Deck 16: Cultivating Organizational Culture

Question 1

In cultural symbols,shared behaviors include norms,which are more visible and somewhat easier to change than values.

Answer 1

False

Question 2

Shared behaviors are words,gestures,and pictures or other physical objects that carry a particular meaning within a culture.

Answer 2

False

Question 3

The design of an organization influences who gets promoted,how careers are either made or derailed,and how resources are allocated.

Answer 3

False

Question 4

Organizational culture includes the following components: routine behaviors,norms,dominant values,decision making philosophy,rules,and feeling or climate.

Question 5

In Learning from Experience: "Zappos," the company is known for using odd interview questions to assess the creativity of applicants.

Question 6

An organizational culture forms in response to two major challenges that confront every organization: (1)external adaptation and survival and (2)internal integration.

Question 7

Cultural values are easier to change than cultural symbols.

Question 8

Dominant values as components of organizational culture could be things like "product quality" or "customer service."

Question 9

Shared assumptions and philosophies represent the least visible,or deepest level of organizational culture,while cultural symbols represent the most visible,or superficial level.

Question 10

The levels on which organizational culture exist differ in terms of visibility and resistance to change.

Question 11

In Learning from Experience: "Zappos," when layoffs were necessary ex-employees lost their health insurance immediately.

Question 12

Internal integration reflects the shared and leaned values,beliefs and attitudes of the organization's members.

Question 13

Internal integration refers to the establishment and maintenance of effective working relationships among members of an organization.

Question 14

The most superficial level of organizational culture consists of cultural symbols.

Question 15

Norms are an example of shared behaviors.

Question 16

Organizational culture reflects the shared and learned values,beliefs and attitudes of the organization's members.

Question 17

How the organization will find a niche in and cope with its constantly changing internal environment has to with external adaptation and survival.

Question 18

In Learning from Experience: "Zappos," the way things are done is driven by the core values of the firm and the leader.

Question 19

In organizational culture,shared behaviors include norms,which are more visible and somewhat easier to change than values.

Question 20

No single one of the six components of organizational culture can be construed as individually representing the culture;rather,all of them,taken together,reflect and give meaning to the concept of culture.

Question 21

What managers and teams pay attention to includes dealing with events systematically to send strong signals to employees about what is important and expected of them.

Question 22

The reward system in an organization can be a particularly effective tool for maintaining or changing organizational culture.

Question 23

The national culture,customs,and societal norms of a country do not shape the cultures of organizations operating within a country.

Question 24

Group and team boundaries,power and status,and rewards and punishments would all be considered issues of internal integration.

Question 25

Some authorities suggest the most effective way to influence organizational culture may be through force.

Question 26

For the external adaptation and survival challenges facing organizations,goals,means,and measurement must be addressed.

Question 27

Aspects of an organization's culture are not often communicated to employees through role models.

Question 28

In the Across Cultures Competency: ""Ricardo Semler,CEO of Brazil's Semco Manufacturing," the CEO of Semco decreased the number of levels in the organization's hierarchy to three.

Question 29

Specific methods of maintaining organizational culture go beyond hiring and firing to include six additional powerful reinforcers of the organization's culture: what managers pay attention to;reactions to critical incidents;role modeling;reward allocation;criteria for employment decisions;and organizational rites,ceremonies,and stories.

Question 30

External adaptation refers to how the organization will find a niche in and cope with its constantly changing external environment.

Question 31

Organizational culture is important for both employees and leaders.A match between the ideals of the organization and the personal ideals of a potential employee is ideal.

Question 32

In most organizations,the distribution of perks,like a private secretary and executive dining rooms,are equal and independent of which roles and behaviors are most valued by an organization.

Question 33

In an organization,the manner in which a crisis is dealt with can either reinforce the existing culture or bring out new values and norms that change the culture in some way.

Question 34

In the Across Cultures Competency: "Ricardo Semler,CEO of Brazil's Semco Manufacturing," the CEO of Semco boosts employee moral by choosing to replace employee fear with freedom and involvment in the decision-making process..

Question 35

Organizational structures and cultures that are effective in one country will be equally as effective in any part of the world.

Question 36

The rewards and punishments attached to various behaviors allow employees are not effective tools in communicating the priorities and values of both individual managers and the organization.

Question 37

Culture of an organization is unaffected by the recruitment process.

Question 38

An organizational design emerges when members share knowledge and assumptions as they discover or develop ways of coping with issues of external adaptation and internal integration.

Question 39

As organizational culture develops in a new company over a period of years;its culture will reflect a complex mixture of the assumptions,values,and ideas of the founder or other early top managers and the subsequent experiences of managers and employees.

Question 40

The dominant values of a national culture may be reflected in the constraints imposed on organizations by their environments.

Question 41

Graduation from college is a rite of degredation.

Question 42

In order to successfully change an organizational culture,it is essential to find the most effective subculture in the organization and use it as an example from which employees can learn.

Question 43

According to the Change Competency,"Harley-Davidson," the CEO sought to recapture the Harley mystique by creating a completely new product..

Question 44

Vastly differing methods are used to maintain an organization's culture from those used to modify it.

Question 45

The office holiday party in which employees are allowed to bring guests is a rite of enhancement.

Question 46

Generally there is a best type of organizational cultures for a given type of organization under all conditions.

Question 47

According to the Change Competency,"Harley-Davidson," the CEO revitalized the Harley Hogs,a customer group,to recapture the Harley mystique.

Question 48

It has been suggested that every organization may have at least three cultures--an operating culture (line employees),an engineering culture (technical and professional people),and an executive culture (top management)--stemming from the very different world views typically held by these different groups of individuals.

Question 49

One of the most useful frameworks for describing organizational culture identifies four pure types of organizational culture as follows: autocratic,productive,worker oriented,and consumer.

Question 50

Firing an employee is a rite of degradation.

Question 51

Subcultures are the multiple cultures within a large,complex organization.

Question 52

Legends and stories prevent the transmit the existing culture from older to newer employees.

Question 53

Few organizations can clearly be classified as having either a purely bureaucratic,clan,entrepreneurial,or market culture.While the extreme corners of the four quadrant model represent the four pure types of culture,and would characterize a culturally homogeneous organization,in many culturally fragmented organizations,multiple cultures will exist and may compete for superiority,implying that no one of the four pure types would be an appropriate fit.

Question 54

In order to successfully change an organizational culture,it is essential to recognize that significant organization-wide cultural change takes 5-10 years.

Question 55

Problems related to organizational culture and their resistance to change has been one of the most significant barriers to successful corporate mergers.

Question 56

In order to successfully change an organizational culture,it is essential to find ways to help employees and teams do their jobs more effectively.

Question 57

Faced with a variety of subcultures,management may have difficulty (1)accurately assessing them and (2)effecting needed changes.

Question 58

The bureaucratic,clan,entrepreneurial,and market organizational cultures are characterized in terms of differences in the extent of formal control (ranging from stable to flexible)and focus of attention (ranging from internal to external).

Question 59

Company awards ceremonies are considered rites of enhancement.

Question 60

Development,rites of passage,degradation,enhancement,and integration sustain organizational culture.

Question 61

A market culture creates unity by means of a long and thorough socialization process.

Question 62

Based on what we know about culture-performance relationships,a contingency approach seems to be a good one for managers and organizations to take.

Question 63

The employee in the entrepreneurial culture exchanges loyalty for job security.

Question 64

A good fit between employee preferences and organizational culture can do little to enhance an employees outlook on their part within an organization.

Question 65

In clan cultures,superiors' interactions with subordinates largely consist of negotiation performance-reward agreements and/or evaluating requests for resource allocations.

Question 66

Strict adherence to suggested protocol are encouraged and well rewarded in an entrepreneurial culture.

Question 67

In a market culture the relationship between the individual and organization is contractual.

Question 68

A market culture exerts excessive social pressure on an organization's members.

Question 69

In the highly competitive,global markets of the 21^st century,the market culture is the ideal culture that all organizations should strive to develop.

Question 70

Individual initiative,flexibility,and freedom foster growth and are encouraged and well rewarded in an entrepreneurial culture.

Question 71

High levels of risk taking and creativity characterize a entrepreneurial culture.

Question 72

Internal integration refers to the establishment and maintenance of effective working relationships among the members of an organization.

Question 73

The market culture is characterized by the achievement of measurable and demanding goals.

Question 74

External adaptation refers to how the organization will find a niche in and cope with its constantly changing external environment.

Question 75

Entrepreneurial cultures are widespread in small to mid-sized companies that are still run by a founder.

Question 76

A clan culture achieves unity by means of a long and thorough socialization process.

Question 77

An organization with a clan culture values tradition,loyalty,personal commitment,extensive socialization,teamwork,self-management,and social influence.

Question 78

Entrepreneurial culture is characterized by high levels of risk taking and creativity.

Question 79

A bureaucratic culture is one in which it's members highly value standardization of goods and services.

Question 80

An organization that values formality,rules,standard operating procedures,and hierarchical coordination has a clan culture.