Deck 14: Organizational Culture, Socialization, and Mentoring

Question 1

The physical manifestations of an organization's culture are called its symbols.

Answer 1

False

Question 2

The Culture Value Framework provides a practical way for managers to understand, measure, and change organizational culture.

Answer 2

False

Question 3

Social responsibility is a company's ability to make a profit without sacrificing the resources of its people, the community, and the planet.

Answer 3

False

Question 4

Basic underlying assumptions are organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior.

Question 5

One of the important functions of organizational culture is to help members make sense of their surroundings.

Question 6

Enacted values represent the values that employees ascribe to an organization based on their observations of what occurs on a daily basis.

Question 7

Companies with clan cultures resemble family-type organizations.

Question 8

The internal/external dimension of the CVF refers to whether the organization focuses its attentions and efforts on internal dynamics and employees, or outward on its external environment.

Question 9

Enacted values are the explicitly stated values and norms that are preferred by an organization.

Question 10

Artifacts are easier to change than the less visible aspects of organizational culture.

Question 11

Organizational culture provides employees with an organizational identity.

Question 12

Social system stability reflects the extent to which the work environment is resistant to change.

Question 13

Organizations tend to have one type of culture that is more dominant than the others.

Question 14

One of the things that drives organizational culture is the organization's structure.

Question 15

The levels at which organizational culture operates differ from each other in terms of outward visibility and resistance to change.

Question 16

Organizational culture operates on four levels: individual, group, organizational, and environmental.

Question 17

An organization can have the best vision and strategy in the world, but it won't be able to execute them unless its culture is aligned with its strategy.

Question 18

It is important for managers to increase the gaps between espoused and enacted values because they can significantly and positively influence employee attitudes and organizational performance.

Question 19

The CVF depicts organizational cultures along two dimensions: internal/external; and flexibility/discretion and stability/control.

Question 20

One of the important characteristics of organizational culture is that it affects the organization's outcomes at the group/team and organizational levels; however, it does not affect outcomes at the individual level.

Question 21

When implementing cultural change through the use of formal statements, a leader is operating at the level of observable artifacts and espoused values.

Question 22

An organization's financial performance, measured in growth in profit and growth in revenue, is strongly related to organizational culture.

Question 23

Hierarchical structures are less likely to embed an orientation toward control and authority than a flatter organization.

Question 24

According to research, subjective innovation is highest in market cultures, of all the culture types.

Question 25

The hierarchy culture is externally focused, which produces a more formalized and structured work environment, and values stability and control over flexibility.

Question 26

According to research, job satisfaction is highest in market cultures, of all the culture types.

Question 27

When implementing culture change, a manager should use a laissez-faire approach.

Question 28

Companies with an adhocracy culture have an external focus and value flexibility.

Question 29

Leaders are the architects and developers of organizational culture.

Question 30

Companies with adhocracy-type cultures are decreasing in the U.S. as many companies are becoming risk averse.

Question 31

Organizational cultures can drive employee attitudes, performance, and organizational effectiveness, thereby leading to competitive advantage.

Question 32

Hierarchical cultures have been found to have both negative and positive effects.

Question 33

Different types of organizational cultures represent opposing core values.

Question 34

Organizational citizenship is defined as the process by which a person learns the values, norms, and required behaviors which permit him or her to participate as a member of the organization.

Question 35

According to research, quality of products and services is about equal in clan, adhocracy, and market cultures.

Question 36

Rites and rituals are the planned and unplanned activities and ceremonies that are used to celebrate important events or accomplishments in the organization.

Question 37

Organizations that have a strong external focus and value stability and control have a market culture.

Question 38

A strategy represents a long-term goal that describes what an organization wants to become.

Question 39

Control is the strategic thrust with a hierarchy culture.

Question 40

According to research, there is a strong positive relationship between objective profit and clan and market cultures.

Question 41

Mentoring is the process of forming and maintaining intensive and lasting developmental relationships between a variety of developers and a junior person.

Question 42

Which of the following is not a driver or cause of organizational culture?

A) Work attitudes and behaviors
B) Leaders' behaviors
C) Organizational vision
D) Industry environment
E) National culture

Question 43

A developmental network that is low in terms of its diversity, and low in terms of its strength, is classified as opportunistic.

Question 44

A developmental network that is low in terms of its diversity, and high in terms of its strength, is classified as traditional.

Question 45

The explicitly stated values and norms that are preferred by an organization are known as its:

A) Enacted values
B) Espoused values
C) Competing values
D) Corporate values
E) Strategic values

Question 46

Which of the following is not a function of organizational culture?

A) Collective commitment
B) Social system stability
C) Diversity management
D) Sense-making
E) Organizational identity

Question 47

The functions of organizational culture are:

A) Organizational identity, collective commitment, social system stability, and sense-making
B) Clan, market, adhocracy, hierarchy
C) Stability, flexibility, internal, and external
D) Anticipatory, encounter, and acquisition
E) Inboarding and outboarding

Question 48

Programs that help employees to integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics are called realistic job previews.

Question 49

More and more organizations use socialization tactics to reinforce a culture that promotes ethical behavior.

Question 50

Effective onboarding programs result in increased retention, productivity, and rates of task completion for new hires.

Question 51

The levels of organizational culture are:

A) Strategy, mission, and values
B) External environment and internal environment
C) Observable artifacts, espoused values, and basic underlying assumptions
D) Espoused values and enacted values
E) Identity, commitment, and stability

Question 52

The two general functions of mentoring are coaching and delegation.

Question 53

An individual should foster a broad developmental network because the number and quality of contacts will influence his or her career success.

Question 54

An artifact is:

A) Part of the organization's structure
B) A type of group process
C) An organizational value that has become taken for granted
D) An explicitly stated value preferred by the organization
E) A physical manifestation of an organization's culture

Question 55

Which of the following is not an observable artifact?

A) Decorations
B) Rituals
C) Manner of dress
D) Sustainability
E) Acronyms

Question 56

Which of the following statements about organizational culture is true?

A) Artifacts are the most difficult aspect of organizational culture to change
B) Espoused values are the same as thing as enacted values
C) Espoused values are generally established by the founder or top management
D) Most companies have a long list of espoused values
E) Espoused values automatically influence employee behavior

Question 57

___________ reflects the extent to which the work environment is perceived as positive and reinforcing, and the extent to which conflict and change are effectively managed.

A) Social system stability
B) Organizational socialization
C) Sense-making
D) Competing values
E) Mentoring

Question 58

The three phases of organizational socialization are anticipatory, encounter, and retrospective.

Question 59

The set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments is called:

A) Organizational climate
B) Organizational culture
C) Organizational strategy
D) Strategic vision
E) Strategic values

Question 60

The variety of people within his or her network that an individual uses for developmental purposes is called the network's strength.

Question 61

Clan organizations:

A) Empower employees to take risks
B) Drive toward productivity, profit, and customer satisfaction
C) Have been shown to be generally ineffective
D) Devote considerable resources to hiring and developing employees
E) Assess effectiveness with measures of efficiency, timeliness, quality, safety, and reliability

Question 62

A(n) _______ culture encourages collaboration, trust, and mutual support among employees.

A) Clan
B) Market
C) Hierarchy
D) Adhocracy
E) Hybrid

Question 63

A(n) _________ culture develops reliable internal processes, extensive measurement, and a variety of control mechanisms.

A) Clan
B) Market
C) Hierarchy
D) Adhocracy
E) Hybrid

Question 64

A(n) _______ culture exhibits a strong desire to deliver results and accomplish goals.

A) Clan
B) Market
C) Hierarchy
D) Adhocracy
E) Hybrid

Question 65

Adhocracy cultures:

A) Empower employees to take risks
B) Drive toward productivity, profit, and customer satisfaction
C) Have been shown to be generally ineffective
D) Devote considerable resources to hiring and developing employees
E) Assess effectiveness with measures of efficiency, timeliness, quality, safety, and reliability

Question 66

Which of the following statements about organizational culture is true?

A) A specific organization can have characteristics of only one type of culture
B) While the CVF is an interesting approach, it has no research support
C) Organizations tend to have one dominant type of culture
D) The CVF model categorizes organizations into six types of culture
E) An organization with a focus on its external environment pays most attention to its employees

Question 67

You're Kidding Me, Inc., is a company that develops video games. The company's primary vision is innovation and quick adaptation to the changing environment of the gaming industry, particularly for children. The CEO of the company values creativity and frequently urges her employees to think outside-the-box in order come up with the next big idea. Which of the following best describes You're Kidding Me's organizational culture?

A) Adhocracy
B) Clan
C) Role
D) Market
E) Hierarchy

Question 68

The two dimensions of the competing values framework are:

A) Internal-external and group-individual
B) Internal-external and anticipatory-retrospective
C) Internal-external and stable-flexible
D) Group-individual and stable-flexible
E) Group-individual and anticipatory-developmental

Question 69

Acme Movers is a company that ships goods and cargo to all locations in the United States. The employees understand that the company's primary vision of timeliness, efficiency and low-cost services is important to maintain the competitive edge over other movers in the business. They constantly work to ensure that all deliveries reach their destinations on schedule, and the company, in turn, rewards the employees with performance-based awards and profit sharing. Which function of organizational culture is exemplified here?

A) Giving members an organizational identity
B) Facilitating collective commitment
C) Promoting social system stability
D) Shaping behavior by helping members make sense of their surroundings
E) Increasing the likelihood of shared feelings and emotions

Question 70

Organizations with hierarchical cultures:

A) Empower employees to take risks
B) Drive toward productivity, profit, and customer satisfaction
C) Have been shown to be generally ineffective
D) Devote considerable resources to hiring and developing employees
E) Assess effectiveness with measures of efficiency, timeliness, quality, safety, and reliability

Question 71

Organizations with market cultures are described as:

A) Internally focused and valuing flexibility
B) Externally focused and valuing flexibility
C) Internally focused and valuing stability and control
D) Externally focused and valuing stability and control
E) Both internally and externally focused and valuing flexibility

Question 72

Organizations with clan cultures are described as:

A) Internally focused and valuing flexibility
B) Externally focused and valuing flexibility
C) Internally focused and valuing stability and control
D) Externally focused and valuing stability and control
E) A balance of internal and external focus and valuing flexibility

Question 73

Market cultures:

A) Empower employees to take risks
B) Drive toward productivity, profit, and customer satisfaction
C) Have been shown to be generally ineffective
D) Devote considerable resources to hiring and developing employees
E) Assess effectiveness with measures of efficiency, timeliness, quality, safety, and reliability

Question 74

Organizations with hierarchical cultures are described as:

A) Internally focused and valuing flexibility
B) Externally focused and valuing flexibility
C) Internally focused and valuing stability and control
D) Externally focused and valuing stability and control
E) Both internally and externally focused and valuing flexibility

Question 75

Organizations with adhocracy cultures are described as:

A) Internally focused and valuing flexibility
B) Externally focused and valuing flexibility
C) Internally focused and valuing stability and control
D) Externally focused and valuing stability and control
E) Both internally and externally focused and valuing flexibility

Question 76

General Widgets, Inc., manufactures high-quality widgets. The widget industry is mature and few innovations occur. The widgets have to be built exactly according to particular specifications provided by customers. This requires the use of controlled processes and precise measurements. The company also needs to maintain high efficiency in its production process in order to meet the market demand. For this company, stability is more important than flexibility. Which of the organizational cultures is best suited for General Widgets?

A) Adhocracy culture
B) Clan culture
C) Modern culture
D) Hierarchy culture
E) Market culture

Question 77

Which type of organizational culture has been shown by research to be most strongly related to job satisfaction?

A) Clan
B) Market
C) Hierarchy
D) Adhocracy
E) Hybrid

Question 78

The function of culture that helps employees understand why the organization does what it does and how it intends to accomplish its long-term goals is called:

A) Strategic management
B) Sense-making
C) Competing values
D) Social system stability
E) Organizational socialization

Question 79

What cultural types represent competing values?

A) Market and hierarchy
B) Hierarchy and clan
C) Clan and adhocracy
D) Adhocracy and market
E) Clan and market

Question 80

The _________ framework provides a practical way for managers to understand, measure, and change organizational culture.

A) Constructive validity
B) Cultural values
C) Culture validity
D) Competing values
E) Company values