Question 1

________ socialisation assumes the newcomer's qualities and qualifications are the necessary ingredients for job success.

Accepted Answer

A) Serial 
B) Fixed 
C) Formal 
D) Investiture 
A) Serial 
B) Fixed 
C) Formal 
D) Investiture

Question 2

All of the following serve to sustain a culture except:

Accepted Answer

A) socialisation 
B) selection 
C) top management 
D) formalisation 
A) socialisation 
B) selection 
C) top management 
D) formalisation

Question 3

Jacob has interviewed with the ABC Corporation.He is concerned that during each interview,he was told that the ABC Corporation is a spiritual organisation.While he thought he might enjoy the position,he wasn't sure what to expect of the culture of the firm. What characteristics should Jacob expect to see in this spiritual organisation?

Accepted Answer

A) trust and respect 
B) strong sense of purpose 
C) toleration of employee expression 
D) all of the above 
A) trust and respect 
B) strong sense of purpose 
C) toleration of employee expression 
D) all of the above

Question 4

Consistency of behaviour is an asset to an organisation when it faces a dynamic environment.

Accepted Answer

A) True 
 B)False

Question 5

The degree to which organisational activities emphasise maintaining the status quo in contrast to growth is termed 'stability'.

Accepted Answer

A) True 
 B)False

Question 6

Organisations with positive cultures support employees in their personal and professional development.

Accepted Answer

A) True 
 B)False

Question 7

Workplace spirituality centres around organised religious practices.

Accepted Answer

A) True 
 B)False

Question 8

When the employee's expectations are confronted with organisational reality,which stage of socialisation is she experiencing?

Accepted Answer

A) pre-arrival 
B) encounter 
C) mentoring 
D) metamorphosis 
A) pre-arrival 
B) encounter 
C) mentoring 
D) metamorphosis

Question 9

A culture where the core values are intensely held and widely shared is termed a:

Accepted Answer

A) formal culture 
B) fortress 
C) strong culture 
D) subculture 
A) formal culture 
B) fortress 
C) strong culture 
D) subculture

Question 10

The success of organisational mergers can often hinge on cultural compatibility.

Accepted Answer

A) True 
 B)False

Question 11

Culture is most likely to be a liability when:

Accepted Answer

A) management is incompetent 
B) the environment is rapidly changing 
C) it reduces ambiguity 
D) it increases consistency of behaviour 
A) management is incompetent 
B) the environment is rapidly changing 
C) it reduces ambiguity 
D) it increases consistency of behaviour

Question 12

Socialisation is complete when an employee completes his six-month probationary period.

Accepted Answer

A) True 
 B)False

Question 13

Setting a positive ethical climate has to start with the workers at the bottom,as these are the people who are dealing with ethical dilemmas on a daily basis.

Accepted Answer

A) True 
 B)False

Question 14

The key characteristic of organisational culture which assesses the degree to which organisational activities emphasise maintaining the status quo in contrast to growth is:

Accepted Answer

A) stability 
B) outcome orientation 
C) team orientation 
D) aggressiveness 
A) stability 
B) outcome orientation 
C) team orientation 
D) aggressiveness

Question 15

When an organisation has become institutionalised,it is valued for its goods or services it produces.

Accepted Answer

A) True 
 B)False

Question 16

Eddie is the senior executive of a large toy company.In recent months,the ethics of the company have been brought into question by the media because of the number of faulty toys that have been sold.An investigation of the cause revealed that employees were only concerned with meeting the quota and quite frequently did not run quality control checks on the toys,despite company regulations.Eddie believes that the long-term solution is to create a more ethical culture within the organisation. Eddie believes that the executives of the company are not doing their job to create the right ethical atmosphere.A strategy to remedy this would be to:

Accepted Answer

A) Have the executives become visible role models. 
B) Have the executives provide ethical training to ensure employees are fully aware of acceptable standards. 
C) Have employees openly report the unethical behaviours of others. 
D) Visibly reward people who are ethical and diligent in their examination of the toys. 
A) Have the executives become visible role models. 
B) Have the executives provide ethical training to ensure employees are fully aware of acceptable standards. 
C) Have employees openly report the unethical behaviours of others. 
D) Visibly reward people who are ethical and diligent in their examination of the toys.

Question 17

Which of the following is not a potent form by which culture is transmitted to employees?

Accepted Answer

A) language 
B) rituals 
C) selection 
D) stories 
A) language 
B) rituals 
C) selection 
D) stories

Question 18

Enron's problem was that it encouraged an aggressive culture that pressured executives to pursue earnings and ignore ethics.

Accepted Answer

A) True 
 B)False

Question 19

Distinguish 'dominant culture' from a 'subculture'.

Accepted Answer

A dominant culture expresses the core va

Question 20

Nunya is a computer software company that employs highly intelligent,but somewhat unusual people.Every Friday,free lollipops are given out to encourage employees to remember how creative they were when they were children.At the beginning of each quarterly executive meeting,employees are reminded that the founders were three young people who "got lucky" and sold a video game that they invented.Employees are allowed to dress in blue jeans and can set their own working hours. The telling of the founding story at each quarterly meeting is an example of:

Accepted Answer

A) following the employee handbook 
B) language 
C) stories 
D) material symbols 
A) following the employee handbook 
B) language 
C) stories 
D) material symbols

________ socialisation assumes the newcomer's qualities and qualifications are the necessary ingredients for job success.

All of the following serve to sustain a culture except:

Consistency of behaviour is an asset to an organisation when it faces a dynamic environment.

The degree to which organisational activities emphasise maintaining the status quo in contrast to growth is termed 'stability'.

Organisations with positive cultures support employees in their personal and professional development.

Workplace spirituality centres around organised religious practices.

When the employee's expectations are confronted with organisational reality,which stage of socialisation is she experiencing?

A culture where the core values are intensely held and widely shared is termed a:

The success of organisational mergers can often hinge on cultural compatibility.

Culture is most likely to be a liability when:

Socialisation is complete when an employee completes his six-month probationary period.

Setting a positive ethical climate has to start with the workers at the bottom,as these are the people who are dealing with ethical dilemmas on a daily basis.

The key characteristic of organisational culture which assesses the degree to which organisational activities emphasise maintaining the status quo in contrast to growth is:

When an organisation has become institutionalised,it is valued for its goods or services it produces.

Which of the following is not a potent form by which culture is transmitted to employees?

Enron's problem was that it encouraged an aggressive culture that pressured executives to pursue earnings and ignore ethics.

Distinguish 'dominant culture' from a 'subculture'.

What Is Organisational Behaviour

The Individual

Attitudes and Job Satisfaction

Personality and Values

Emotions and Moods

Perception and Individual Decision Making

Motivation: From Concept to Application

Foundations of Group Behaviour

Understanding Work Teams

Communication

Leadership

Power and Politics

Conflict and Negotiation

Foundations of Organisational Structure

Organisational Change and Stress Management

Filters

Exam 15: Organisational Culture

________ socialisation assumes the newcomer's qualities and qualifications are the necessary ingredients for job success.

All of the following serve to sustain a culture except:

Consistency of behaviour is an asset to an organisation when it faces a dynamic environment.

The degree to which organisational activities emphasise maintaining the status quo in contrast to growth is termed 'stability'.

Organisations with positive cultures support employees in their personal and professional development.

Workplace spirituality centres around organised religious practices.

When the employee's expectations are confronted with organisational reality,which stage of socialisation is she experiencing?

A culture where the core values are intensely held and widely shared is termed a:

The success of organisational mergers can often hinge on cultural compatibility.

Culture is most likely to be a liability when:

Socialisation is complete when an employee completes his six-month probationary period.

Setting a positive ethical climate has to start with the workers at the bottom,as these are the people who are dealing with ethical dilemmas on a daily basis.

The key characteristic of organisational culture which assesses the degree to which organisational activities emphasise maintaining the status quo in contrast to growth is:

When an organisation has become institutionalised,it is valued for its goods or services it produces.

Which of the following is not a potent form by which culture is transmitted to employees?

Enron's problem was that it encouraged an aggressive culture that pressured executives to pursue earnings and ignore ethics.

Distinguish 'dominant culture' from a 'subculture'.

What Is Organisational Behaviour

The Individual

Attitudes and Job Satisfaction

Personality and Values

Emotions and Moods

Perception and Individual Decision Making

Motivation: From Concept to Application

Foundations of Group Behaviour

Understanding Work Teams

Communication

Leadership

Power and Politics

Conflict and Negotiation

Foundations of Organisational Structure

Organisational Change and Stress Management

Filters