Question 1

The difference between actual and desired values and behaviors is called a:
A) ceremony.
B) culture gap.
C) visible behavior.
D) clan culture.

Accepted Answer

The difference between actual and desired values and behaviors is commonly known as the "culture gap". This gap can cause conflicts and issues in the workplace, and it is important for organizations to recognize and address any discrepancies in order to promote a positive and productive work environment. A clan culture (D) refers to a type of organizational culture that is focused on collaboration and teamwork. Ceremony (A) refers to formalized events or rituals, and visible behavior (C) is simply the observable actions of individuals within an organization.

Question 2

High performance cultures incorporate the following values EXCEPT:
A) The whole is more important than the parts.
B) Equality and trust are primary values.
C) The culture encourages risk taking, change, and improvement.
D) Rely on the rule of reciprocity.

Accepted Answer

High performance cultures do not rely only on the rule of reciprocity, as this value focuses on exchanging benefits with others rather than emphasizing teamwork and collaboration. Instead, these cultures place value on collective goals, supportive communication, and a positive work environment that fosters innovation and continuous learning.

Question 3

A culture gap is the difference between desired and actual values and behavior.

Accepted Answer

A culture gap refers to the difference between the values and behavior that an organization or society aspires to, and the actual or observed behavior and values that are prevalent. Cultural gaps can arise due to a variety of factors such as differences in generational views, regional differences, and cultural misunderstandings.

Question 4

An adaptive organizational culture is characterized by:
A) managers who care mainly about themselves, their work group, and their own needs.
B) leaders who care deeply about customers, stockholders, and employees.
C) leaders who trust others.
D) both leaders who care deeply about customers, stockholders, and employees and leaders who trust others.

Accepted Answer

An adaptive organizational culture is one that can quickly respond to changes in the market and environment. This type of culture requires leaders who care deeply about customers, stockholders, and employees, as well as leaders who trust others to take initiative and make decisions. A culture that is focused solely on individual needs and self-interest is not adaptive and will not be able to respond effectively to changes.

Question 5

The visible level of corporate culture can be best described as:
A) artifacts such as dress, office layout, symbols, slogans, and ceremonies.
B) expressed values, underlying assumptions, and beliefs.
C) deeper values and shared understandings held by organization members.
D) creativity and risk-taking.

Accepted Answer

The visible level of corporate culture includes tangible aspects such as dress, office layout, symbols, slogans, and ceremonies that are easily observable and recognizable by employees and outsiders.

Question 6

For organizations to be ethical, leaders need to be openly and strongly committed to ethical conduct.

Accepted Answer

Leaders set the tone for the entire organization and their commitment to ethical conduct is crucial in creating an ethical culture. Without their strong and open commitment to ethical behavior, the organization is more likely to engage in unethical conduct.

Question 7

Culture is defined as the key values, assumptions, understandings, and ways of thinking shared by members of an organization.

Accepted Answer

This is the definition of organizational culture, which is a commonly accepted definition in organizational theory and management.

Question 8

A cultural leader defines and uses signals and symbols to influence corporate culture.

Accepted Answer

A cultural leader plays an important role in shaping corporate culture by using different signals and symbols to influence the behavior, values, and beliefs of employees. These signals and symbols can range from simple gestures such as language, dress, and office layout, to more complex actions and policies that reflect the organization's vision, mission, and values. By using these signals and symbols effectively, the cultural leader can establish a strong sense of identity, purpose, and direction, which can help to motivate and inspire employees to achieve their goals and contribute to the success of the organization.

Question 9

The clan culture is characterized by a clear vision of the organization's goals and leaders' focus on the achievement of people.

Accepted Answer

The clan culture is characterized by a family-like environment, with a focus on collaboration, participation, and consensus, rather than a strict focus on goals and achievements.

Question 10

Many people believe that if you are not breaking the law, you are behaving in an ethical manner.

Accepted Answer

The answer of Many people believe that if you are...

Question 11

A strong culture that does not encourage adaptation can be more damaging to an organization than a weak culture.

Accepted Answer

A strong culture can be beneficial for an organization, but if it is too rigid and resistant to change, it can hinder the organization's ability to adapt to new challenges and opportunities. In contrast, a weak culture may not provide enough direction or cohesion for the organization. Therefore, a balance between strong culture and adaptability is necessary for an organization's success.

Question 12

Ethical standards are not part of the formal policies of many organizations.

Accepted Answer

Ethical standards are often included in the formal policies and codes of conduct of organizations.

Question 13

Leaders use slogans to express corporate values but not written public statements.

Accepted Answer

While leaders may use slogans to express corporate values, written public statements such as mission and vision statements also serve this purpose. These statements are often prominently displayed on a company's website and other marketing materials, and are intended to communicate the company's values and goals to customers and stakeholders.

Question 14

Eaton Corporation's philosophical statement called, "Excellence Through People" is an example of a symbol.

Accepted Answer

A philosophical statement like "Excellence Through People" is more accurately described as a slogan or motto, rather than a symbol. A symbol is typically a visual representation, such as a logo or icon.

Question 15

The spiritual leader addresses followers' higher order needs for membership and self-actualization.

Accepted Answer

The spiritual leader is responsible for providing guidance and support to their followers' spiritual journey, which often includes addressing their higher order needs such as developing a sense of membership to a community and working towards self-actualization.

Question 16

Employees learn what is valued most in a company by watching what attitudes and behaviors leaders reward.

Accepted Answer

Observing the attitudes and behaviors that leaders reward can help employees understand what is most important to the company and what behavior is encouraged and desired.

Question 17

The bureaucratic culture is characterized by the values of creativity and risk-taking.

Accepted Answer

The bureaucratic culture is characterized by a focus on rules and procedures, hierarchy, and a preference for stability and predictability over creativity and risk-taking.

Question 18

Culture helps members develop a collective identity and know how to work together efficiently. This is called:
A) external adaptation.
B) internal integration.
C) levels of corporate culture.
D) culture gap.

Accepted Answer

Internal integration refers to the ability of culture to help members develop a collective identity and work together efficiently. External adaptation refers to a culture's ability to adjust to changes in the external environment, levels of corporate culture refers to the different layers of culture within an organization, and culture gap refers to the differences in culture between different individuals or groups.

Question 19

External adaptation means that culture helps members develop a collective identity and know how to work together effectively.

Accepted Answer

External adaptation refers to how a group manages its relationship with the environment, including solving problems and dealing with external challenges, not specifically about developing a collective identity or knowing how to work together.

Question 20

In an adaptive organizational culture, managers tend to behave somewhat insularly, politically, and bureaucratically.

Accepted Answer

In an adaptive organizational culture, managers tend to behave more collaboratively, flexibly, and in a networked manner, rather than insularly, politically, and bureaucratically. This is because an adaptive culture values innovation, experimentation, and agility, and encourages employees at all levels to contribute their ideas and expertise to the organization's goals. Therefore, managers in an adaptive culture are expected to be facilitators and coaches, rather than controllers or gatekeepers.

Quiz 14: Shaping Culture and Values

The difference between actual and desired values and behaviors is called a:

High performance cultures incorporate the following values EXCEPT: