Question 1

Feldman's three-phase model of organizational socialization begins with:

Accepted Answer

A)  the acquisition phase. 
B)  the change phase. 
C)  the anticipatory socialization phase. 
D)  the encounter phase. 
E)  the reciprocal socialization phase. 
A)  the acquisition phase. 
B)  the change phase. 
C)  the anticipatory socialization phase. 
D)  the encounter phase. 
E)  the reciprocal socialization phase.

Question 2

The top management of Olympic Sports Equipment has clearly stated the values and norms that the company expects its employees to follow.These are referred to as:

Accepted Answer

A)  espoused values. 
B)  below-the-surface artifacts. 
C)  enacted values. 
D)  social artifacts. 
E)  observable artifacts. 
A)  espoused values. 
B)  below-the-surface artifacts. 
C)  enacted values. 
D)  social artifacts. 
E)  observable artifacts.

Question 3

______ consist of the physical manifestation of an organization's culture.They include acronyms,manner of dress,awards,myths and stories told about the organization,published lists of values,observable rituals and ceremonies,special parking spaces,decorations,and so on.

Accepted Answer

A)  Mnemonics 
B)  Artifacts 
C)  Basic assumptions 
D)  Espoused values 
E)  Enacted values 
A)  Mnemonics 
B)  Artifacts 
C)  Basic assumptions 
D)  Espoused values 
E)  Enacted values

Question 4

The encounter phase of the organizational socialization begins:

Accepted Answer

A)  before the individual interviews with the company. 
B)  when the employment contract has been signed. 
C)  when the important tasks has been mastered. 
D)  after the individual has achieved a certain status symbol in the organization. 
E)  after the individual completes 3 years of work in the organization. 
A)  before the individual interviews with the company. 
B)  when the employment contract has been signed. 
C)  when the important tasks has been mastered. 
D)  after the individual has achieved a certain status symbol in the organization. 
E)  after the individual completes 3 years of work in the organization.

Question 5

Organizational _____ is(are)the set of shared,taken-for-granted implicit assumptions that a group holds and that determines how it perceives,thinks about,and reacts to its various environments.

Accepted Answer

A)  artifacts 
B)  culture 
C)  ethics 
D)  socialization 
E)  mentoring 
A)  artifacts 
B)  culture 
C)  ethics 
D)  socialization 
E)  mentoring

Question 6

Giving members an organizational identity is one of the functions of organizational culture.

Accepted Answer

A) True 
 B)False

Question 7

Which of the following is an example of an artifact of an organization?

Accepted Answer

A)  The different management styles of people in the organization 
B)  The national culture in which the organization functions 
C)  The underlying beliefs about the organization 
D)  The company's annual awards function 
E)  The company's espoused values 
A)  The different management styles of people in the organization 
B)  The national culture in which the organization functions 
C)  The underlying beliefs about the organization 
D)  The company's annual awards function 
E)  The company's espoused values

Question 8

The values and norms that are exhibited by employees are called:

Accepted Answer

A)  face values. 
B)  espoused values. 
C)  intrinsic values. 
D)  instrumental values. 
E)  enacted values. 
A)  face values. 
B)  espoused values. 
C)  intrinsic values. 
D)  instrumental values. 
E)  enacted values.

Question 9

In Feldman's three-phase model,organizational socialization begins:

Accepted Answer

A)  before the individual actually joins the organization. 
B)  during the interview process. 
C)  once the individual is hired. 
D)  when the mentor is identified in the organization. 
E)  after the individual has spent a year in the company. 
A)  before the individual actually joins the organization. 
B)  during the interview process. 
C)  once the individual is hired. 
D)  when the mentor is identified in the organization. 
E)  after the individual has spent a year in the company.

Question 10

Though TGF's stated HR policies value diversity and encourage applications from diverse backgrounds,employees notice that this is not really put into practice.This represents:

Accepted Answer

A)  a combination of artifacts and beliefs. 
B)  a gap between espoused and enacted values. 
C)  a combination of artifacts and espoused values. 
D)  a gap between artifacts and enacted values. 
E)  a synthesis of espoused and enacted values. 
A)  a combination of artifacts and beliefs. 
B)  a gap between espoused and enacted values. 
C)  a combination of artifacts and espoused values. 
D)  a gap between artifacts and enacted values. 
E)  a synthesis of espoused and enacted values.

Question 11

Changes in organizational culture occur rapidly at the level of basic assumptions and only gradually at the level of observable artifacts.

Accepted Answer

A) True 
 B)False

Question 12

An organization that strips away a newcomer's sense of self is using a(n)_____ socialization tactic.

Accepted Answer

A)  random 
B)  disjunctive 
C)  informal 
D)  variable 
E)  divestiture 
A)  random 
B)  disjunctive 
C)  informal 
D)  variable 
E)  divestiture

Question 13

Differentiate between the socialization tactics of divestiture and investiture.

Accepted Answer

Investiture refers to the affirmation of

Question 14

Every employee at RTG Inc.knows that the company's two main principles are "We value diversity" and "Teaching matters".Which of the following layers of organization culture does this represent?

Accepted Answer

A)  Artifacts 
B)  Espoused values 
C)  Enacted values 
D)  Basic assumptions 
E)  Competence suppressors 
A)  Artifacts 
B)  Espoused values 
C)  Enacted values 
D)  Basic assumptions 
E)  Competence suppressors

Question 15

A receptive developmental network is composed of:

Accepted Answer

A)  strong relationships between protégés within the same social system. 
B)  strong ties among several developers from different social systems. 
C)  relationships based on frequent interactions,reciprocity,and positive affect. 
D)  a few weak ties from one social system. 
E)  weak ties from various social systems from which the networked relationships stem. 
A)  strong relationships between protégés within the same social system. 
B)  strong ties among several developers from different social systems. 
C)  relationships based on frequent interactions,reciprocity,and positive affect. 
D)  a few weak ties from one social system. 
E)  weak ties from various social systems from which the networked relationships stem.

Question 16

A(n)_____ organizational culture resembles a family-type organization in which effectiveness is achieved by encouraging collaboration between employees.

Accepted Answer

A)  clan 
B)  market 
C)  adhocracy 
D)  hierarchy 
E)  passive 
A)  clan 
B)  market 
C)  adhocracy 
D)  hierarchy 
E)  passive

Question 17

Since a gap between espoused values and enacted values has no influence on employee attitudes and organizational performance,managers should not waste time on reducing such gaps.

Accepted Answer

A) True 
 B)False

Question 18

Every month,Target selects an employee for the "Employee of the Month" award.The winner gets a $100 check and an assigned parking space for a month.This is an example of a(n):

Accepted Answer

A)  underlying assumption. 
B)  enacted value. 
C)  observable artifact. 
D)  espoused value. 
E)  mnemonic. 
A)  underlying assumption. 
B)  enacted value. 
C)  observable artifact. 
D)  espoused value. 
E)  mnemonic.

Question 19

Differentiate between an adhocracy organizational culture and a market organizational culture.

Accepted Answer

An adhocracy culture has an external foc

Question 20

Organizational culture is passed on to new employees through the process of socialization.

Accepted Answer

A) True 
 B)False

Feldman's three-phase model of organizational socialization begins with:

The top management of Olympic Sports Equipment has clearly stated the values and norms that the company expects its employees to follow.These are referred to as:

______ consist of the physical manifestation of an organization's culture.They include acronyms,manner of dress,awards,myths and stories told about the organization,published lists of values,observable rituals and ceremonies,special parking spaces,decorations,and so on.

The encounter phase of the organizational socialization begins:

Organizational _____ is(are)the set of shared,taken-for-granted implicit assumptions that a group holds and that determines how it perceives,thinks about,and reacts to its various environments.

Giving members an organizational identity is one of the functions of organizational culture.

Which of the following is an example of an artifact of an organization?

The values and norms that are exhibited by employees are called:

In Feldman's three-phase model,organizational socialization begins:

Though TGF's stated HR policies value diversity and encourage applications from diverse backgrounds,employees notice that this is not really put into practice.This represents:

Changes in organizational culture occur rapidly at the level of basic assumptions and only gradually at the level of observable artifacts.

An organization that strips away a newcomer's sense of self is using a(n)_____ socialization tactic.

Differentiate between the socialization tactics of divestiture and investiture.

Every employee at RTG Inc.knows that the company's two main principles are "We value diversity" and "Teaching matters".Which of the following layers of organization culture does this represent?

A receptive developmental network is composed of:

A(n)_____ organizational culture resembles a family-type organization in which effectiveness is achieved by encouraging collaboration between employees.

Since a gap between espoused values and enacted values has no influence on employee attitudes and organizational performance,managers should not waste time on reducing such gaps.

Every month,Target selects an employee for the "Employee of the Month" award.The winner gets a $100 check and an assigned parking space for a month.This is an example of a(n):

Differentiate between an adhocracy organizational culture and a market organizational culture.

Organizational culture is passed on to new employees through the process of socialization.

Needed: People-Centered Managers and Workplaces

Developing Global Managers

Understanding Social Perception and Managing Diversity

Appreciating Individual Differences: Intelligence, ability, personality, core Self-Evaluations, attitudes, and Emotions

Motivation I: Needs, Job Design, and Satisfaction

Motivation Ii: Equity, Expectancy, and Goal Setting

Improving Performance With Feedback, Rewards, and Positive Reinforcement

Effective Groups and Teams

Making Decisions

Managing Conflict and Negotiating

Communicating in the Digital Age

Influence, Power, and Politics: an Organizational Survival Kit

Leadership

Designing Effective Organizations

Managing Change and Organizational Learning

Filters

Exam 2: Organizational Culture, Socialization, and Mentoring

Feldman's three-phase model of organizational socialization begins with:

The top management of Olympic Sports Equipment has clearly stated the values and norms that the company expects its employees to follow.These are referred to as:

______ consist of the physical manifestation of an organization's culture.They include acronyms,manner of dress,awards,myths and stories told about the organization,published lists of values,observable rituals and ceremonies,special parking spaces,decorations,and so on.

The encounter phase of the organizational socialization begins:

Organizational _____ is(are)the set of shared,taken-for-granted implicit assumptions that a group holds and that determines how it perceives,thinks about,and reacts to its various environments.

Giving members an organizational identity is one of the functions of organizational culture.

Which of the following is an example of an artifact of an organization?

The values and norms that are exhibited by employees are called:

In Feldman's three-phase model,organizational socialization begins:

Though TGF's stated HR policies value diversity and encourage applications from diverse backgrounds,employees notice that this is not really put into practice.This represents:

Changes in organizational culture occur rapidly at the level of basic assumptions and only gradually at the level of observable artifacts.

An organization that strips away a newcomer's sense of self is using a(n)_____ socialization tactic.

Differentiate between the socialization tactics of divestiture and investiture.

Every employee at RTG Inc.knows that the company's two main principles are "We value diversity" and "Teaching matters".Which of the following layers of organization culture does this represent?

A receptive developmental network is composed of:

A(n)_____ organizational culture resembles a family-type organization in which effectiveness is achieved by encouraging collaboration between employees.

Since a gap between espoused values and enacted values has no influence on employee attitudes and organizational performance,managers should not waste time on reducing such gaps.

Every month,Target selects an employee for the "Employee of the Month" award.The winner gets a $100 check and an assigned parking space for a month.This is an example of a(n):

Differentiate between an adhocracy organizational culture and a market organizational culture.

Organizational culture is passed on to new employees through the process of socialization.

Needed: People-Centered Managers and Workplaces

Developing Global Managers

Understanding Social Perception and Managing Diversity

Appreciating Individual Differences: Intelligence, ability, personality, core Self-Evaluations, attitudes, and Emotions

Motivation I: Needs, Job Design, and Satisfaction

Motivation Ii: Equity, Expectancy, and Goal Setting

Improving Performance With Feedback, Rewards, and Positive Reinforcement

Effective Groups and Teams

Making Decisions

Managing Conflict and Negotiating

Communicating in the Digital Age

Influence, Power, and Politics: an Organizational Survival Kit

Leadership

Designing Effective Organizations

Managing Change and Organizational Learning

Filters