural values,and weeding out those who don't fit the cultures is explained by:

Most organizational culture models oversimplify the diversity of cultural values in organizations.

A strong organizational culture improves the firm's effectiveness,but only if the cultural values are aligned with its external environment.

Organizational culture defines what is important and unimportant in the company and,consequently,directs everyone in the organization toward the "right way" of doing things.

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

A strong organizational culture exists when most employees understand and accept the dominant values.

Companies with strong corporate cultures invariably have much higher performance than companies with weak cultures.

Which of these statements about shared assumptions is FALSE?

Reality shock improves the organizational socialization process by forcing newcomers to pay more attention to the realities of the workplace.

A psychological contract refers to the psychological effect after someone signs an employment contract.

Organizational socialization is the process of meeting other employees and spending more time with them throughout the work day.

Organizational culture is not represented by espoused values.

The hidden elements of an organization's culture include:

The assimilation strategy of merging corporate cultures should be applied when the acquired firm has a weak culture and is willing to embrace the acquiring company's culture.

A realistic job preview:

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:

Which of these statements about the strength of organizational culture and organizational performance is TRUE?

Office space and paintings hung on walls can be artifacts that symbolize the organization's culture.

Subcultures are groups of employees whose values are opposed to the organization's dominant values.

The process of strengthening organizational culture,by attracting and hiring people who already embrace the cultural values,and weeding out those who don't fit the cultures is explained by:

Most organizational culture models oversimplify the diversity of cultural values in organizations.

A strong organizational culture improves the firm's effectiveness,but only if the cultural values are aligned with its external environment.

Organizational culture defines what is important and unimportant in the company and,consequently,directs everyone in the organization toward the "right way" of doing things.

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