Deck 15: Organisational Culture

Question 1

A strong organisational culture undermines stability within an organisation.

Answer 1

False

Question 2

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

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

Answer 2

D

Question 3

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

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

Answer 3

A

Question 4

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

Question 5

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 6

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 7

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 8

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

Question 9

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 10

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 11

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 12

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

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

Question 13

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 14

________ 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 15

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 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

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

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

Question 18

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 19

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

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

Question 20

________ 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 21

Strong cultures are made up of values that are intensely held and widely shared.

Question 22

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

Question 23

Discuss the difference between strong and weak cultures.

Question 24

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

Question 25

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

Question 26

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

Question 27

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 28

Distinguish 'dominant culture' from a 'subculture'.

Question 29

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

Question 30

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

Question 31

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

Question 32

What is 'organisational culture'?

Question 33

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

Question 34

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 35

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

Question 36

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

Question 37

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

Question 38

Strong cultures have no effect on turnover.

Question 39

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 40

One specific result of a strong culture should be lower employee turnover.

Question 41

A strong culture provides a supportive atmosphere for diversity.

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

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 44

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 45

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

Question 46

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

Question 47

Strong cultures encourage individuality.

Question 48

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 49

Culture enhances the stability of the social system.

Question 50

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

Question 51

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 52

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 53

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 54

A strong culture can be a liability.

Question 55

Culture increases ambiguity for employees.

Question 56

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

Question 57

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

Question 58

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 59

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

Question 60

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 61

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

Question 62

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

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

Question 63

What are the functions of culture?

Question 64

The ultimate source of an organisation's culture is:

A)its founders
B)top management
C)the selection process
D)the country in which the organisation operates

Question 65

All of the following serve to sustain a culture except:

A)socialisation
B)selection
C)top management
D)formalisation

Question 66

Organisational climate influences the habits that people adopt.

Question 67

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

Question 68

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

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

Question 69

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

Question 70

The selection process helps sustain the organisation's culture by:

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

Question 71

The process that adapts employees to the organisation's culture is called:

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

Question 72

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

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

Question 73

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

Question 74

Culture creation occurs in all of the following ways except:

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 75

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:

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

Question 76

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

Question 77

When can culture be a liability?

Question 78

Organisational climate is like 'team spirit'.

Question 79

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

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 80

Which of the following is not a stage of the socialisation process?

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