Deck 15: Organisational Culture

Question 1

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

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

Answer 1

A

Question 2

High formalisation in an organisation creates all of the following except:

A)subcultures
B)consistency
C)predictability
D)orderliness

Answer 2

A

Question 3

The key characteristic of organisational culture which addresses the degree to which people are competitive rather than easy-going is termed:

A)team orientation
B)innovation
C)innovation and risk taking
D)aggressiveness

Answer 3

D

Question 4

The macro view of culture that gives an organisation its distinct personality is its:

A)strong culture
B)subculture
C)dominant culture
D)personal morality

Question 5

Which of the following is not a characteristic of organisational culture?

A)formalisation
B)innovation
C)team orientation
D)attention to detail

Question 6

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

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

Question 7

In contrasting organisational culture with job satisfaction,the former ________ while the latter ________.

A)evaluates; describes
B)is implied; describes
C)describes; evaluates
D)is written; is implied

Question 8

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

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

Question 9

A specific result of a strong culture should be:

A)higher absenteeism
B)higher employee turnover
C)lower employee turnover
D)lower employee satisfaction

Question 10

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

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

Question 11

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

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

Question 12

The dominant culture is:

A)the culture of the industry leader
B)synonymous with the organisation's culture
C)the degree of sharedness
D)the sum of the subcultures

Question 13

Pursuant to its boundary-defining role,a strong organisational culture undermines stability within an organisation.

Question 14

Which does not define a subculture?

A)only those cultural values that are shared throughout the organisation
B)usually defined by geographical separation
C)mini-cultures within an organisation
D)typically defined by department organisations

Question 15

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

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

Question 16

The key characteristic of organisational culture which addresses the degree to which management decisions take into consideration the effect of outcomes on people within the organisation is termed:

A)people orientation
B)innovation
C)outcome orientation
D)attention to detail

Question 17

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

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

Question 18

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

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

Question 19

________ expresses the core values that are shared by a majority of the organisation's members.

A)Strong culture
B)Dominant culture
C)Subculture
D)Personal morality

Question 20

According to your text,a strong culture can act as a substitute for:

A)formalisation
B)rewards
C)institutionalisation
D)socialisation

Question 21

Individuals with different backgrounds or at different levels in the organisation will tend to describe the organisation's culture in similar terms.

Question 22

The degree to which management decisions take into consideration the effect of outcomes on people within the organisation is termed 'outcome orientation'.

Question 23

What is 'organisational culture'?

Question 24

Masterson College is a small liberal arts women's college in New South Wales.The founders of the college were Mormons and were committed to the idea that a liberal arts education was the best preparation for life-long learning.Within the last two decades,the business department has become one of the larger departments on campus.The faculty of the business department are committed to liberal arts education but are also committed to finding employment for their graduates. The belief in a liberal arts education is part of the:

A)dominant culture
B)subculture of the business department
C)weak culture
D)mission statement

Question 25

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

Question 26

Strong cultures consist of individuals who share the same esteemed values across the board.

Question 27

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

Question 28

Masterson College is a small liberal arts women's college in New South Wales.The founders of the college were Mormons and were committed to the idea that a liberal arts education was the best preparation for life-long learning.Within the last two decades,the business department has become one of the larger departments on campus.The faculty of the business department are committed to liberal arts education but are also committed to finding employment for their graduates. The business department holds some unique values in addition to the ________ of the dominant culture.

A)holistic values
B)core values
C)formalisation
D)weak values

Question 29

Solution.com is a company that provides consulting services.The executives of the company are not particularly concerned with how the consultants approach their work as long as the desired result is achieved.They are interested in maintaining the status quo and encourage competitiveness between consultants by rewarding the top performers for each quarter. The organisational culture characteristics that are of relevance in this case are:

A)team orientation,stability,innovation and risk taking
B)outcome orientation,people orientation,aggressiveness
C)team orientation,aggressiveness,outcome orientation
D)outcome orientation,stability,aggressiveness

Question 30

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

Question 31

The key element in organisational culture is that it gives meaning to the organisation that different employees can share.

Question 32

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

Question 33

Strong cultures have a greater impact on employees' behaviour than weak cultures.

Question 34

Masterson College is a small liberal arts women's college in New South Wales.The founders of the college were Mormons and were committed to the idea that a liberal arts education was the best preparation for life-long learning.Within the last two decades,the business department has become one of the larger departments on campus.The faculty of the business department are committed to liberal arts education but are also committed to finding employment for their graduates. The commitment to finding employment for graduates is part of the:

A)weak culture
B)dominant culture
C)mission statement
D)subculture of the business department

Question 35

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

Question 36

The primary or dominant values that are accepted throughout the organisation are the 'core values'.

Question 37

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

Question 38

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:

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 39

Although an organisation may enjoy a strong culture,its employee turnover rate will not be positively impacted.

Question 40

Species Specialties is a firm which specialises in sales of birds.Species has been in business for almost 60 years and has been run by members of the Spock family for its entire life.The firm not only places birds for adoption,but carefully screens families to ensure an appropriate match.Species has a reputation for refusing to sell a bird if the adopting family is deemed to be inappropriate.
Species Specialties' culture creates acceptable modes of behaviour.

Question 41

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

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 42

Culture is most likely to be a liability when:

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

Question 43

Culture increases ambiguity for employees.

Question 44

Culture enhances the stability of the social system.

Question 45

Culture has a boundary-defining role; it creates distinctions between one organisation and others.

Question 46

Organisational culture serves to reinforce an individual's self-interest.

Question 47

Consistency of behaviour is an asset to an organisation when it faces:

A)an unknown environment
B)a stable environment
C)a dynamic environment
D)massive changes

Question 48

What is organisational culture? What are the seven primary characteristics that capture the essence of an organisation's culture?

Question 49

Culture may be a liability because it is a barrier to:

A)mergers and acquisitions
B)diversity
C)change
D)all of the above

Question 50

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

Question 51

Distinguish 'dominant culture' from a 'subculture'.

Question 52

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

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

Question 53

A decentralised structure within a company makes the creation of a strong culture:

A)more difficult
B)more strategic
C)less difficult
D)less strategic

Question 54

Institutionalisation is when:

A)an organisation takes on a life of its own
B)you become a part of your organisation
C)you are offered a lifetime position
D)an organisation employs over 1000 people

Question 55

Discuss the difference between strong and weak cultures.

Question 56

Organisational climate refers to:

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 57

Culture performs all the following functions except:

A)conveys a sense of identity for organisation members
B)tells all organisations to behave basically the same
C)enhances social system stability
D)facilitates commitment to something larger than individual self-interest

Question 58

When an organisation acquires immortality,we can say that it has:

A)become institutionalised
B)become socialised
C)acquired a dominant culture
D)developed subcultures

Question 59

'Culture' is the social glue which holds the organisation together by providing appropriate standards for what employees should say and do.

Question 60

Culture creates a consistent set of behaviours in the organisation's employees.This is an asset except when:

A)the organisation undergoes long-term change.
B)the organisation undergoes rapid change.
C)the organisation becomes institutionalised.
D)the organisation undergoes new leadership.

Question 61

A positive overall workplace climate has been linked to higher customer satisfaction and financial performance.

Question 62

Strong cultures encourage individuality.

Question 63

Organisational climate is like 'team spirit'.

Question 64

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

Question 65

Organisational culture's focus is on supporting the interest of individuals.

Question 66

A strong culture provides a supportive atmosphere for diversity.

Question 67

Discuss what happens when organisations become institutionalised.Explain how it relates to culture.

Question 68

A strong culture can be a liability.

Question 69

The Young Woman's Club of Williamstown has been operating for 75 years as an organisation which 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. The culture of the Young Woman's Club will be a liability if:

A)newcomers embrace it
B)it enhances social system stability
C)it does not further the organisation's effectiveness
D)it reduces ambiguity

Question 70

The trend of companies to move towards decentralised structures makes culture more important than it has before.

Question 71

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

Question 72

The rules of the game define an organisation's culture.

Question 73

While a favourable financial statement or product line may be the initial attraction of an acquisition candidate,whether the acquisition actually works seems to have more to do with how well the two organisations' cultures match up.

Question 74

An organisation that has become institutionalised will have its behaviours and habits questioned frequently.

Question 75

What are the functions of culture?

Question 76

Buzz Inc is a chain outlet that initially started out by specialising in exotic yoghurt ice creams.When people talk about Buzz Inc,no one appears to know who the founder is.Since its creation,Buzz Inc has periodically added new products to its menu and is now well known for its unique and unusual desserts.It has become widely recognised as symbol of daring and innovation. This provides an example of:

A)cultural change
B)institutionalisation
C)culture management
D)all of the above

Question 77

An institutionalised organisation is one that is valued for the goods or services it produces.

Question 78

Culture distinguishes an organisation from others and has a boundary-defining role.

Question 79

When can culture be a liability?

Question 80

Organisational climate influences the habits that people adopt.