Question 1

To create a more ethical culture,management should do which of the following:

Accepted Answer

A) Protect mechanisms for cohesion 
B) covertly reward unethical acts that align with the vision and overtly punish unethical ones 
C) communicate ethical expectations 
D) none of the above 
A) Protect mechanisms for cohesion 
B) covertly reward unethical acts that align with the vision and overtly punish unethical ones 
C) communicate ethical expectations 
D) none of the above

Question 2

The degree to which management focuses on results rather than on techniques and processes is termed 'outcome orientation'.

Accepted Answer

A) True 
 B)False

Question 3

Organisational climate refers to:

Accepted Answer

A) the level of tension created in the organisation as a result of the culture. 
B) the attitude of senior members of the organisation with regard to decision making. 
C) the shared perceptions that organisational members have about their organisation and its work environment. 
D) none of the above. 
A) the level of tension created in the organisation as a result of the culture. 
B) the attitude of senior members of the organisation with regard to decision making. 
C) the shared perceptions that organisational members have about their organisation and its work environment. 
D) none of the above.

Question 4

The degree to which employees are encouraged to be innovative and take risks is termed 'aggressiveness'.

Accepted Answer

A) True 
 B)False

Question 5

The key characteristic of organisational culture which addresses the degree to which employees are expected to exhibit precision is termed:

Accepted Answer

A) innovation and risk taking 
B) attention to detail 
C) innovation 
D) team orientation 
A) innovation and risk taking 
B) attention to detail 
C) innovation 
D) team orientation

Question 6

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

Accepted Answer

A) True 
 B)False

Question 7

The stage in socialisation that encompasses all the learning that occurs before a new member joins the organisation is called:

Accepted Answer

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

Question 8

The unanimity of a strong culture builds all of the following except:

Accepted Answer

A) organisational commitment 
B) quality 
C) loyalty 
D) cohesiveness 
A) organisational commitment 
B) quality 
C) loyalty 
D) cohesiveness

Question 9

______ is the stage of socialisation in which the employee adjusts and becomes comfortable with the job and organisation.

Accepted Answer

A) Metamorphosis 
B) Acceptance 
C) Encounter 
D) Settling 
A) Metamorphosis 
B) Acceptance 
C) Encounter 
D) Settling

Question 10

A strong culture provides a supportive atmosphere for diversity.

Accepted Answer

A) True 
 B)False

Question 11

How can organisations build positive cultures?

Accepted Answer

A) empower employees 
B) reward more than punish 
C) emphasise individual vitality and growth 
D) all of the above 
A) empower employees 
B) reward more than punish 
C) emphasise individual vitality and growth 
D) all of the above

Question 12

Organisational cultures often reflect national culture.

Accepted Answer

A) True 
 B)False

Question 13

Culture creation occurs in all of the following ways except:

Accepted Answer

A) Founders only hire and keep employees who think and feel the way they do. 
B) Founders indoctrinate and socialise employees to their way of thinking and feeling. 
C) The founders' own behaviour acts as a role model that encourages employees to identify with them and thereby internalise their beliefs. 
D) Founders traditionally let organisational members decide an organisation's culture. 
A) Founders only hire and keep employees who think and feel the way they do. 
B) Founders indoctrinate and socialise employees to their way of thinking and feeling. 
C) The founders' own behaviour acts as a role model that encourages employees to identify with them and thereby internalise their beliefs. 
D) Founders traditionally let organisational members decide an organisation's culture.

Question 14

Johnson & Johnson has a strong ethical culture.

Accepted Answer

A) True 
 B)False

Question 15

Workplace spirituality acknowledges that individuals value community and have an inner life that is nourished by meaningful work.

Accepted Answer

A) True 
 B)False

Question 16

Which one of the following is not a function of culture cited in your text?

Accepted Answer

A) controls employee behaviour 
B) improves the organisation's ability to hire competent employees 
C) conveys a sense of organisational identity 
D) has a boundary-defining role 
A) controls employee behaviour 
B) improves the organisation's ability to hire competent employees 
C) conveys a sense of organisational identity 
D) has a boundary-defining role

Question 17

What are the three stages of socialisation?

Accepted Answer

The three stages of socialisation are pr

Question 18

What are the functions of culture?

Accepted Answer

Culture performs a number of functions w

Question 19

The army boot camp,where recruits "prove" their commitment is an example of:

Accepted Answer

A) orientation 
B) indoctrination 
C) socialisation 
D) confirmation 
A) orientation 
B) indoctrination 
C) socialisation 
D) confirmation

Question 20

The selection process helps candidates learn about the organisation and if they perceive a conflict between their values and those of the organisation,they should:

Accepted Answer

A) wait until they get hired to change the organisation 
B) self-select themselves out of the applicant pool 
C) express their concerns at the time of the interview 
D) enlighten the organisation as to appropriate changes 
A) wait until they get hired to change the organisation 
B) self-select themselves out of the applicant pool 
C) express their concerns at the time of the interview 
D) enlighten the organisation as to appropriate changes

To create a more ethical culture,management should do which of the following:

The degree to which management focuses on results rather than on techniques and processes is termed 'outcome orientation'.

Organisational climate refers to:

The degree to which employees are encouraged to be innovative and take risks is termed 'aggressiveness'.

The key characteristic of organisational culture which addresses the degree to which employees are expected to exhibit precision is termed:

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

The stage in socialisation that encompasses all the learning that occurs before a new member joins the organisation is called:

The unanimity of a strong culture builds all of the following except:

______ is the stage of socialisation in which the employee adjusts and becomes comfortable with the job and organisation.

A strong culture provides a supportive atmosphere for diversity.

How can organisations build positive cultures?

Organisational cultures often reflect national culture.

Culture creation occurs in all of the following ways except:

Johnson & Johnson has a strong ethical culture.

Workplace spirituality acknowledges that individuals value community and have an inner life that is nourished by meaningful work.

Which one of the following is not a function of culture cited in your text?

What are the three stages of socialisation?

What are the functions of culture?

The army boot camp,where recruits "prove" their commitment is an example of:

The selection process helps candidates learn about the organisation and if they perceive a conflict between their values and those of the organisation,they should:

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

To create a more ethical culture,management should do which of the following:

The degree to which management focuses on results rather than on techniques and processes is termed 'outcome orientation'.

Organisational climate refers to:

The degree to which employees are encouraged to be innovative and take risks is termed 'aggressiveness'.

The key characteristic of organisational culture which addresses the degree to which employees are expected to exhibit precision is termed:

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

The stage in socialisation that encompasses all the learning that occurs before a new member joins the organisation is called:

The unanimity of a strong culture builds all of the following except:

______ is the stage of socialisation in which the employee adjusts and becomes comfortable with the job and organisation.

A strong culture provides a supportive atmosphere for diversity.

How can organisations build positive cultures?

Organisational cultures often reflect national culture.

Culture creation occurs in all of the following ways except:

Johnson & Johnson has a strong ethical culture.

Workplace spirituality acknowledges that individuals value community and have an inner life that is nourished by meaningful work.

Which one of the following is not a function of culture cited in your text?

What are the three stages of socialisation?

What are the functions of culture?

The army boot camp,where recruits "prove" their commitment is an example of:

The selection process helps candidates learn about the organisation and if they perceive a conflict between their values and those of the organisation,they should:

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