Question 1

Changing Organisational Culture (Scenario)
Mary has been asked by the company chairman to change the organisational culture to reflect the company's new organisational goals.As chief executive officer, she certainly understands the goals but is really not sure she understands what to do about the culture.
-Refer to Changing Organisational Culture (Scenario).Mary was surprised to find that most organisational culture strengths are ________.
A)weak
B)weak to moderate
C)moderate to strong
D)strong
E)very strong

Accepted Answer

Organisational culture strengths are typically moderate to strong because they are deeply ingrained and can significantly influence employee behavior and the overall performance of the organization.

Question 2

The degree to which work is organised around teams rather than individuals is associated with ________.
A)people orientation
B)outcome orientation
C)team orientation
D)aggressiveness
E)stability

Accepted Answer

Organising work around teams indicates a team-oriented approach, as opposed to an individual-oriented approach.

Question 3

In a short essay, identify and define the seven dimensions that make up an organisation's culture.

Accepted Answer

The answer of In a short essay, identify and define...

Question 4

Corporate Takeover (Scenario)
Todd works for Enviro Tech, an environmental consulting firm that has just been purchased by Zerex Ltd, a biomedical research organisation.Based on his early encounters with the new upper management from Zerex, he feels that Enviro is a 'lower-key', 'friendlier' organisation.He is concerned that this company's old culture will be eliminated by the new company and he does not like the prospects.
-Refer to Corporate Takeover (Scenario).Todd notices that management is very concerned with the effects of outcomes on people within the organisation.This is referred to as ________.
A)stability
B)aggressiveness
C)team orientation
D)outcome orientation
E)people orientation

Accepted Answer

Todd notices that management is concerned with the effects of outcomes on people within the organization, indicating a people orientation. This means that the new upper management is likely to prioritize the well-being and satisfaction of employees, which may be a departure from Enviro Tech's previous culture.

Question 5

Organisational stories typically contain a narrative of significant events.

Accepted Answer

Organisational stories often describe important events or incidents that have shaped the culture, values, or history of a company. These events may include successes, failures, crises, or turning points that are relevant to the organisation's identity and purpose. By telling stories about these events, organisations can communicate their values, goals, and strategies to employees, customers, investors, and other stakeholders, and create a shared sense of meaning and purpose.

Question 6

Changing Organisational Culture (Scenario)
Mary has been asked by the company chairman to change the organisational culture to reflect the company's new organisational goals.As chief executive officer, she certainly understands the goals but is really not sure she understands what to do about the culture.
-Refer to Changing Organisational Culture (Scenario).Mary asked employees if they knew what constituted 'good employee behaviour'.She found that very few understood and most had a variety of ideas.This is one indication ________.
A)that her company has a strong culture
B)that her company has a weak culture
C)that her company has no culture
D)that her company must have high turnover
E)that her company must not be productive

Accepted Answer

The fact that very few employees understood what constituted 'good employee behaviour' indicates that the company has a weak culture. If the company had a strong culture, it would be evident that employees have a clear understanding of what is expected of them in terms of behavior and values.

Question 7

In a short essay, define 'organisational culture' and discuss the three implications of culture as discussed in the textbook.

Accepted Answer

The answer of In a short essay, define 'organisational culture'...

Question 8

Corporate Takeover (Scenario)
Todd works for Enviro Tech, an environmental consulting firm that has just been purchased by Zerex Ltd, a biomedical research organisation.Based on his early encounters with the new upper management from Zerex, he feels that Enviro is a 'lower-key', 'friendlier' organisation.He is concerned that this company's old culture will be eliminated by the new company and he does not like the prospects.
-Refer to Corporate Takeover (Scenario).Todd is concerned with the degree to which manager's focus on results or outcomes rather than techniques and processes used to achieve those outcomes.He is concerned with ________.
A)stability
B)aggressiveness
C)team orientation
D)outcome orientation
E)people orientation

Accepted Answer

Todd's concern indicates that he is worried about the new company's focus on achieving results or outcomes instead of valuing the techniques and processes used to achieve those results. This reflects an outcome-oriented culture, which is characterized by prioritizing results and performance over other factors.

Question 9

Corporate Takeover (Scenario)
Todd works for Enviro Tech, an environmental consulting firm that has just been purchased by Zerex Ltd, a biomedical research organisation.Based on his early encounters with the new upper management from Zerex, he feels that Enviro is a 'lower-key', 'friendlier' organisation.He is concerned that this company's old culture will be eliminated by the new company and he does not like the prospects.
-Refer to Corporate Takeover (Scenario).Todd has been learning the seven dimensions of organisational culture.Which of the following is NOT one of those seven dimensions?
A)stability
B)aggressiveness
C)team orientation
D)outcome orientation
E)member orientation

Accepted Answer

Member orientation is not listed among the seven dimensions of organizational culture, which typically include stability, aggressiveness, team orientation, outcome orientation, among others.

Question 10

Corporate Takeover (Scenario)
Todd works for Enviro Tech, an environmental consulting firm that has just been purchased by Zerex Ltd, a biomedical research organisation.Based on his early encounters with the new upper management from Zerex, he feels that Enviro is a 'lower-key', 'friendlier' organisation.He is concerned that this company's old culture will be eliminated by the new company and he does not like the prospects.
-Refer to Corporate Takeover (Scenario).Todd is assessing the organisation's ________, the degree to which organisational activities emphasise maintaining the status quo in contrast to growth.
A)stability
B)aggressiveness
C)team orientation
D)outcome orientation
E)people orientation

Accepted Answer

Todd is assessing whether the organisation's culture places emphasis on maintaining the status quo or growth. This relates to stability, which refers to an organisation's degree of resistance to change or preference for stability over growth. Todd's concern that the new company will eliminate the old culture suggests that he perceives Enviro Tech as having a culture that emphasises stability. Therefore, Todd is assessing the organisation's stability.

Question 11

Changing Organisational Culture (Scenario)
Mary has been asked by the company chairman to change the organisational culture to reflect the company's new organisational goals.As chief executive officer, she certainly understands the goals but is really not sure she understands what to do about the culture.
-Refer to Changing Organisational Culture (Scenario).Mary also found out that in order to build a strong new culture, she should do all but which of the following?
A)utilise their recruitment efforts
B)develop socialisation practices to build culture
C)encourage a high turnover rate
D)have management make explicit what is valued in the organisation
E)encourage employee commitment to organisational values

Accepted Answer

Encouraging a high turnover rate is not a recommended approach to changing organisational culture. It is important to retain valuable employees and build a strong culture around their shared values and beliefs. Therefore, Mary should utilize their recruitment efforts to attract individuals who share the company's goals and values, develop socialization practices, have management make explicit what is valued in the organisation and encourage employee commitment to organisational values.

Question 12

A good example of an organisational story is the graduation ceremony that is used in all Australian Universities.

Accepted Answer

An organizational story typically refers to narratives shared within an organization that capture its values, traditions, or cultural norms. A graduation ceremony, while a significant event, is more of an institutional tradition common to many educational institutions worldwide, rather than a unique story that reflects the specific culture or values of an organization.

Question 13

The degree to which management's decision-making takes into consideration the effect of outcomes on people within the organisation describes which characteristic of organisational culture?
A)people orientation
B)outcome orientation
C)team-orientation
D)aggressiveness
E)stability

Accepted Answer

The characteristic of organisational culture that describes the degree to which management's decision-making takes into consideration the effect of outcomes on people within the organisation is people orientation. This means that the organisation values and prioritises its employees and their well-being, and considers their needs and interests when making decisions.

Question 14

'Rituals' are repetitive sequences of activities that express and reinforce key values of an organisation.

Accepted Answer

Rituals are indeed repetitive activities that reflect and strengthen the core values of an organization. Examples of rituals could be daily team huddles, quarterly town hall meetings, or annual employee recognition events.

Question 15

An organisation's founder has little influence on its culture.

Accepted Answer

An organisation's founder plays a significant role in shaping its culture, especially in the early stages. The founder's values, vision, and leadership style directly impact the organisation's culture and can influence how employees behave, interact, and make decisions. However, the founder's influence on the culture may diminish over time as the organisation grows and new leaders take charge.

Question 16

Corporate Takeover (Scenario)
Todd works for Enviro Tech, an environmental consulting firm that has just been purchased by Zerex Ltd, a biomedical research organisation.Based on his early encounters with the new upper management from Zerex, he feels that Enviro is a 'lower-key', 'friendlier' organisation.He is concerned that this company's old culture will be eliminated by the new company and he does not like the prospects.
-Refer to Corporate Takeover (Scenario).If you were talking with Todd and asked him what the term 'culture' meant, he would reply that, basically, it is ________.
A)the formal rules of an organisation
B)the nationality of the workers in the company
C)a system of shared values, principles, traditions and practices
D)a system that reflects diversity and respect for differences
E)the nonverbal behaviours in an organisation

Accepted Answer

Culture refers to a system of shared values, principles, traditions, and practices within an organization. It includes the attitudes, beliefs, customs, and behaviors that characterize an organization and guide its interactions with employees, customers, and other stakeholders. Culture is an important aspect of organizational identity and can impact the success of a company. Todd is concerned that the culture of his company will be eliminated by the new owners, making it a less friendly and welcoming place to work.

Question 17

The degree to which management focuses on results or outcomes rather than the techniques and processes used to achieve those outcomes describes which characteristic of organisational culture?
A)people orientation
B)outcome orientation
C)team-orientation
D)aggressiveness
E)stability

Accepted Answer

Outcome orientation describes a focus on achieving results rather than the methods used to achieve them. This can be seen in management's emphasis on meeting goals and objectives rather than the specific techniques or procedures used to achieve them.

Question 18

Organisations in which the key values are intensely held and widely shared have ________ cultures.
A)emerging
B)aggressive
C)weak
D)strong
E)assertive

Accepted Answer

Strong cultures are characterized by intense and widely shared key values, beliefs, behaviors, and practices within an organization. These values and beliefs are deeply embedded in the organization's identity, and employees tend to have a strong sense of commitment and loyalty to the organization. Strong cultures are also known for their consistency, stability, and resistance to change.

Question 19

The degree to which employees are encouraged to take risks is associated with ________.
A)people orientation
B)outcome orientation
C)innovation
D)aggressiveness
E)stability

Accepted Answer

Encouraging employees to take risks is associated with fostering a culture of innovation, where employees are willing to try new ideas and approaches without fear of failure. This can lead to new products, processes, and solutions that can give a company a competitive edge.

Question 20

Most organisations have ________ cultures.
A)very weak
B)weak to moderate
C)moderate
D)moderate to strong
E)strong to very strong

Accepted Answer

Most organizations have moderate to strong cultures, meaning that there is a shared set of values, beliefs, and behaviors that are embraced by the majority of employees. While there may be some variation within the culture, there is a clear sense of identity and purpose that guides the organization's actions and decisions. Very weak or weak to moderate cultures may indicate a lack of cohesion or direction, while strong to very strong cultures may border on being rigid or resistant to change.

Quiz 3: Managing the External Environment and Organisational Culture

The degree to which work is organised around teams rather than individuals is associated with ________.

In a short essay, identify and define the seven dimensions that make up an organisation's culture.

Organisational stories typically contain a narrative of significant events.

In a short essay, define 'organisational culture' and discuss the three implications of culture as discussed in the textbook.

A good example of an organisational story is the graduation ceremony that is used in all Australian Universities.

The degree to which management's decision-making takes into consideration the effect of outcomes on people within the organisation describes which characteristic of organisational culture?

'Rituals' are repetitive sequences of activities that express and reinforce key values of an organisation.

An organisation's founder has little influence on its culture.

The degree to which management focuses on results or outcomes rather than the techniques and processes used to achieve those outcomes describes which characteristic of organisational culture?

Organisations in which the key values are intensely held and widely shared have ________ cultures.

The degree to which employees are encouraged to take risks is associated with ________.

Most organisations have ________ cultures.