Question 1

________ is a system of shared meaning held by the organisation's members that distinguishes the organisation from other organisations.

Accepted Answer

A) Formalisation 
B) A ritual 
C) The organisational chart 
D) Organisational culture 
A) Formalisation 
B) A ritual 
C) The organisational chart 
D) Organisational culture

Question 2

Which of the following terms is not part of the definition of a strong culture?

Accepted Answer

A) low behavioural controls 
B) great influence on members' behaviour 
C) widely shared values 
D) intensely held values 
A) low behavioural controls 
B) great influence on members' behaviour 
C) widely shared values 
D) intensely held values

Question 3

Employee attitudes and behaviour change during the ________ stage of socialisation.

Accepted Answer

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

Question 4

A strong culture can act as a substitute for rules and regulations.

Accepted Answer

A) True 
 B)False

Question 5

________ is the process that adapts employees to the organisation's culture.

Accepted Answer

A) Socialisation 
B) Mentoring 
C) Communication 
D) Training 
A) Socialisation 
B) Mentoring 
C) Communication 
D) Training

Question 6

When formal authority and control systems are reduced,the ________ provided by a strong culture ensures that everyone is pointed in the same direction.

Accepted Answer

A) material symbols 
B) rules and regulations 
C) shared meaning 
D) language 
A) material symbols 
B) rules and regulations 
C) shared meaning 
D) language

Question 7

Discuss how employees learn culture.

Accepted Answer

Culture is transmitted to employees in a

Question 8

Mini-cultures within an organisation,typically defined by departmental designations and geographical separation,are often called:

Accepted Answer

A) subcultures 
B) mixed cultures 
C) dominant cultures 
D) strong cultures 
A) subcultures 
B) mixed cultures 
C) dominant cultures 
D) strong cultures

Question 9

If an organisation has a strong culture,its employee turnover rate should be low.

Accepted Answer

A) True 
 B)False

Question 10

Dominant culture refers to the cultural attributes of the leading organisations in an industry.

Accepted Answer

A) True 
 B)False

Question 11

Senior executives establish norms that filter down through the organisation as to whether risk taking is desirable.

Accepted Answer

A) True 
 B)False

Question 12

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

Accepted Answer

A) provide ethical training 
B) ignore unethical acts 
C) communicate ethical expectations 
D) be a visible role model 
A) provide ethical training 
B) ignore unethical acts 
C) communicate ethical expectations 
D) be a visible role model

Question 13

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. Which of the following should you tell Jacob if he asks you about workplace spirituality?

Accepted Answer

A) It promotes people's spirits,but not their minds. 
B) It is about religious practices. 
C) It is about theology. 
D) It recognises that people have an inner life that nourishes and is nourished by the meaningful work that takes place in the context of community. 
A) It promotes people's spirits,but not their minds. 
B) It is about religious practices. 
C) It is about theology. 
D) It recognises that people have an inner life that nourishes and is nourished by the meaningful work that takes place in the context of community.

Question 14

If a company wanting to establish an ethical culture provided formal channels for staff to discuss ethical dilemmas and report any unethical behaviour without fear of reprimand,they would be instituting a program to:

Accepted Answer

A) provide ethical training 
B) provide protective mechanisms 
C) communicate ethical expectations 
D) be a visible role model 
A) provide ethical training 
B) provide protective mechanisms 
C) communicate ethical expectations 
D) be a visible role model

Question 15

The primary or dominant values that are accepted throughout the organisation are:

Accepted Answer

A) mini-values 
B) jargon 
C) formalised culture 
D) core values 
A) mini-values 
B) jargon 
C) formalised culture 
D) core values

Question 16

The Young Woman's Club of Williamstown has been operating for 75 years as an organisation that supports women who stay at home.This group has always held classes in cooking,sewing,and child rearing.The group has always been made up of upper middle class women from the small town of Williamstown.As the area has grown,many people have moved to Williamstown and commute to Capital City,just 15 kilometres away. According to the text,the culture of the Young Woman's Club seems to:

Accepted Answer

A) facilitate the generation of commitment to something larger than individual self-interest 
B) be strong 
C) be helpful in avoiding the need for rules and regulations 
D) all of the above 
A) facilitate the generation of commitment to something larger than individual self-interest 
B) be strong 
C) be helpful in avoiding the need for rules and regulations 
D) all of the above

Question 17

What can management do to create a more ethical culture?

Accepted Answer

To create a more ethical culture,managem

Question 18

Rituals are repetitive sequences of activities that express and reinforce the key values of the
organisation.

Accepted Answer

A) True 
 B)False

Question 19

Top management has a major impact on the organisation's culture by:

Accepted Answer

A) providing training 
B) establishing norms that filter down through the organisation 
C) socialising the applicant 
D) ensuring a proper match of personal and organisational values 
A) providing training 
B) establishing norms that filter down through the organisation 
C) socialising the applicant 
D) ensuring a proper match of personal and organisational values

Question 20

How does culture begin and how can an organisation keep its culture alive?

Accepted Answer

An organisation's current customs,tradit

________ is a system of shared meaning held by the organisation's members that distinguishes the organisation from other organisations.

Which of the following terms is not part of the definition of a strong culture?

Employee attitudes and behaviour change during the ________ stage of socialisation.

A strong culture can act as a substitute for rules and regulations.

________ is the process that adapts employees to the organisation's culture.

When formal authority and control systems are reduced,the ________ provided by a strong culture ensures that everyone is pointed in the same direction.

Discuss how employees learn culture.

Mini-cultures within an organisation,typically defined by departmental designations and geographical separation,are often called:

If an organisation has a strong culture,its employee turnover rate should be low.

Dominant culture refers to the cultural attributes of the leading organisations in an industry.

Senior executives establish norms that filter down through the organisation as to whether risk taking is desirable.

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

If a company wanting to establish an ethical culture provided formal channels for staff to discuss ethical dilemmas and report any unethical behaviour without fear of reprimand,they would be instituting a program to:

The primary or dominant values that are accepted throughout the organisation are:

What can management do to create a more ethical culture?

Rituals are repetitive sequences of activities that express and reinforce the key values of the organisation.

Top management has a major impact on the organisation's culture by:

How does culture begin and how can an organisation keep its culture alive?

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

________ is a system of shared meaning held by the organisation's members that distinguishes the organisation from other organisations.

Which of the following terms is not part of the definition of a strong culture?

Employee attitudes and behaviour change during the ________ stage of socialisation.

A strong culture can act as a substitute for rules and regulations.

________ is the process that adapts employees to the organisation's culture.

When formal authority and control systems are reduced,the ________ provided by a strong culture ensures that everyone is pointed in the same direction.

Discuss how employees learn culture.

Mini-cultures within an organisation,typically defined by departmental designations and geographical separation,are often called:

If an organisation has a strong culture,its employee turnover rate should be low.

Dominant culture refers to the cultural attributes of the leading organisations in an industry.

Senior executives establish norms that filter down through the organisation as to whether risk taking is desirable.

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

If a company wanting to establish an ethical culture provided formal channels for staff to discuss ethical dilemmas and report any unethical behaviour without fear of reprimand,they would be instituting a program to:

The primary or dominant values that are accepted throughout the organisation are:

What can management do to create a more ethical culture?

Rituals are repetitive sequences of activities that express and reinforce the key values of the organisation.

Top management has a major impact on the organisation's culture by:

How does culture begin and how can an organisation keep its culture alive?

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