Question 1

Organizational culture is a deeply embedded form of social control that influences the thoughts and actions of organizational members.

Accepted Answer

A) True 
 B)False

Question 2

Organizational culture models and surveys present a distorted view of organizational culture.

Accepted Answer

A) True 
 B)False

Question 3

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 4

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

Accepted Answer

A) True 
 B)False

Question 5

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

Accepted Answer

A) True 
 B)False

Question 6

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 7

An organization's culture is deemed to be strong if:

Accepted Answer

A)  it is intense but short-lived. 
B)  it is deeply held by most employees across the organization. 
C)  its values that are believed only by top management. 
D)  it is held by only a few key people but are well known to most people in the organization. 
E)  it consist of many values rather than only a few values. 
A)  it is intense but short-lived. 
B)  it is deeply held by most employees across the organization. 
C)  its values that are believed only by top management. 
D)  it is held by only a few key people but are well known to most people in the organization. 
E)  it consist of many values rather than only a few values.

Question 8

Organizational culture consists of the values and assumptions shared within an organization.

Accepted Answer

A) True 
 B)False

Question 9

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 10

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 11

Which of the following is a characteristic of an adaptive corporate culture?

Accepted Answer

A)  Employees hold a common mental model that the organization's success depends on their personal well-being. 
B)  Employees engage in continuous improvement of internal processes to serve external stakeholders. 
C)  Employees wait for opportunities to arrive. 
D)  Employees tend to take the view that any activity beyond their job description is not their job. 
E)  All of these are characteristic of adaptive cultures. 
A)  Employees hold a common mental model that the organization's success depends on their personal well-being. 
B)  Employees engage in continuous improvement of internal processes to serve external stakeholders. 
C)  Employees wait for opportunities to arrive. 
D)  Employees tend to take the view that any activity beyond their job description is not their job. 
E)  All of these are characteristic of adaptive cultures.

Question 12

Which of the following happens during the pre-employment stage of organizational socialization?

Accepted Answer

A)  Conflicts are resolved between work and nonwork activities. 
B)  Employees form expectations (psychological contract) about working at that organization. 
C)  Reality shock is experienced. 
D)  All of these occur. 
E)  None of these occur. 
A)  Conflicts are resolved between work and nonwork activities. 
B)  Employees form expectations (psychological contract) about working at that organization. 
C)  Reality shock is experienced. 
D)  All of these occur. 
E)  None of these occur.

Question 13

The separation strategy is most appropriate when the merging companies are unrelated industries.

Accepted Answer

A) True 
 B)False

Question 14

Organizational stories are most effective at communicating organizational culture:

Accepted Answer

A)  never; organizational stories always overinflate the organization's true culture. 
B)  only when they are told by senior executives to the public. 
C)  when they describe real people, are assumed to be true, and are known by employees throughout the organizations. 
D)  when they are true and descriptive rather than prescriptive. 
E)  when they are known by all stakeholders. 
A)  never; organizational stories always overinflate the organization's true culture. 
B)  only when they are told by senior executives to the public. 
C)  when they describe real people, are assumed to be true, and are known by employees throughout the organizations. 
D)  when they are true and descriptive rather than prescriptive. 
E)  when they are known by all stakeholders.

Question 15

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

Accepted Answer

A) True 
 B)False

Question 16

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 17

The president of Advanced Systems Corp.wants the company to have a strong organizational culture around a specific set of values.As a vice-president,you are concerned that the president may be trying to strengthen the culture too much thereby creating a corporate cult.Describe three potential problems with having an organizational culture that is too strong.

Accepted Answer

Organizations with strong cultures are p

Question 18

New employees learn corporate culture through the process of organizational socialization.

Accepted Answer

A) True 
 B)False

Question 19

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 20

When merging two organizations,a separation strategy is most commonly applied when:

Accepted Answer

A)  both companies have relatively weak cultures that are generally ineffective. 
B)  one company has an effective culture and employees at the other company would embrace that culture if applied to them. 
C)  the two organizations operate in distinct industries. 
D)  the acquired firm's culture doesn't work, whereas the culture of the acquiring firm does work. 
E)  a bicultural audit reveals that both companies have very similar cultures. 
A)  both companies have relatively weak cultures that are generally ineffective. 
B)  one company has an effective culture and employees at the other company would embrace that culture if applied to them. 
C)  the two organizations operate in distinct industries. 
D)  the acquired firm's culture doesn't work, whereas the culture of the acquiring firm does work. 
E)  a bicultural audit reveals that both companies have very similar cultures.

Organizational culture is a deeply embedded form of social control that influences the thoughts and actions of organizational members.

Organizational culture models and surveys present a distorted view of organizational culture.

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

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

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

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

An organization's culture is deemed to be strong if:

Organizational culture consists of the values and assumptions shared within an organization.

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

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

Which of the following is a characteristic of an adaptive corporate culture?

Which of the following happens during the pre-employment stage of organizational socialization?

The separation strategy is most appropriate when the merging companies are unrelated industries.

Organizational stories are most effective at communicating organizational culture:

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

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

New employees learn corporate culture through the process of organizational socialization.

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

When merging two organizations,a separation strategy is most commonly applied when:

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 Teams and Organizations

Power and Influence in the Workplace

Understanding and Managing Workplace Conflict

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Change Additional Cases

Filters

Exam 14: Organizational Culture

Organizational culture is a deeply embedded form of social control that influences the thoughts and actions of organizational members.

Organizational culture models and surveys present a distorted view of organizational culture.

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

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

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

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

An organization's culture is deemed to be strong if:

Organizational culture consists of the values and assumptions shared within an organization.

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

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

Which of the following is a characteristic of an adaptive corporate culture?

Which of the following happens during the pre-employment stage of organizational socialization?

The separation strategy is most appropriate when the merging companies are unrelated industries.

Organizational stories are most effective at communicating organizational culture:

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

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

New employees learn corporate culture through the process of organizational socialization.

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

When merging two organizations,a separation strategy is most commonly applied when:

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 Teams and Organizations

Power and Influence in the Workplace

Understanding and Managing Workplace Conflict

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Change Additional Cases

Filters