Question 1

The deepest element of organizational culture is:

Accepted Answer

A)  values. 
B)  artifacts. 
C)  language. 
D)  beliefs. 
E)  assumptions. 
A)  values. 
B)  artifacts. 
C)  language. 
D)  beliefs. 
E)  assumptions.

Question 2

Nearly all of the socialization adjustment process occurs during and after the first day of work.

Accepted Answer

A) True 
 B)False

Question 3

Reality shock occurs when you perceive a discrepancy between your pre-employment expectations and on-the-job reality.

Accepted Answer

A) True 
 B)False

Question 4

In corporate cults,the culture is so strong that it focuses employees so much on one mental model that they may fail to see issues from different perspectives.

Accepted Answer

A) True 
 B)False

Question 5

One of the first steps in a merger 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

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 7

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 8

When estimating the content of an organization's culture,we should pay attention to:

Accepted Answer

A)  the values employees actually apply. 
B)  the beliefs that customers have about the company's products. 
C)  the amount of reality shock newcomers experience when joining the company. 
D)  the values executives say employees should apply. 
E)  We should never pay attention to values or beliefs when estimating organizational culture. 
A)  the values employees actually apply. 
B)  the beliefs that customers have about the company's products. 
C)  the amount of reality shock newcomers experience when joining the company. 
D)  the values executives say employees should apply. 
E)  We should never pay attention to values or beliefs when estimating organizational culture.

Question 9

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

Accepted Answer

A)  Company's history. 
B)  Forming relationships with people in the organization. 
C)  Knowing who holds power in the work unit and organization. 
D)  Technical jargon as well as language reflecting the organization's cultural values. 
E)  All of these topics. 
A)  Company's history. 
B)  Forming relationships with people in the organization. 
C)  Knowing who holds power in the work unit and organization. 
D)  Technical jargon as well as language reflecting the organization's cultural values. 
E)  All of these topics.

Question 10

Artifacts of organizational culture may include the building's design,the way people are greeted and the food served in the company's cafeteria.

Accepted Answer

A) True 
 B)False

Question 11

Employees are more likely to quit if values incongruence is sufficiently low.

Accepted Answer

A) True 
 B)False

Question 12

Adaptive cultures focus employees on the changing needs of customers and other stakeholders and support initiative and leadership to keep pace with these changes.

Accepted Answer

A) True 
 B)False

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 deculturation that eventually undermines the organization's dominant culture. 
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 deculturation that eventually undermines the organization's dominant culture. 
E)  evidence that the company's espoused values differ from its enacted values.

Question 14

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.

Question 15

Organizational stories support organizational culture by providing social prescriptions of the ways things should or should not be done around the organization.

Accepted Answer

A) True 
 B)False

Question 16

A strong corporate culture potentially increases organizational performance by:

Accepted Answer

A)  controlling employee decisions and behavior. 
B)  ensuring that employees do not identify with the organization. 
C)  ensuring that no one holds countercultural values. 
D)  ensuring that employees can quickly adopt new values when necessary. 
E)  doing all of these things. 
A)  controlling employee decisions and behavior. 
B)  ensuring that employees do not identify with the organization. 
C)  ensuring that no one holds countercultural values. 
D)  ensuring that employees can quickly adopt new values when necessary. 
E)  doing all of these things.

Question 17

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 18

Two companies should not merge if a bicultural audit determines that they have substantially different cultures.

Accepted Answer

A) True 
 B)False

Question 19

Corporate cults are preferred,because they help suppress subcultures within organizations.

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 deepest element of organizational culture is:

Nearly all of the socialization adjustment process occurs during and after the first day of work.

Reality shock occurs when you perceive a discrepancy between your pre-employment expectations and on-the-job reality.

In corporate cults,the culture is so strong that it focuses employees so much on one mental model that they may fail to see issues from different perspectives.

One of the first steps in a merger to minimize cultural clashes is to:

Which of these statements about organizational stories is FALSE?

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

When estimating the content of an organization's culture,we should pay attention to:

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

Artifacts of organizational culture may include the building's design,the way people are greeted and the food served in the company's cafeteria.

Employees are more likely to quit if values incongruence is sufficiently low.

Adaptive cultures focus employees on the changing needs of customers and other stakeholders and support initiative and leadership to keep pace with these changes.

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:

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

Organizational stories support organizational culture by providing social prescriptions of the ways things should or should not be done around the organization.

A strong corporate culture potentially increases organizational performance by:

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

Two companies should not merge if a bicultural audit determines that they have substantially different cultures.

Corporate cults are preferred,because they help suppress subcultures within organizations.

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

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Change

Filters

Exam 14: Organizational Culture

The deepest element of organizational culture is:

Nearly all of the socialization adjustment process occurs during and after the first day of work.

Reality shock occurs when you perceive a discrepancy between your pre-employment expectations and on-the-job reality.

In corporate cults,the culture is so strong that it focuses employees so much on one mental model that they may fail to see issues from different perspectives.

One of the first steps in a merger to minimize cultural clashes is to:

Which of these statements about organizational stories is FALSE?

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

When estimating the content of an organization's culture,we should pay attention to:

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

Artifacts of organizational culture may include the building's design,the way people are greeted and the food served in the company's cafeteria.

Employees are more likely to quit if values incongruence is sufficiently low.

Adaptive cultures focus employees on the changing needs of customers and other stakeholders and support initiative and leadership to keep pace with these changes.

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:

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

Organizational stories support organizational culture by providing social prescriptions of the ways things should or should not be done around the organization.

A strong corporate culture potentially increases organizational performance by:

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

Two companies should not merge if a bicultural audit determines that they have substantially different cultures.

Corporate cults are preferred,because they help suppress subcultures within organizations.

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

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Change

Filters