Deck 10: Organizational Culture and Ethical Values

Question 1

Which of the following best describes the culture at 3M, a company whose values promote individual initiative and entrepreneurship?

A) an adaptability culture
B) a mission culture
C) a clan culture
D) a bureaucratic culture

Answer 1

A

Question 2

Which of the following develop in response to common problems, goals, and experiences shared by members of a team, department, or other unit?

A) learning organizations
B) ethical committees
C) subcultures
D) ethics hotlines

Answer 2

C

Question 3

Why is it that organizations do NOT typically come face-to-face with the power of culture until they try to implement new strategies or programs that go against basic cultural norms and values?

A) Culture is usually written and when a change is attempted written cultural policies create obstacles to change.
B) Culture provides members with a sense of self and members rely on this sense and are therefore resistant to change.
C) Culture generates commitment to improving market share and a change that alters culture leads to reduced revenues.
D) Culture generally goes unnoticed until a change is made and the power becomes noticeable.

Answer 3

D

Question 4

Why are most organizations trying to move away from bureaucratic cultures?

A) the need for greater flexibility
B) the need for better decision-making techniques
C) the need for easier communication channels
D) the need for reducing employee participation

Question 5

Which two dimensions are represented on the matrix that plots the relationship of environment and strategy to corporate culture?

A) (1) internal vs. external; (2) flexible vs. stable
B) (1) prospector vs. defender; (2) simple vs. complex
C) (1) flexible vs. stable; (2) internal vs. environmental
D) (1) open vs. closed; (2) strategic vs. operative

Question 6

What are stories that are used to perpetuate culture in organizations based on?

A) anything that reeks of symbolism
B) nothing in fact, but on the ideals of the organization
C) true events
D) unsubstantiated rumours

Question 7

Which kind of leader would thrive in a clan culture?

A) one who creates values for social responsibility
B) one who embodies values
C) one who integrates people into action and responsibility through participation
D) one who can change culture

Question 8

Which of the following is at play when behaviour is governed by a set of moral principles and values?

A) the rule of law
B) ethics
C) a mission environment
D) a vision statement

Question 9

What is Van Horne's statement "If we can't export the scenery, we'll import the tourists!" an example of?

A) a story
B) a myth
C) a symbol
D) language

Question 10

Which of the following arise(s) from a set of codified principles and regulations that describe how people are required to act, that are generally accepted in society, and that are enforceable in the courts?

A) code of ethics
B) rule of law
C) core values
D) managerial ethics

Question 11

What are the two levels where culture exists?

A) sub- and super-structure
B) people and structure
C) underlying values and visible artifacts
D) social and psychological

Question 12

Which of the following values best characterize a learning organization?

A) the whole being more important than the part, and boundaries between parts being minimized
B) external strategic focus with continual thoughts of what others are doing that's right
C) life-time employment for workers at every level (unless a work rule is violated)
D) an internal efficiency focus

Question 13

Which of the following are manifestations of organizational culture?

A) legends
B) control systems
C) structures
D) management information systems

Question 14

Which term is used to refer to the degree of agreement among members of an organization about the importance of specific values?

A) adaptability
B) culture strength
C) internal integration
D) social responsibility

Question 15

When students finish their studies at a college, they go through a graduation ceremony with the idea of soon finding a new social role. Which kind of rite is this an example of?

A) rite of passage
B) rite of enhancement
C) rite of renewal
D) rite of integration

Question 16

What does the mission culture put major emphasis on?

A) the external environment through flexibility and change to meet customer needs
B) a shared vision of organizational purpose
C) the involvement and participation of the organization's members
D) the internal environment and a consistency orientation for a stable environment

Question 17

Which of the following is an example of the rite of integration in organizational culture?

A) an award given to the employee of the month
B) unpaid three-week orientation and training for prospective (new) employees
C) an office BBQ
D) organizational development activities

Question 18

Every day, business people make choices about whether to be honest or deceitful with suppliers, treat employees with respect or disdain, and be a good or a harmful corporate citizen. Which of the following guides these decisions?

A) managerial ethics
B) whistle-blowing policies
C) codes of ethics
D) cultural norms

Question 19

Which kind of culture has an internal focus and a consistency orientation for a stable environment?

A) organic
B) clan
C) traditional
D) bureaucratic

Question 20

Which term means that members develop a collective identity and know how to work together effectively?

A) external adaptation
B) socialization
C) internal integration
D) cultural identity

Question 21

External adaptation is the term for members developing a collective identity and knowing how to work together effectively.

Question 22

In interpreting culture, one of the important observable aspects of the culture would be rites and ceremonies such as the rite of passage.

Question 23

Which of the following arises in a situation concerning right and wrong when values differ?

A) culture problem
B) legal issue
C) social responsibility issue
D) ethical dilemma

Question 24

Which of the following is an example of formal structure and formal systems that can be used to shape ethical values?

A) patterning from senior management
B) repetition of words such as those ending Wal-Mart's cheer: "Who's No. 1? The Customer!"
C) a whistle-blowing disclosure mechanism
D) values-based leadership

Question 25

In studies of culture and effectiveness, it has been found that organizations that consciously manage culture outperform those that don't.

Question 26

Symbols are narratives based on true events that are frequently shared among organizational employees and told to new employees to inform them about an organization.

Question 27

Which framework argues that decisions should be made to promote fairness and equity?

A) utilitarian theory
B) personal liberty
C) distributive justice
D) eternal law

Question 28

Most managers today are moving toward bureaucratic cultures because of a need for greater flexibility.

Question 29

Several subcultures may exist within large organizations, each differing from each other and from the culture as a whole.

Question 30

Written rules and policies are an integral part of organizational culture.

Question 31

Internal integration, as it relates to organizational culture, means that members develop a collective identity and know how to work together effectively.

Question 32

What is the major force that shapes managerial ethics?

A) organizational culture
B) external shareholders
C) peers
D) legal systems

Question 33

Various representatives of which of the following influence managerial ethics and social responsibility?

A) external stakeholders
B) employees
C) competitors
D) whistle-blowers

Question 34

Why did Citigroup implement a statement of cultural and ethical values after being stung by a series of scandals?

A) A formal statement of the company's values relates to the unobservable but important organizational culture.
B) A formal statement of values can serve as a fundamental organizational document that defines what the organization stands for.
C) A formal statement addresses ethical values rather than specific behaviours.
D) A formal statement is often part of a larger mission statement and therefore is taken for granted.

Question 35

The adaptability culture encourages entrepreneurial values, norms, and beliefs that support the capacity of the organization to detect, interpret, and translate signals from the environment into new behavioural responses.

Question 36

Which term refers to a situation in which the relationship between a manager and followers is based on shared, strongly internalized beliefs that are advocated and acted upon by the manager?

A) mission culture
B) values-based leadership
C) clan culture
D) servant leadership

Question 37

There are four types of rites: passage, enhancement, renewal, and integration.

Question 38

In a bureaucratic culture, an important value is taking care of employees and making sure they have whatever they need to help them be satisfied as well as productive.

Question 39

Which of the following is an attribute of a culture of discipline?

A) level 5 leadership
B) organizational values of collective autonomy
C) focus on greater flexibility
D) laissez-faire management

Question 40

In a mission culture, managers shape behaviour by envisioning and communicating a desired future state for the organization.

Question 41

How do external stakeholders influence ethical decision making in an organization?

Question 42

What are the important functions of organizational culture in an organization?

Question 43

What are the major differences between the adaptability culture and the mission culture? Which of these two would be more appropriate for a company in a high-tech industry and why?

Question 44

The virtue matrix is a tool to give guidance to CEOs about socially responsible behaviour.

Question 45

Some organizations have dress codes that limit individual freedom in the workplace. Do such rules inhibit the establishment of organizational culture?

Question 46

All ethical standards are legal requirements.

Question 47

The culture encouraging risk taking, change, and improvement is a value of a learning organization with a strong adaptive culture.

Question 48

Culture strength refers to there being a low number of different subcultures within the culture as a whole.

Question 49

All legal requirements are ethical standards.

Question 50

The three sources of ethical values in organizations are worker ethics, managerial ethics, and social responsibility.

Question 51

Companies that put ethics on the back burner in favour of fast growth and short-term profits succeed in the long run.

Question 52

The personal liberty framework argues that decisions should be made to ensure the greatest possible freedom of choice and liberty for individuals.

Question 53

Explain the differences between the various types of rites-enhancement, renewal, passage, and integration.

Question 54

If the rule of law and ethical standards were drawn as a Venn diagram, the two circles would overlap completely.

Question 55

Values-based leadership is best instituted throughout the management hierarchy through an authoritative directive.

Question 56

What kinds of leadership symbols are important in the creation of a positive organizational culture? Give specific examples.

Question 57

A strong organizational culture is a primary characteristic of a learning organization.

Question 58

Whistle-blowing is a disclosure mechanism.

Question 59

The president of a college once said in a guest lecture to a management class on his campus, "The only important facet of leadership is symbolism." Although many people on his campus would disagree with his views on leadership because of mismanagement that occurred during his presidency, his claim about the importance of symbolism lives on. Explain his view.

Question 60

Learning ethical frameworks helps managers to act autonomously and still think their way through a difficult decision.

Question 61

What is Bakan's main argument about corporations? What is your view and why?

Question 62

Take a position on the following statement: "A bureaucratic culture is less employee-oriented than a clan culture." Defend your position.

Question 63

Discuss how organizations manage and coordinate ethics activities.

Question 64

Identify a specific organization that has a culture you know enough about to discuss. Then describe that organization's culture and its subcultures.

Question 65

List and describe the three values incorporated into a strong adaptive culture.

Question 66

Why should whistle-blowers be protected in an organization? In your opinion, where does protection of the whistle-blower fall in the relationship between legal requirements (or rule of law) and ethical standards?

Question 67

Give an example of an ethical dilemma that would perplex you as a manager if it were to occur in an organization where you work. What makes the situation you describe meet the definition of "ethical dilemma"?

Question 68

Explain why ethical behaviour of companies is as much an issue of organizational culture as of personal ethics.

Question 69

Discuss culture strength and organizational subcultures.

Question 70

How could a company that closes plants in areas that are economically depressed claim to be "socially responsible"? What ethical framework allows decision makers to close a plant in a depressed area when the company finds cheaper labour elsewhere?

Question 71

What is values-based leadership? Give an example.

Question 72

Explain how a strong organizational culture might be a negative for an organization.

Question 73

Assume that you have just been promoted to a plant manager position in a city located 500 km away from your previous position. As you become acquainted with the workers, supervisors, and procedures of the plant, you come to the conclusion that the values and attitudes of the workers and supervisors are the source of the low morale in the plant, as well as the apathetic attitude toward production. Inspections have revealed a large number of defects in the finished product. Explain the kinds of things you might do to change the organizational culture to one more conducive to positive morale and higher production with better quality.