Question 1

Some of the key questions regarding external adaptation are: How do we allocate power, status, and authority? How do we communicate? What is the basis for competition?

Accepted Answer

The questions regarding external adaptation typically focus on how an organization interacts with its environment, solves problems, and meets challenges. Questions about allocating power, status, and authority, as well as the basis for competition, are more related to internal integration within an organization. Communication can be part of both external adaptation and internal integration, but in the context given, it seems more aligned with internal processes.

Question 2

In North American companies, subcultures and countercultures may naturally form on the basis of ethnic, racial, gender, generational, or locational similarities.

Accepted Answer

This is true. People often form groups based on shared identities and experiences, such as ethnicity, race, gender, generation, or location. These subcultures can have their own norms, values, and communication styles, which may influence the company culture overall. Countercultures can also emerge when individuals or groups reject or challenge the dominant culture within the company.

Question 3

Members of an organization, through their collective experience, can solve two extremely important survival issues: 1) internal adaptation, and 2) competition integration.

Accepted Answer

The correct terms are 1) internal adaptation, which refers to how members of an organization solve internal problems and adjust to changes, and 2) external adaptation, which deals with how the organization meets goals and deals with outsiders, thus ensuring its survival and success, not "competition integration."

Question 4

Three important aspects of external adaptation are:
a) separating more important from less important external forces,b) developing ways to measure accomplishments, andc) creating explanations for why goals are not always met.

Accepted Answer

These are all important aspects of external adaptation, as separating important from less important external forces allows an organization to focus its efforts on what really matters, developing ways to measure accomplishments helps to track progress and identify areas for improvement, and creating explanations for why goals are not always met can lead to insights that inform future strategy.

Question 5

Cultural differences can have a major impact on the performance of organizations and the quality of work life experienced by their members.

Accepted Answer

Cultural differences can affect communication, decision-making, conflict resolution, and leadership styles within organizations, potentially leading to miscommunication, inefficiency, and dissatisfaction among workers. Acknowledging and embracing cultural differences can improve collaboration and overall performance within organizations.

Question 6

Most large organizations contain several subcultures as well as one or more countercultures.

Accepted Answer

Large organizations often have subcultures that develop within different departments or levels of hierarchy, as well as countercultures that challenge or resist the dominant culture of the organization.

Question 7

The external adaptation function of organizational culture concerns issues regarding tasks to be accomplished, methods used to achieve the goals, and methods of coping with success and failure.

Accepted Answer

The external adaptation function of organizational culture does indeed concern issues related to tasks, methods, and coping with success/failure.

Question 8

The process of external adaptation often begins with the establishment of a unique identity; that is, each collection of individuals and each subculture within the organization develops some type of unique definition of itself.

Accepted Answer

The answer of The process of external adaptation often begins...

Question 9

Some of the key questions regarding internal integration are: What do we do if specific targets are not met? How do we tell others how good we are? When do we quit?

Accepted Answer

These questions are not related to internal integration, but rather to performance evaluation and communication strategies.

Question 10

The system of shared actions, values, and beliefs that develops within an organization and guides the behavior of its members is called organizational culture.

Accepted Answer

This statement is true- organizational culture refers to the shared actions, values, and beliefs that develop within an organization and guide the behavior of its members.

Question 11

Resolving the issues of internal integration helps individuals develop a shared identity and a collective commitment.

Accepted Answer

Resolving internal integration issues such as communication barriers, conflicting goals, and lack of trust can help individuals within a group or team develop a shared sense of identity and commitment towards achieving a common goal.

Question 12

A subculture has a pattern of values and philosophy that outwardly rejects the surrounding culture of the larger organization or social system.

Accepted Answer

The answer of A subculture has a pattern of values...

Question 13

Internal integration deals with the creation of a collective identity and with finding ways of matching methods of working and living together.

Accepted Answer

Internal integration involves creating a shared sense of purpose and aligning ways of working and living together within an organization or group.

Question 14

Every large organization imports potentially important subcultural groupings when it hires employees from the smaller society.

Accepted Answer

The answer of Every large organization imports potentially important subcultural...

Question 15

In the business setting, organizational culture is called societal culture.

Accepted Answer

In the business setting, organizational culture refers to the shared values, beliefs, and behaviors of an organization. Societal culture refers to the broader cultural norms and practices of a society as a whole.

Question 16

The organizational culture of a firm emerges from
a) the dialog and discourse among its members and their collective experience over time,b) the attempts by managers to influence subordinates and
c) pressures from the larger environment in which the members, the managers and organization operate.

Accepted Answer

The organizational culture emerges from the dialog and discourse among its members and their collective experience over time, as well as from external pressures and attempts by managers to influence subordinates.

Question 17

With the size advantage, larger firms often have a single dominant culture with a universal set of shared actions, values, and beliefs.

Accepted Answer

Larger firms often have multiple subcultures due to their size and diversity, which can lead to a variety of actions, values, and beliefs within the organization.

Question 18

Interestingly, strong subcultures are seldom found in high-performance taskforces, teams, and special project groups in organizations.

Accepted Answer

Strong subcultures often emerge within high-performance taskforces, teams, and special project groups due to their intense collaboration, shared goals, and distinct experiences, fostering a unique set of norms, values, and practices that differentiate them from the broader organizational culture.

Question 19

Three important aspects of working together, in the context of internal integration, are:a) deciding who is a member and who is not;
b) developing a formal agreement that specifies acceptable and unacceptable behavior; andc) getting friends and enemies to collaborate with one another.

Accepted Answer

The three important aspects of working together, in the context of internal integration, typically include: a) deciding who is a member and who is not; b) developing a shared understanding of goals and methods; and c) distributing roles and responsibilities among members. The aspect of getting friends and enemies to collaborate is more related to conflict resolution and external integration strategies rather than the foundational aspects of internal integration.

Question 20

Research finds that most organizational cultures are similar if not identical to one another.

Accepted Answer

Research has found that organizational cultures can vary greatly depending on factors such as industry, size, leadership style, and location. While there may be some similarities between cultures, it is not accurate to say that most are identical or even similar to one another.

Quiz 15: Organizational Culture