Question 1

The attraction-selection-attrition (ASA)theory may explain why people who don't fit the culture are often weeded out.

Accepted Answer

A) True 
 B)False

Question 2

A friend is thinking about applying for a technical or managerial job opportunity at a large computer network firm.However,past experience has made your friend aware that it is important to ensure that the company's dominant values are aligned with his or her own.Identify three (3)different types of artifacts that your friend should consider when deciphering the culture of the computer network firm.Your friend is a job applicant,so your answer should relate to the experience of being recruited into an organization.

Accepted Answer

The textbook describes four distinct typ

Question 3

When should organizations use reality shock?

Accepted Answer

A)  When they want employees to develop better expectations of future work experiences. 
B)  When they want to ensure that employees develop a stronger loyalty to the organization. 
C)  When they want to help newcomers develop a stronger bond with coworkers and the organization. 
D)  Under all of these conditions. 
E)  Never; companies should minimize reality shock. 
A)  When they want employees to develop better expectations of future work experiences. 
B)  When they want to ensure that employees develop a stronger loyalty to the organization. 
C)  When they want to help newcomers develop a stronger bond with coworkers and the organization. 
D)  Under all of these conditions. 
E)  Never; companies should minimize reality shock.

Question 4

The organizational cultures of most companies can be identified as mercenaries,fortresses or communes.

Accepted Answer

A) True 
 B)False

Question 5

What tends to happen when an organization's culture is misaligned with its external environment?

Accepted Answer

A)  The corporate culture gets stronger. 
B)  The organization's subcultures weaken. 
C)  The organization has more difficulty anticipating and responding to stakeholder needs. 
D)  The organization is unable to develop subcultures. 
E)  All of these occur. 
A)  The corporate culture gets stronger. 
B)  The organization's subcultures weaken. 
C)  The organization has more difficulty anticipating and responding to stakeholder needs. 
D)  The organization is unable to develop subcultures. 
E)  All of these occur.

Question 6

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 7

Which of the following statement is consistent with the attraction-selection-attrition (ASA)theory?

Accepted Answer

A)  Job applicants who later become organizational members tend to be attracted to co-workers who share their values and assumptions. 
B)  Organizations have a natural tendency to attract, select and retain people with values that are consistent with the organization's own culture. 
C)  Attraction, selection and attrition are part of the natural life-cycle of organizational members. 
D)  Employees get attached to organizations that meet their reward expectations. 
E)  Attraction followed by selection inevitably lead to attrition in the future. 
A)  Job applicants who later become organizational members tend to be attracted to co-workers who share their values and assumptions. 
B)  Organizations have a natural tendency to attract, select and retain people with values that are consistent with the organization's own culture. 
C)  Attraction, selection and attrition are part of the natural life-cycle of organizational members. 
D)  Employees get attached to organizations that meet their reward expectations. 
E)  Attraction followed by selection inevitably lead to attrition in the future.

Question 8

An organization's culture can either support or undermine ethical conduct among employees.

Accepted Answer

A) True 
 B)False

Question 9

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 10

An organization's dominant culture is:

Accepted Answer

A)  the values dictated by an organization's new owners. 
B)  the assumptions, values and beliefs shared most widely by the organization's members. 
C)  the values held by the most vocal countercultural group in the organization. 
D)  the assumptions, values and beliefs that the company's top executives are trying to spread throughout the organization. 
E)  the values that senior executives want people outside the organization to believe are followed within the company. 
A)  the values dictated by an organization's new owners. 
B)  the assumptions, values and beliefs shared most widely by the organization's members. 
C)  the values held by the most vocal countercultural group in the organization. 
D)  the assumptions, values and beliefs that the company's top executives are trying to spread throughout the organization. 
E)  the values that senior executives want people outside the organization to believe are followed within the company.

Question 11

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 12

During what stage of socialization do people FIRST learn about the organization and job?

Accepted Answer

A)  Role management 
B)  Encounter 
C)  Pre-employment 
D)  Reality shock 
E)  Disillusionment 
A)  Role management 
B)  Encounter 
C)  Pre-employment 
D)  Reality shock 
E)  Disillusionment

Question 13

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 behavior. 
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 behavior. 
E)  Some subcultures directly oppose the organization's core values.

Question 14

Organizations with an adaptive corporate culture:

Accepted Answer

A)  are unlikely to survive in the long run. 
B)  are focused outwardly on customers and other stakeholders outside the organization rather than inwardly. 
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)  are focused outwardly on customers and other stakeholders outside the organization rather than inwardly. 
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.

Question 15

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':

Accepted Answer

A)  counterculture. 
B)  socialization process. 
C)  dominant culture. 
D)  assumptions. 
E)  The consultant is measuring none of these. 
A)  counterculture. 
B)  socialization process. 
C)  dominant culture. 
D)  assumptions. 
E)  The consultant is measuring none of these.

Question 16

Organizational countercultures further strengthen the organization's dominant culture.

Accepted Answer

A) True 
 B)False

Question 17

The organization's physical structure and use of space often communicate its dominant cultural values.

Accepted Answer

A) True 
 B)False

Question 18

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 19

Organizations that tolerate or encourage subcultures with dissenting values:

Accepted Answer

A)  usually go quickly out of business. 
B)  usually build stronger cultures to counteract those dissenting values. 
C)  may eventually use those dissenting values to build a new set of dominant values in the future. 
D)  do not have any corporate culture. 
E)  None of these statements is accurate. 
A)  usually go quickly out of business. 
B)  usually build stronger cultures to counteract those dissenting values. 
C)  may eventually use those dissenting values to build a new set of dominant values in the future. 
D)  do not have any corporate culture. 
E)  None of these statements is accurate.

Question 20

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

Accepted Answer

A) True 
 B)False

The attraction-selection-attrition (ASA)theory may explain why people who don't fit the culture are often weeded out.

When should organizations use reality shock?

The organizational cultures of most companies can be identified as mercenaries,fortresses or communes.

What tends to happen when an organization's culture is misaligned with its external environment?

The assumptions and values shared most widely by employees represent:

Which of the following statement is consistent with the attraction-selection-attrition (ASA)theory?

An organization's culture can either support or undermine ethical conduct among employees.

An organization's dominant culture is:

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

During what stage of socialization do people FIRST learn about the organization and job?

Which of these statements about organizational subcultures is FALSE?

Organizations with an adaptive corporate culture:

Organizational countercultures further strengthen the organization's dominant culture.

The organization's physical structure and use of space often communicate its dominant cultural values.

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

Organizations that tolerate or encourage subcultures with dissenting values:

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

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

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Change

Filters

Exam 14: Organizational Culture

The attraction-selection-attrition (ASA)theory may explain why people who don't fit the culture are often weeded out.

When should organizations use reality shock?

The organizational cultures of most companies can be identified as mercenaries,fortresses or communes.

What tends to happen when an organization's culture is misaligned with its external environment?

The assumptions and values shared most widely by employees represent:

Which of the following statement is consistent with the attraction-selection-attrition (ASA)theory?

An organization's culture can either support or undermine ethical conduct among employees.

An organization's dominant culture is:

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

During what stage of socialization do people FIRST learn about the organization and job?

Which of these statements about organizational subcultures is FALSE?

Organizations with an adaptive corporate culture:

Organizational countercultures further strengthen the organization's dominant culture.

The organization's physical structure and use of space often communicate its dominant cultural values.

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

Organizations that tolerate or encourage subcultures with dissenting values:

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

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

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Change

Filters