Question 1

Organizational culture is a perception, not a reality.

Accepted Answer

Organizational culture is a subjective and intangible concept that exists in the minds of the employees rather than being an objective reality. It is shaped by their experiences, beliefs, values, and attitudes towards the organization and its practices. Therefore, organizational culture can differ from person to person, and it is crucial to understand how individuals perceive the culture to create a positive work environment.

Question 2

The view of managers as omnipotent is consistent with the stereotypical picture of the take-charge business executive who can overcome any obstacle in carrying out the organization's objectives.

Accepted Answer

The statement accurately describes the view of managers as omnipotent.

Question 3

Organizations help employees adapt to the culture through socialization.

Accepted Answer

Socialization is the process through which employees assimilate to the culture of an organization. Organizations actively help employees adapt to their culture through this process.

Question 4

Aggressiveness and attention to detail are two key dimensions of organizational culture.

Accepted Answer

Aggressiveness and attention to detail are both dimensions of organizational culture according to the Competing Values Framework developed by Cameron and Quinn. Aggressiveness is associated with a focus on performance and competitiveness, while attention to detail emphasizes precision and quality.

Question 5

If an organization subscribes to the symbolic view of managers, it is unreasonable to expect managers to have a significant effect on the organization's performance.

Accepted Answer

The symbolic view of managers suggests that managers primarily serve as symbols or figureheads and do not have a significant impact on the organization's performance. As such, it would be unreasonable to expect managers to have a significant effect on the organization's performance if this view is subscribed to.

Question 6

In the symbolic view of management, managers are seen as directly responsible for an organization's success or failure.

Accepted Answer

In the symbolic view of management, managers are seen more as symbols of control rather than being directly responsible for the organization's success or failure, as many outcomes are influenced by external factors beyond their control.

Question 7

Strong cultures have a greater influence on employees' behaviours than weak ones.

Accepted Answer

Strong cultures are characterized by a clear and consistent set of values, norms, and beliefs that are widely shared and deeply ingrained within the organization. These elements provide a strong framework for employee behaviour and decision-making, often resulting in more cohesive and aligned actions across the organization. In contrast, weak cultures may lack a clear identity or sense of purpose, making it more difficult for employees to understand how they should behave or make decisions in various situations.

Question 8

The symbolic view of management helps to explain the high turnover among college/university and professional sports coaches, who are often fired and replaced when their teams perform poorly.

Accepted Answer

The answer of The symbolic view of management helps to...

Question 9

An organization's founder has little influence on its culture.

Accepted Answer

An organization's founder has a significant influence on its culture as they set the initial vision, values, and norms of the organization. Their leadership style, behavior, and decisions also shape the organizational culture in the long term.

Question 10

The organizational culture has very little influence on the way employees analyze and resolve work-related issues.

Accepted Answer

The organizational culture plays a significant role in shaping the way employees analyze and resolve work-related issues. It can affect their decision-making, problem-solving approaches, and communication styles. A positive and supportive culture can encourage employees to work collaboratively and share knowledge to find effective solutions, while a negative and toxic culture can result in employees avoiding conflicts or blaming others for problems.

Question 11

The degree to which employees are expected to exhibit precision and attention to detail is called "outcome orientation".

Accepted Answer

The degree to which employees are expected to exhibit precision and attention to detail is called "detail orientation", not "outcome orientation". Outcome orientation refers to a focus on achieving specific results or outcomes.

Question 12

Organizational culture is a system of shared meaning and beliefs held by organizational members.

Accepted Answer

Organizational culture is indeed a system of shared meaning and beliefs held by organizational members. This culture emerges over time and influences how people behave within the organization.

Question 13

An increasing body of evidence suggests that strong cultures are associated with high organizational performance.

Accepted Answer

Studies have found a positive correlation between strong company cultures and better financial performance, higher employee engagement, improved customer satisfaction, and reduced turnover rates.

Question 14

A manager's role in the omnipotent view of management is to create meaning out of randomness, confusion, and ambiguity.

Accepted Answer

In the omnipotent view of management, managers are seen as having complete control and responsibility for an organization's success or failure. Therefore, their role is not only to create meaning out of randomness, confusion, and ambiguity but also to have direct control over all aspects of the organization's performance.

Question 15

In "aggressive" cultures, employees exhibit competitiveness.

Accepted Answer

In cultures that are considered aggressive, there is often a focus on success and achieving goals, which can lead to a competitive atmosphere among employees.

Question 16

The shared aspect of culture implies that all employees in an organization approve of the culture.

Accepted Answer

While the shared aspect of culture means that employees within an organization share similar beliefs, values, and practices, it does not necessarily mean that all employees approve of the culture. It is possible for employees to have different opinions and attitudes towards the organization's culture.

Question 17

In the omnipotent view of management, much of an organization's success or failure is due to forces outside management's control.

Accepted Answer

In the omnipotent view of management, it is believed that managers are directly responsible for an organization's success or failure. This view assumes that managers have control over all aspects of the organization and its outcomes.

Question 18

The degree to which managers focus on results rather than on how the results are achieved is typical of innovative cultures.

Accepted Answer

The answer of The degree to which managers focus on...

Question 19

The symbolic view of management impact is useful in explaining the high turnover among sports coaches, who can be considered the "managers" of their teams.

Accepted Answer

The answer of The symbolic view of management impact is...

Question 20

Subcultures give the organization its distinct personality.

Accepted Answer

The answer of Subcultures give the organization its distinct personality....

Quiz 2: Organizational Culture and the Organizational Environment