Question 1

Reward systems are artifacts.

Accepted Answer

A) True 
 B)False

Question 2

Organizational stories are most effective at communicating corporate culture when they describe real people and seem to represent true past events.

Accepted Answer

A) True 
 B)False

Question 3

The attraction-selection-attrition (ASA)theory explains why companies are able to attract,and select people who fit the culture,but later on have difficulty forcing them out.

Accepted Answer

A) True 
 B)False

Question 4

Reality shock among new employees typically occurs when:

Accepted Answer

A)  newcomers experience information overload as they enter the workplace. 
B)  employers are unable or unwilling to live up to their promises. 
C)  newcomers develop exaggerated expectations about the job. 
D)  All of these typically lead to reality shock. 
E)  They realize they will have to work in organizations until they retire. 
A)  newcomers experience information overload as they enter the workplace. 
B)  employers are unable or unwilling to live up to their promises. 
C)  newcomers develop exaggerated expectations about the job. 
D)  All of these typically lead to reality shock. 
E)  They realize they will have to work in organizations until they retire.

Question 5

Co-workers are important organizational socialization agents.

Accepted Answer

A) True 
 B)False

Question 6

During the role management stage of organizational socialization,employees are newcomers who test their pre-employment expectations with the perceived realities.

Accepted Answer

A) True 
 B)False

Question 7

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

Accepted Answer

A) True 
 B)False

Question 8

Shared assumptions are easily uncovered by surveying employees.

Accepted Answer

A) True 
 B)False

Question 9

How do espoused values relate to the concept of organizational culture?

Accepted Answer

A)  Espoused values represent the shared assumptions within an organization's culture. 
B)  Espoused values are what leaders and employees rely on to guide their decisions and behaviours. 
C)  Espoused values are mainly used to decipher an organization's culture. 
D)  Espoused values are the values that corporate leaders want others to believe guide the organization's decisions and actions. 
E)  Espoused values are articulated mental models. 
A)  Espoused values represent the shared assumptions within an organization's culture. 
B)  Espoused values are what leaders and employees rely on to guide their decisions and behaviours. 
C)  Espoused values are mainly used to decipher an organization's culture. 
D)  Espoused values are the values that corporate leaders want others to believe guide the organization's decisions and actions. 
E)  Espoused values are articulated mental models.

Question 10

Which of these statements about organizational stories is FALSE?

Accepted Answer

A)  Organizational stories are most effective at communicating organizational culture when employees believe the stories are true. 
B)  Stories communicate organizational culture if they describe positive events, whereas they undermine organizational culture if they describe negative events. 
C)  Organizational stories provide human realism to individual performance standards. 
D)  Stories are most effective at communicating organizational culture when they describe real events with real people. 
E)  Organizational stories communicate culture because they provide role models to demonstrate that organizational objectives are attainable. 
A)  Organizational stories are most effective at communicating organizational culture when employees believe the stories are true. 
B)  Stories communicate organizational culture if they describe positive events, whereas they undermine organizational culture if they describe negative events. 
C)  Organizational stories provide human realism to individual performance standards. 
D)  Stories are most effective at communicating organizational culture when they describe real events with real people. 
E)  Organizational stories communicate culture because they provide role models to demonstrate that organizational objectives are attainable.

Question 11

Which of the following represents a type of vaccination by preparing job applicants for the more challenging and troublesome aspects of work life?

Accepted Answer

A)  Encounter stage of socialization 
B)  Realistic job previews 
C)  Anticipatory reality shock 
D)  Cultural acclimatization 
E)  Ritualistic job reviews 
A)  Encounter stage of socialization 
B)  Realistic job previews 
C)  Anticipatory reality shock 
D)  Cultural acclimatization 
E)  Ritualistic job reviews

Question 12

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

Accepted Answer

A) True 
 B)False

Question 13

Using attraction-selection-attrition (ASA)theory,explain how organizations tend to maintain and perpetuate their cultures.

Accepted Answer

This answer requires students to describ

Question 14

Organizational culture is best described as the basic pattern of shared:

Accepted Answer

A)  assumptions, beliefs and behaviours that subconsciously guide employee thoughts and actions. 
B)  behaviours that employees enact to demonstrate their support for corporate goals. 
C)  decisions routinely occurring throughout the organization that support corporate strategies. 
D)  values and assumptions that directs everyone in the organization toward the "right way" of doing things. 
E)  rituals and ceremonies that employees enact to consummate their relationship with the organization. 
A)  assumptions, beliefs and behaviours that subconsciously guide employee thoughts and actions. 
B)  behaviours that employees enact to demonstrate their support for corporate goals. 
C)  decisions routinely occurring throughout the organization that support corporate strategies. 
D)  values and assumptions that directs everyone in the organization toward the "right way" of doing things. 
E)  rituals and ceremonies that employees enact to consummate their relationship with the organization.

Question 15

Organizational culture does which of the following?

Accepted Answer

A)  It is a powerful form of social control that influences employee decisions and behaviour. 
B)  It is the social glue that bonds employees together and makes them feel part of the organization. 
C)  It assists the sense-making process 
D)  It does all of these things. 
E)  It has no effect on employees. 
A)  It is a powerful form of social control that influences employee decisions and behaviour. 
B)  It is the social glue that bonds employees together and makes them feel part of the organization. 
C)  It assists the sense-making process 
D)  It does all of these things. 
E)  It has no effect on employees.

Question 16

How do founders and corporate leaders affect corporate culture?

Accepted Answer

A)  Transformational leaders develop or change the organization's culture. 
B)  Founders and corporate leaders develop the systems and structures that support their personal values. 
C)  Founders and corporate leaders are often visionaries who provide powerful role models for others to follow. 
D)  Founders and corporate leaders strengthen or change corporate culture by applying change practices. 
E)  All of these statements are correct. 
A)  Transformational leaders develop or change the organization's culture. 
B)  Founders and corporate leaders develop the systems and structures that support their personal values. 
C)  Founders and corporate leaders are often visionaries who provide powerful role models for others to follow. 
D)  Founders and corporate leaders strengthen or change corporate culture by applying change practices. 
E)  All of these statements are correct.

Question 17

One advantage of countercultures is that they:

Accepted Answer

A)  rarely exist in real organizations. 
B)  maintain the organization's standards of performance and ethical behaviour. 
C)  prevent organizations from developing a corporate culture. 
D)  ensure that corporate mergers occur without any culture clashes. 
E)  Countercultures never make organizations more effective. 
A)  rarely exist in real organizations. 
B)  maintain the organization's standards of performance and ethical behaviour. 
C)  prevent organizations from developing a corporate culture. 
D)  ensure that corporate mergers occur without any culture clashes. 
E)  Countercultures never make organizations more effective.

Question 18

Which of the following is an artifact rather than a cultural content?

Accepted Answer

A)  Values 
B)  Language 
C)  Assumptions 
D)  Beliefs 
E)  Both language and assumptions are artifacts. 
A)  Values 
B)  Language 
C)  Assumptions 
D)  Beliefs 
E)  Both language and assumptions are artifacts.

Question 19

According to the attraction-selection-attrition (ASA)theory,job applicants:

Accepted Answer

A)  are attracted to coworkers with similar values and assumptions. 
B)  avoid employment in companies whose values seem incompatible with their own values. 
C)  do not typically pay much heed to organizational values when applying for work. 
D)  avoid other applicants if they are competing for the same jobs. 
E)  are attracted to companies that are likely to provide them with the greatest rewards. 
A)  are attracted to coworkers with similar values and assumptions. 
B)  avoid employment in companies whose values seem incompatible with their own values. 
C)  do not typically pay much heed to organizational values when applying for work. 
D)  avoid other applicants if they are competing for the same jobs. 
E)  are attracted to companies that are likely to provide them with the greatest rewards.

Question 20

The integration strategy for combining corporate cultures usually creates conflict as employees from the acquired firm resist the cultural intrusions.

Accepted Answer

A) True 
 B)False

Reward systems are artifacts.

Organizational stories are most effective at communicating corporate culture when they describe real people and seem to represent true past events.

The attraction-selection-attrition (ASA)theory explains why companies are able to attract,and select people who fit the culture,but later on have difficulty forcing them out.

Reality shock among new employees typically occurs when:

Co-workers are important organizational socialization agents.

During the role management stage of organizational socialization,employees are newcomers who test their pre-employment expectations with the perceived realities.

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

Shared assumptions are easily uncovered by surveying employees.

How do espoused values relate to the concept of organizational culture?

Which of these statements about organizational stories is FALSE?

Which of the following represents a type of vaccination by preparing job applicants for the more challenging and troublesome aspects of work life?

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

Using attraction-selection-attrition (ASA)theory,explain how organizations tend to maintain and perpetuate their cultures.

Organizational culture is best described as the basic pattern of shared:

Organizational culture does which of the following?

How do founders and corporate leaders affect corporate culture?

One advantage of countercultures is that they:

Which of the following is an artifact rather than a cultural content?

According to the attraction-selection-attrition (ASA)theory,job applicants:

The integration strategy for combining corporate cultures usually creates conflict as employees from the acquired firm resist the cultural intrusions.

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

Reward systems are artifacts.

Organizational stories are most effective at communicating corporate culture when they describe real people and seem to represent true past events.

The attraction-selection-attrition (ASA)theory explains why companies are able to attract,and select people who fit the culture,but later on have difficulty forcing them out.

Reality shock among new employees typically occurs when:

Co-workers are important organizational socialization agents.

During the role management stage of organizational socialization,employees are newcomers who test their pre-employment expectations with the perceived realities.

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

Shared assumptions are easily uncovered by surveying employees.

How do espoused values relate to the concept of organizational culture?

Which of these statements about organizational stories is FALSE?

Which of the following represents a type of vaccination by preparing job applicants for the more challenging and troublesome aspects of work life?

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

Using attraction-selection-attrition (ASA)theory,explain how organizations tend to maintain and perpetuate their cultures.

Organizational culture is best described as the basic pattern of shared:

Organizational culture does which of the following?

How do founders and corporate leaders affect corporate culture?

One advantage of countercultures is that they:

Which of the following is an artifact rather than a cultural content?

According to the attraction-selection-attrition (ASA)theory,job applicants:

The integration strategy for combining corporate cultures usually creates conflict as employees from the acquired firm resist the cultural intrusions.

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