Deck 16: Organizational Culture

Question 1

What are the most visible and accessible levels of culture?

A) socialization processes
B) artifacts
C) assumptions
D) values

Answer 1

B

Question 2

What is an example of a rite of enhancement?

A) an employee of the month award
B) a kick-off banquet to introduce a new product
C) a retirement party
D) a job transfer to a new department

Answer 2

A

Question 3

What artifact of organizational culture is characterized by the "Always Fresh" sign at Tim Hortons?

A) story
B) symbol
C) ritual
D) rite

Answer 3

B

Question 4

What is the term for an everyday organizational practice that is repeated over and over?

A) culture
B) symbol
C) ritual
D) rite

Question 5

What is a corporate logo?

A) a rite of integration
B) a symbol
C) an indication of the organization's product
D) a ritual

Question 6

Which term can be summarized as the pattern of basic assumptions that are considered valid and that are taught to new members as the way to perceive,think,and feel in the organization?

A) organizational culture
B) value system
C) socialization
D) psychological contract

Question 7

Which statement is an example of a function of organizational culture?

A) Culture in an organization will tend to be less conflicted.
B) Culture provides a way for employees to interpret the meaning of organizational events.
C) Culture will result in less turnover.
D) Culture will impose a more adaptable perspective.

Question 8

What is the key to understanding culture through artifacts?

A) identifying the visible portion of culture
B) identifying symbols,the most important artifact of culture
C) figuring out what the artifacts mean
D) the awareness of how values are communicated through culture

Question 9

What is demonstrated when a corporate president is the first employee to give blood during a corporate blood drive?

A) rite of integration
B) personal enactment
C) symbolism
D) ritual

Question 10

Husky Injection Molding Systems provides an onsite fitness centre as well as employee incentives for keeping fit.According to the textbook,what is Husky illustrating?

A) an assumption
B) an artifact
C) an enacted value
D) an espoused value

Question 11

You overhear a long-service employee at your company tell a recent hire,"That's the way we do it here." What is this an example of?

A) story
B) ceremony
C) ritual
D) symbol

Question 12

What best summarizes the concept of assumptions?

A) behavioural tendencies or enacted values present within an organization
B) unwritten rules of conduct frequently violated by new employees
C) deeply held beliefs that guide the behaviour of an organization's members
D) ideas that are widely known and formally communicated throughout an organization

Question 13

Which statement indicates the difference between artifacts and basic assumptions?

A) Artifacts are stories and rituals while basic assumptions are human relationships.
B) Artifacts are testable while basic assumptions are not.
C) Artifacts are values while basic assumptions are assumptions.
D) Artifacts are historically based while basic assumptions are perception based.

Question 14

Your textbook discusses a study by Kotter and Heskett that tested the strong culture hypothesis.What does the study suggest?

A) Strong cultures were associated with less turnover and more job involvement.
B) Strong economic performance leads to strong culture.
C) Strong cultures were associated with positive long-term economic performance.
D) The effect of culture was moderated by the degree of diversity within the organization; less diverse but strong cultures performed better than weak but diverse cultures.

Question 15

Employees of Stillwater Designs know that if monthly sales are higher than sales in the same month of the previous year then founder and CEO Steve Irby will hold a barbeque for them.What is this an example of?

A) rituals
B) stories
C) ceremonies and rites
D) personal enactment

Question 16

Dora always smiles and says the customers come first when there are issues at work.At home,she confesses to being tired of dealing with customers and feels that many customers are taking advantaging of the business.What is occurring?

A) a difference between cultural values and organizational values
B) a difference between Dora's espoused values and enacted values
C) a difference between company values and personal values
D) a difference between observable values and behavioural values

Question 17

What artifact is argued to be the most effective way to reinforce values?

A) stories
B) ceremonies
C) symbols
D) rituals

Question 18

According to Edgar Schein,what is the essence of an organization's culture?

A) the intention behind the story
B) values
C) assumptions
D) the interpretation of the artifact

Question 19

The president of your school awards scholarships at a banquet to high-achieving students.What is this an example of?

A) a ritual
B) a ceremony
C) personal enactment
D) a symbol

Question 20

On his first day of work,Mark noticed that all employees called the CEO by his first name.What aspect of culture is this an example of?

A) ritual
B) story
C) ceremony
D) symbol

Question 21

How can corporate leaders influence and shape organizational culture?

A) by acting quickly when sales decline by displacing employees
B) by consistently demonstrating corporate values in measuring and rewarding employee performance
C) by delegating crisis management
D) by paying attention to detail and letting others attend to the big picture

Question 22

What are the two defining concerns in the anticipatory socialization stage?

A) realism and congruence
B) realism and encounter
C) encounter and acquisition
D) congruence and acquisition

Question 23

Which perspective of culture would you recommend to a firm that was going to compete globally?

A) the adaptive perspective
B) the strong perspective
C) the fit perspective
D) the public statement of assumptions perspective

Question 24

What is the fit perspective of culture most useful in explaining?

A) how firms can adapt to environmental change
B) short-term performance
C) long-term performance
D) why managers make better decisions

Question 25

What is a characteristic of the organizational culture inventory?

A) role demand congruence
B) value congruence
C) attitudinal norms
D) behavioural norms

Question 26

Which of the following best exemplifies the underlying dimensions of the Kilmann-Saxton Culture-Gap Survey?

A) task/people and security/satisfaction
B) artifacts and assumptions
C) behaviour and task specifications
D) technical/human and time

Question 27

What two types of congruence are important to anticipatory socialization?

A) leadership style/job demand and communication skills/team skills
B) individual ability/job demand and individual values/organizational values
C) individual ability/job demand and communication skills/team skills
D) leadership style/job demand and individual values/organization values

Question 28

Cora started her own business five years ago.She is very cautious and is always trying to protect her company.What is the most likely outcome of this type of management?

A) an organizational fit culture
B) strong culture
C) adaptive culture
D) nonadaptive culture

Question 29

How many levels of organizational culture are there?

A) 2
B) 3
C) 4
D) 5

Question 30

What is an effective way to evaluate the success of cultural change?

A) studying intrinsic motivation
B) observing behaviour
C) testing for values change
D) psychoanalyzing assumptions

Question 31

Which of the following best summarizes an adaptive organizational culture?

A) one that responds to,rather than carefully anticipates,changing needs of customers
B) one that changes its environment
C) one that values an orderly management process more highly than leadership initiatives
D) one that encourages confidence and risk-taking among employees

Question 32

Rosie learned about the company through their websites,annual reports,and recruitment brochures.Why is it important for Rosie to learn about the organization prior to applying for a position?

A) value competence
B) value mutuality
C) value congruence
D) value realism

Question 33

Which goal best summarizes the primary purpose of socialization?

A) to transmit the organization's core values to new members
B) to communicate the importance of trust as a cultural attribute
C) to identify employees who do not fit with the cultural values
D) to assess individual attributes for future placement and potential

Question 34

According to research,what type of culture do transformational leaders usually create?

A) a weak culture
B) a strong culture
C) an adaptive culture
D) a positive organizational culture

Question 35

If socialization is effective,what is the outcome for newcomers?

A) Newcomers understand and adopt to the company's norms and values.
B) Newcomers work with considerable uncertainty.
C) Newcomers interpersonal demands arise from relationships at work.
D) Newcomers understand company policies.

Question 36

Which statement would most likely characterize why changing an organization's culture can be so difficult?

A) Attitudes are not changeable.
B) Norms adjust with changing leader personalities.
C) Behaviour is unconfrontational.
D) Assumptions are deeply ingrained,even below consciousness.

Question 37

What is the argument made by the fit perspective?

A) A culture is "good" only when it fits the industry's or the firm's strategy.
B) A culture is appropriate when it fits both market characteristics and the approach or strategy to the market.
C) An organization adapts the strategy of an organization to its culture.
D) The lean or flat organization is the most appropriate kind of culture.

Question 38

What best defines multiple methods used to measure culture?

A) triangulation
B) multi-trait measurement
C) combination measurement
D) convergence

Question 39

What process transforms newcomers from outsiders to effective,participating members of the organization?

A) organizational revitalization
B) the interview process
C) organizational socialization
D) recruitment

Question 40

What facilitates anticipatory socialization?

A) performance evaluation
B) interpersonal demands
C) role ambiguity
D) realistic job previews

Question 41

Managers in an adaptable organizational culture value an orderly,low-risk management process more highly than leader initiatives.

Question 42

Assumptions are the deepest and most fundamental level of an organization's culture.

Question 43

A company that values teamwork would empower the teams to make important decisions.

Question 44

It is not important for managers to demonstrate organizational values.

Question 45

One study found that extraverted employees exert considerable influence in a team-oriented environment.

Question 46

The fit perspective argues that there can be a wide range of cultures within the same industry.

Question 47

Values are the deepest level of culture.

Question 48

Symbols of organizational culture are called rituals.

Question 49

The concept of culture first appeared in the Hawthorne studies.

Question 50

Leaders communicate the culture through themes they focus on.

Question 51

The fit perspective argues that a culture is good only if it matches the style of the leader.

Question 52

It is important that managers set examples to guide behaviour.

Question 53

Assumptions are often unconscious.Organization members may not be aware of their assumptions and may be reluctant or unable to discuss them or change them.

Question 54

In what ways can managers help develop an ethical organization?

A) by enforcing their code of ethics
B) by being good role models
C) by discouraging whistle-blowing
D) by letting employees establish their own ethical boundaries

Question 55

A retirement dinner would be a good example of a rite of enhancement.

Question 56

An organizational culture that encourages confidence and risk taking among employees,has leadership that produces change,and focuses on the changing needs of customers reflects the fit perspective.

Question 57

Stories that aren't backed by reality can lead to cynicism and mistrust.

Question 58

Deeply held beliefs that guide behaviour and tell members of an organization how to perceive and think about things are called values.

Question 59

Public announcement of corporate wrongdoing on the part of an executive is a rite of degradation.

Question 60

Enacted values are what the members say they value.

Question 61

Match the following:
a.What the CEO says he/she values
b.Values demonstrated through behaviour
c.Leadership that increases authority and responsibility of those closest to the problem
d.Deeply held belief
e.Communication of culture by unspoken messages
Enacted Value

Question 62

Match the following:
a.Visible indication of organizational culture
b.Executive modelling behaviour
c.A graduation dinner and party
d.Public ridicule of executive mistakes
e.A corporate logo or sports team mascot
Rite of Degradation

Question 63

Role demands are the expectations placed on newcomers.

Question 64

During change,individuals may change their behaviour but not necessarily the values that drive it.

Question 65

People will engage in unethical behaviour as they feel no one will find out and it is in the organization's best interest.

Question 66

It is the managers not the leaders who play a crucial role in sharing and reinforcing the culture of an organization.

Question 67

Mergers or acquisitions pose additional challenges to managing organizational culture effectively.

Question 68

Match the following:
a.Visible indication of organizational culture
b.Executive modelling behaviour
c.A graduation dinner and party
d.Public ridicule of executive mistakes
e.A corporate logo or sports team mascot
Artifact

Question 69

Match the following:
a.What the CEO says he/she values
b.Values demonstrated through behaviour
c.Leadership that increases authority and responsibility of those closest to the problem
d.Deeply held belief
e.Communication of culture by unspoken messages
Symbols

Question 70

The stages of socialization are: stage 1,anticipatory socialization; stage 2,change and acquisition; and the final stage is encounter.

Question 71

Match the following:
a.Visible indication of organizational culture
b.Executive modelling behaviour
c.A graduation dinner and party
d.Public ridicule of executive mistakes
e.A corporate logo or sports team mascot
Personal Enactment

Question 72

Managers who want to change the culture of their area must first look at who their employees are.

Question 73

Triangulation has been used by anthropologists,sociologists,and other behavioural scientists to study organizational culture.

Question 74

Match the following:
a.Visible indication of organizational culture
b.Executive modelling behaviour
c.A graduation dinner and party
d.Public ridicule of executive mistakes
e.A corporate logo or sports team mascot
Symbol

Question 75

Match the following:
a.What the CEO says he/she values
b.Values demonstrated through behaviour
c.Leadership that increases authority and responsibility of those closest to the problem
d.Deeply held belief
e.Communication of culture by unspoken messages
Assumption

Question 76

One of the reasons most often cited for unethical corporate conduct includes the belief that a behaviour is in the organization's best interest.

Question 77

Match the following:
a.Visible indication of organizational culture
b.Executive modelling behaviour
c.A graduation dinner and party
d.Public ridicule of executive mistakes
e.A corporate logo or sports team mascot
Rites of Passage

Question 78

Match the following:
a.What the CEO says he/she values
b.Values demonstrated through behaviour
c.Leadership that increases authority and responsibility of those closest to the problem
d.Deeply held belief
e.Communication of culture by unspoken messages
Empowerment

Question 79

Match the following:
a.What the CEO says he/she values
b.Values demonstrated through behaviour
c.Leadership that increases authority and responsibility of those closest to the problem
d.Deeply held belief
e.Communication of culture by unspoken messages
Espoused Value

Question 80

The implementation of formal ethics guidelines might be expected to improve ethical behaviour,yet some studies have shown the exact opposite-institution of formal ethics codes can actually lead to less ethical behaviour among employees.