Question 1

Which of the following values is most important to an organization's leaders?
A) The company's vision and strategy
B) Changes in the company
C) The nature of work
D) Expansion

Accepted Answer

The company's vision and strategy guide the direction of the organization and help determine its long-term success. Leaders must prioritize this value in order to make informed decisions and ensure that everyone in the organization is working towards a common goal. While the other values listed may also be important to leaders, they ultimately stem from and are influenced by the company's vision and strategy.

Question 2

Some values that seem to be important to many companies today, whatever the industry or type of culture, include open communication, teamwork, and quality.

Accepted Answer

These values have become increasingly popular in modern workplaces, as they promote collaboration, productivity, and positive company culture. Open communication encourages transparency and honesty, while teamwork fosters synergy and innovation. Quality is also a key value, as it reflects a commitment to excellence and customer satisfaction.

Question 3

The visible level of corporate culture refers to:
A) artifacts such as dress, office layout, and organizational ceremonies.
B) expressed values, underlying assumptions, and beliefs.
C) deeper values and shared understandings held by organizational members.
D) creativity and risk taking.

Accepted Answer

The visible level of corporate culture includes tangible aspects of the organization, such as office layout, dress, and ceremonies.

Answer: A and D 
 In addition to artifacts such as dress, office layout, and organizational ceremonies, creativity and risk-taking are also visible components of corporate culture. However, expressed values, underlying assumptions, and beliefs (B) and deeper values and shared understandings (C) are considered the hidden or unseen levels of organizational culture.

Question 4

Spiritual leaders establish a corporate culture based on:
A) self-motivation.
B) self-appraisal.
C) altruistic love.
D) competitiveness.

Accepted Answer

Spiritual leaders prioritize fostering a culture based on altruistic love, which prioritizes the well-being of others over self-interest. This goes beyond self-motivation and self-appraisal and is antithetical to competitiveness.

Question 5

External adaptation, a function of culture in organizations, means that culture helps organizational members develop a collective identity and know how to work together effectively.

Accepted Answer

External adaptation refers to how an organization responds and adjusts to the external environment, including how it achieves its goals, deals with outsiders, and responds to changes in the external context, not about developing a collective identity or knowing how to work together, which relates more to internal integration.

Question 6

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

Accepted Answer

A strong culture that does not encourage adaptation can lead to resistance to change and innovation, limiting the organization's ability to evolve and meet the ever-changing needs of the market. A weak culture, on the other hand, may lack a clear sense of direction and purpose, but it can be more open to change and new ideas. Therefore, a strong culture that resists change can be more damaging than a weak culture that is more adaptable.

Question 7

Leaders sometimes use slogans to express key corporate values but avoid using written public statements.

Accepted Answer

Leaders often use both slogans and written public statements to express key corporate values, as both methods are effective in communicating important messages to employees, customers, and stakeholders.

Question 8

____ is the process by which a person learns the values, norms, perspectives, and expected behaviors to participate in an organization.
A) Negotiation
B) Adaptation
C) Selection
D) Socialization

Accepted Answer

Socialization is the process of learning the values, norms, perspectives, and expected behaviors to participate in an organization. It involves the transmission of cultural and social knowledge from one generation of employees to the next, and it helps new employees understand the expectations and requirements of their new role. Socialization can be a formal or informal process, and it occurs over time as individuals become more familiar with their work environment and the people within it. Choices A, B, and C are not accurate descriptions of this process.

Question 9

Which of the following statements is true of a high-performance culture?
A) It discourages individual employee ownership of bottom-line results.
B) It is based on a solid organizational mission or purpose.
C) It fails to uphold cultural values.
D) It heavily relies on the rule of reciprocity.

Accepted Answer

A high-performance culture is based on a solid organizational mission or purpose. This provides a clear direction and sense of purpose for employees, which helps to align their efforts towards achieving the organization's goals. A high-performance culture encourages individual employee ownership of bottom-line results, upholds cultural values, and may rely on the rule of reciprocity, but these are not defining characteristics of such a culture.

Question 10

Axis Inc.'s mission statement is "Excellence through people." This is an example of a symbol.

Accepted Answer

A mission statement is a statement that outlines a company's purpose and objectives. It is not a symbol, which is a visual representation of an idea or concept.

Question 11

Competitiveness, aggressiveness, and personal initiative are values associated with the:
A) adaptability corporate culture.
B) achievement corporate culture.
C) involvement corporate culture.
D) consistency corporate culture.

Accepted Answer

Competitiveness, aggressiveness, and personal initiative are all traits associated with achievement-oriented cultures. These cultures prioritize individual achievement and reward employees who demonstrate a strong drive to succeed.

Question 12

An organization's culture may not always be in alignment with the needs of the external environment. This phenomenon is known as:
A) cultural diversity.
B) culture gap.
C) visible behavior.
D) clan culture.

Accepted Answer

Culture gap refers to situations when an organization's culture is not aligned with external or environmental changes. This causes a gap between what the organization is focused on and what is needed to effectively compete in the market.

Question 13

In the adaptability corporate culture, employees can make decisions to meet new needs.

Accepted Answer

In an adaptability culture, employees are encouraged to make decisions and take actions to meet new needs and challenges, rather than strictly following predetermined guidelines or procedures. This allows for greater flexibility and responsiveness to changes in the business environment.

Question 14

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

Accepted Answer

A spiritual leader is someone who guides and inspires others towards spiritual growth and fulfillment. They address their followers' higher-order needs, such as the need for membership in a community of like-minded individuals and the need for self-actualization or realizing one's full potential. This is typically done through teachings, rituals, and spiritual practices that help individuals connect with their inner selves and with a higher power or spiritual force.

Question 15

Culture gaps are usually minimal in the case of mergers.

Accepted Answer

Culture gaps are often a major challenge in the case of mergers as different organizations may have different values, beliefs, practices, and communication styles that can lead to misunderstandings and conflicts. It is important for companies to address these differences and work towards creating a shared culture and vision.

Question 16

In the involvement corporate culture, leaders tend to value reliability and emphasize order and discipline.

Accepted Answer

In an involvement corporate culture, leaders prioritize teamwork, participation, and consensus rather than order and discipline, which are more characteristic of a hierarchical corporate culture.

Question 17

Values and practices such as integrity, humility, respect, and personal reflection are considered as:
A) slogans.
B) cultural strengths.
C) spiritual ideals.
D) symbols.

Accepted Answer

The answer of Values and practices such as integrity, humility,...

Question 18

In the _____, leaders actively create change by encouraging and rewarding creativity, experimentation, and risk taking.
A) achievement corporate culture
B) adaptability corporate culture
C) consistency corporate culture
D) involvement corporate culture

Accepted Answer

The adaptability corporate culture encourages and rewards creativity, experimentation, and risk-taking, which actively creates change. This culture is focused on being flexible and adaptive to changing circumstances and market conditions, ensuring that the organization is able to evolve and succeed in a constantly changing world.

Question 19

Culture helps employees develop a collective identity and know how to work together effectively. This is called:
A) external adaptation.
B) internal integration.
C) cultural identity.
D) cultural harmony.

Accepted Answer

Internal integration refers to the ability of employees to work together effectively and develop a collective identity within the organization. Culture plays an important role in promoting internal integration by providing employees with shared values, beliefs, and norms that guide their behavior and interactions with each other. External adaptation refers to the ability of an organization to adapt to the external environment, while cultural identity and cultural harmony are related concepts, but do not directly address the issue of internal integration.

Question 20

At its most basic, culture is a pattern of shared assumptions and beliefs about how things are done in an organization.

Accepted Answer

Culture refers to the shared values, beliefs, behaviors, and artifacts that characterize a group or organization. A fundamental aspect of culture is the shared assumptions and beliefs about how things are done in that particular organization or group.

Quiz 14: Shaping Culture and Values

Which of the following values is most important to an organization's leaders?

Some values that seem to be important to many companies today, whatever the industry or type of culture, include open communication, teamwork, and quality.

The visible level of corporate culture refers to:

Spiritual leaders establish a corporate culture based on:

External adaptation, a function of culture in organizations, means that culture helps organizational members develop a collective identity and know how to work together effectively.

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

Leaders sometimes use slogans to express key corporate values but avoid using written public statements.

____ is the process by which a person learns the values, norms, perspectives, and expected behaviors to participate in an organization.

Which of the following statements is true of a high-performance culture?

Axis Inc.'s mission statement is "Excellence through people." This is an example of a symbol.

Competitiveness, aggressiveness, and personal initiative are values associated with the:

An organization's culture may not always be in alignment with the needs of the external environment. This phenomenon is known as:

In the adaptability corporate culture, employees can make decisions to meet new needs.

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

Culture gaps are usually minimal in the case of mergers.

In the involvement corporate culture, leaders tend to value reliability and emphasize order and discipline.

Values and practices such as integrity, humility, respect, and personal reflection are considered as:

In the _____, leaders actively create change by encouraging and rewarding creativity, experimentation, and risk taking.

Culture helps employees develop a collective identity and know how to work together effectively. This is called:

At its most basic, culture is a pattern of shared assumptions and beliefs about how things are done in an organization.