Question 1

The bicultural audit process consists of three steps.

Accepted Answer

A) True 
 B)False

Question 2

Senior executives in your organization want to strengthen teamwork as part of the company's culture.They have asked you to identify ways to communicate and reinforce this cultural value using artifacts as the primary means of communication.Describe three different types of artifacts that might be altered so they communicate this corporate value.

Accepted Answer

Some students might answer this by descr

Question 3

Acme Corp.is planning to acquire Beta Corp.,which operates in a different industry.Acme's culture is entrepreneurial and fast paced,whereas Beta employees value slow,deliberate decision making by consensus.Which merger strategy would you recommend to minimize culture shock when Acme acquires Beta? Explain your answer.

Accepted Answer

The most appropriate merger strategy in

Question 4

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 5

One of the first steps one should take before a merger in order to minimize cultural clashes is to:

Accepted Answer

A)  significantly reduce the strength of the culture in both organizations. 
B)  conduct a bicultural audit. 
C)  significantly increase the strength of the culture in both organizations. 
D)  replace the chief executives in both organizations before merger negotiations begin. 
E)  conduct a bicultural audit AND significantly reduce the strength of the culture in both organizations. 
A)  significantly reduce the strength of the culture in both organizations. 
B)  conduct a bicultural audit. 
C)  significantly increase the strength of the culture in both organizations. 
D)  replace the chief executives in both organizations before merger negotiations begin. 
E)  conduct a bicultural audit AND significantly reduce the strength of the culture in both organizations.

Question 6

Researchers have found that an organization's culture may be identified very easily and quickly by looking at one or two observable artifacts.

Accepted Answer

A) True 
 B)False

Question 7

Companies with strong organizational cultures are potentially more effective.

Accepted Answer

A) True 
 B)False

Question 8

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 9

Organizational culture is not directly observable,but it may be loosely interpreted through visible artifacts.

Accepted Answer

A) True 
 B)False

Question 10

Organizational socialization is best described as a process of:

Accepted Answer

A)  cooperation and stability. 
B)  power and restructuring. 
C)  negotiation and concession-making. 
D)  learning and adaptation. 
E)  None of these describes the process of organizational socialization. 
A)  cooperation and stability. 
B)  power and restructuring. 
C)  negotiation and concession-making. 
D)  learning and adaptation. 
E)  None of these describes the process of organizational socialization.

Question 11

In the context of organizational socialization,the adjustment process is better for:

Accepted Answer

A)  those who rebel against and reject the company's dominant values. 
B)  employees who experience significant levels of reality shock. 
C)  newcomers with diverse work experience. 
D)  people who are able to avoid the encounter stage of socialization. 
E)  individuals who retain their personal identity. 
A)  those who rebel against and reject the company's dominant values. 
B)  employees who experience significant levels of reality shock. 
C)  newcomers with diverse work experience. 
D)  people who are able to avoid the encounter stage of socialization. 
E)  individuals who retain their personal identity.

Question 12

The assumptions and values shared most widely by employees represent:

Accepted Answer

A)  the organization's dominant culture. 
B)  the organization's deculturation process. 
C)  the organization's counterculture. 
D)  artifacts held mainly by senior executives in the organization. 
E)  organizational rituals. 
A)  the organization's dominant culture. 
B)  the organization's deculturation process. 
C)  the organization's counterculture. 
D)  artifacts held mainly by senior executives in the organization. 
E)  organizational rituals.

Question 13

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 14

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

Accepted Answer

A) True 
 B)False

Question 15

Organizations with very strong cultures may become dysfunctional because they suppress dissenting subcultural values.

Accepted Answer

A) True 
 B)False

Question 16

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 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 culture can sometimes be reshaped by applying transformational leadership and organizational change practices.

Accepted Answer

A) True 
 B)False

Question 19

An organizational counterculture is a type of subculture.

Accepted Answer

A) True 
 B)False

Question 20

Employees at SuperTech Services seek out opportunities rather than wait for them to arrive.They also have a strong sense of responsibility for the organization's performance.SuperTech likely has:

Accepted Answer

A)  a weak organizational culture. 
B)  a strong counterculture. 
C)  relatively few artifacts representing the organization's culture. 
D)  a culture that is misaligned with its external environment. 
E)  an adaptive culture. 
A)  a weak organizational culture. 
B)  a strong counterculture. 
C)  relatively few artifacts representing the organization's culture. 
D)  a culture that is misaligned with its external environment. 
E)  an adaptive culture.

The bicultural audit process consists of three steps.

Reality shock is:

One of the first steps one should take before a merger in order to minimize cultural clashes is to:

Researchers have found that an organization's culture may be identified very easily and quickly by looking at one or two observable artifacts.

Companies with strong organizational cultures are potentially more effective.

Organizational culture is not directly observable,but it may be loosely interpreted through visible artifacts.

Organizational socialization is best described as a process of:

In the context of organizational socialization,the adjustment process is better for:

The assumptions and values shared most widely by employees represent:

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

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

Organizations with very strong cultures may become dysfunctional because they suppress dissenting subcultural values.

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

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 culture can sometimes be reshaped by applying transformational leadership and organizational change practices.

An organizational counterculture is a type of subculture.

Employees at SuperTech Services seek out opportunities rather than wait for them to arrive.They also have a strong sense of responsibility for the organization's performance.SuperTech likely has:

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

The bicultural audit process consists of three steps.

Reality shock is:

One of the first steps one should take before a merger in order to minimize cultural clashes is to:

Researchers have found that an organization's culture may be identified very easily and quickly by looking at one or two observable artifacts.

Companies with strong organizational cultures are potentially more effective.

Organizational culture is not directly observable,but it may be loosely interpreted through visible artifacts.

Organizational socialization is best described as a process of:

In the context of organizational socialization,the adjustment process is better for:

The assumptions and values shared most widely by employees represent:

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

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

Organizations with very strong cultures may become dysfunctional because they suppress dissenting subcultural values.

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

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 culture can sometimes be reshaped by applying transformational leadership and organizational change practices.

An organizational counterculture is a type of subculture.

Employees at SuperTech Services seek out opportunities rather than wait for them to arrive.They also have a strong sense of responsibility for the organization's performance.SuperTech likely has:

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