Chapter 10: Organizational Culture – Flashcards

1. What is the pattern of shared meaning within an organization? a. the organizational chart b. organizational culture c. dominant culture d. stories e. a belief system

2. In its simplest sense, organizational culture a. determines what computer systems are to be employed. b. determines the best customers to be selected for the company. c. represents the core beliefs and values of managers and employees. d. represents the basis on which physical facilitates are changed. e. represents and focuses upon the shareholders.

3. Which of the following is outside the typical characteristics of organizational culture? a. attention to detail b. innovation c. management orientation d. team orientation e. people orientation

4. Which of the following is one of the seven characteristics that make up an organization's culture? a. department formalization b. institutionalization c. reward complexity d. outcome orientation e. beliefs and values

5. The key characteristic of organizational culture that addresses the degree to which management decisions consider the effect of outcomes on people within the organization is termed a. innovation. b. attention to detail. c. outcome orientation. d. people orientation. e. stability.

6. Observing the physical surroundings, characterizing the style of those working, and examining the degree of formalization of rules and regulations are all ways to a. get a job at an organization. b. change the culture of an organization. c. ―read‖ the culture of an organization. d. reduce barriers to change. e. increase barriers to change.

7. Which of the following is not consistent with the definition of a ritual? a. stories b. sequence of activities c. repetition d. key values e. identifies important people

8. Repetitive sequences of activities that express and reinforce the key values of the organization, identify important goals and people are referred to as a. stories. b. rituals. c. material symbols. d. cultural typologies. e. perceptions and values.

9. The most compelling way that employees learn organizational culture is through a. material symbols. b. role models. c. colleagues. d. mentors. e. adjustment.

10. Which of the following terms is not typically associated with a strong organizational culture? a. core values b. vacillating beliefs c. widely shared values d. intensely held values e. highly influential

11. It is obvious to Betty what goals are important, which people are important, and which people are expendable from the repetitive sequences of activities that are visible to all. She is observing the company's a. artifacts. b. beliefs. c. rituals. d. material symbols. e. stories.

12. It was clear to Quinn the his new company made a clear distinction between executives and employees; executives had large corner offices and quite a number of special perks, including an executive dining room. He is making an observation about the company's a. stories. b. artifacts. c. rituals. d. material symbols. e. language.

13. Cultures where the core values are intensely held and widely shared are termed a. fortresses. b. subcultures. c. strong cultures. d. institutionalized. e. formalized.

14. The organizational culture of the Ordnon Corporation is totally ingrained with a high degree of intensity; the climate of the company thus is one of high behavioural control. Ordnon's culture is a a. dominant culture. b. strong culture. c. subculture. d. management-based culture. e. value-added culture.

15. A strong culture will have the greatest impact on which of the following? a. productivity b. absence c. turnover d. satisfaction e. goal achievement

16. SCENARIO 10-1 Nunya is a computer software company that employs highly intelligent but somewhat unusual people. Every Friday, free lollipops are given out to encourage employees to remember how creative they were when they were children. At the beginning of each quarterly executive meeting, employees are reminded that the founders were three young people who ―got lucky‖ and sold a video game that they invented. Employees are allowed to dress in blue jeans and can set their own working hours. By retelling how the company got started at each quarterly meeting, the company is using which kind of artifact? a. stories b. material symbols c. language d. handbooks e. rituals

17. SCENARIO 10-1 Nunya is a computer software company that employs highly intelligent but somewhat unusual people. Every Friday, free lollipops are given out to encourage employees to remember how creative they were when they were children. At the beginning of each quarterly executive meeting, employees are reminded that the founders were three young people who ―got lucky‖ and sold a video game that they invented. Employees are allowed to dress in blue jeans and can set their own working hours. Lollipop day is an example of a a. story. b. ritual. c. material symbol. d. symbolic food. e. conformance to tradition.

18. SCENARIO 10-1 Nunya is a computer software company that employs highly intelligent but somewhat unusual people. Every Friday, free lollipops are given out to encourage employees to remember how creative they were when they were children. At the beginning of each quarterly executive meeting, employees are reminded that the founders were three young people who ―got lucky‖ and sold a video game that they invented. Employees are allowed to dress in blue jeans and can set their own working hours. Dressing down is an example of a a. story. b. ritual. c. material symbol. d. symbolic act. e. fashion statement.

19. Jobba just joined an organization, and was impressed that the organizational culture was consistent - what he saw, heard and felt when in the office was all the same. Jobba was reading the culture through its a. beliefs. b. assumptions. c. artifacts. d. values. e. stability.

20. Tom's organizational culture was very strong in terms of the taken-for-granted notions of how things should be. The culture is exhibited through its a. beliefs. b. assumptions. c. artifacts. d. values. e. stability.

21. If an organization's core values are shared and acted upon by the majority of its members, the organization exhibits what type of culture? a. Dominant. b. Ritualistic. c. Artifact. d. Materialistic. e. Mercenary.

22. Ron was struck by the fact that everyone in his new organization seemed to clearly understand how objects and ideas of interest fit together for the organization. The organization's culture is exhibited through its a. beliefs. b. assumptions. c. artifacts. d. values. e. stability.

23. It was obvious to Sharon when she arrived for her first day of work that the company knew what it stood for and what was important to it. The company mission clearly stated ―integrity was paramount in all relationships, including relationships with the environment and the community‖. The organization's culture is exhibited through its a. beliefs. b. assumptions. c. artifacts. d. values. e. stability.

24. Tonya was amazed that the people in her new company identified much more with their own department than they did with the organization as a whole. This would mean each department likely has its own a. subculture. b. artifacts. c. assumptions. d. bargaining zone. e. socialization.

25. Integrity, fairness and harmony are the three most important concepts that stand above all others at Yanni's organization. These are known as its a. beliefs. b. mission. c. core values. d. subcultures. e. dominant culture.

26. Which of the following expresses the core values shared by a majority of the organization's members? a. dominant culture b. subculture c. strong culture d. personal morality e. ethics

27. The frustrating aspect to Peter about his new organization was the degree to which it emphasized maintaining the status quo. Which of the following characteristics of organizational culture does this reflect? a. outcome orientation. b. aggressiveness. c. people orientation. d. stability. e. team orientation.

28. The dominant culture is a. the sum of the subcultures. b. the culture of the industry leader. c. synonymous with the organization's culture. d. the degree of sharedness. e. management's perception about the organization.

29. SCENARIO 10-2 Masterson College is a small liberal arts women's college in North Carolina. The founders of the college were Baptist and were committed to the idea that a liberal arts education was the best preparation for life-long learning. Within the last two decades, the business department has become one of the larger departments on campus. The faculty of the business department are committed to liberal arts education but are also committed to finding employment for their graduates. The belief in a liberal arts education is part of the a. subculture of the business department. b. weak culture. c. dominant culture. d. mission statement. e. business plan of the business department.

30. SCENARIO 10-2 Masterson College is a small liberal arts women's college in North Carolina. The founders of the college were Baptist and were committed to the idea that a liberal arts education was the best preparation for life-long learning. Within the last two decades, the business department has become one of the larger departments on campus. The faculty of the business department are committed to liberal arts education but are also committed to finding employment for their graduates. The commitment to finding employment for graduates is part of the a. subculture of the business department. b. weak culture. c. dominant culture. d. mission statement. e. instructional plan.

31. SCENARIO 10-2 Masterson College is a small liberal arts women's college in North Carolina. The founders of the college were Baptist and were committed to the idea that a liberal arts education was the best preparation for life-long learning. Within the last two decades, the business department has become one of the larger departments on campus. The faculty of the business department are committed to liberal arts education but are also committed to finding employment for their graduates. The business department holds some unique values in addition to the ________ of the dominant culture. a. core values b. weak values c. formalization d. holistic values e. social values

32. The ultimate source of an organization's culture is a. top management. b. the selection process. c. the country in which it operates. d. its founders. e. the business planning process.

33. Rava was going through an orientation process whose goal was to ensure that she adapted to her new organization's culture. This process is known as a. osmosis. b. assimilation. c. socialization. d. indoctrination. e. brainwashing.

34. After working for her new company for a few weeks, Sheila was disillusioned because what she was told at the outset about the company did not seem to match with reality. She was at which stage of the socialization process? a. prearrival. b. encounter. c. metamorphosis d. osmosis. e. disappointment.

35. Slowly but surely, Kevin is adjusting to his new work group's values and norms. Kevin is at which stage of the socialization process? a. prearrival b. encounter c. metamorphosis d. osmosis e. disappointment

36. Zelda was struck by just how fiercely goal-focused her new work group was and how intent it was on destroying the competition. Zelda is unsure whether she can agree with these beliefs and attitudes. Zelda is likely in which stage of the socialization process? a. prearrival. b. encounter. c. metamorphosis. d. osmosis. e. disappointment

37. Rohit thought he would really fit in with his new organization since everyone seemed to be individualistic like him. He could hardly wait for Monday, his first day on the job. Rohit is likely in which stage of the socialization process? a. prearrival. b. encounter. c. metamorphosis. d. osmosis. e. disappointment

38. Cam was happy with his promotion, but sad to be leaving his work group; his current work group gets along well and had a strong focus on goal achievement in the time he has worked with them. Cam is likely in which stage of the socialization process in the job he is leaving? a. prearrival. b. encounter. c. metamorphosis. d. osmosis. e. disappointment

39. Diane's four years as a student studying business had included a co-op experience at a local oil company that was four months long. Diane didn't get paid during her co-op term, but she did hope that other employees would value it when she began job hunting. Diane is in which stage of the socialization process? a. prearrival. b. encounter. c. metamorphosis. d. osmosis. e. disappointment

40. Which of the following is not identified as a force that sustains organizational culture? a. training of employees and management b. actions of senior executives c. career development activities d. performance evaluation criteria e. stakeholder equity

41. The selection process helps sustain the organization's culture by a. establishing norms. b. ensuring a proper match of personal and organizational values. c. socializing the applicant. d. providing training and career development guidelines. e. establishing a comprehensive orientation program.

42. The selection process helps candidates learn about the organization, and if they perceive an incompatibility between their values and those of the organization, they can a. wait until they are hired to change the organization. b. express their concerns at the time of the interview. c. enlighten the organization as to appropriate changes. d. self-select themselves out of the applicant pool. e. inform the organization about its incongruent value system.

43. How does ―top management‖ impact an organization's culture? a. establishing norms that filter down through the organization b. ensuring a proper match of personal and organizational values c. socializing the applicant d. providing appropriate training e. maintaining traditions of past practices

44. The process that adapts employees to the organization's culture is called a. indoctrination. b. orientation. c. socialization. d. confirmation. e. formalization.

45. Which of the following is inconsistent with the process of socialization? a. learning that occurs before joining the organization b. gauging the personalities in your department c. learning skills required for the job d. learning role behaviour e. making new employees change their previously held personal value systems

46. The stage in socialization that encompasses all the learning that occurs before a new member joins the organization is called a. prearrival. b. encounter. c. metamorphosis. d. orientation. e. job training.

47. The correct order for the stages of the socialization process is a. prearrival, metamorphosis, encounter. b. encounter, prearrival, metamorphosis. c. metamorphosis, encounter, prearrival. d. prearrival, encounter, metamorphosis. e. metamorphosis, prearrival, encounter.

48. When the employee compares his or her expectations to organizational reality, which stage of socialization is he or she experiencing? a. prearrival b. encounter c. metamorphosis d. orientation e. reality check

49. If there is a basic conflict between the individual's expectations and the organization's expectations, the employee is most likely to be disillusioned and quit during which stage? a. prearrival b. anxiety c. encounter d. metamorphosis e. adjustment

50. The key socialization stage in changing employee attitudes and behaviour takes place during a. prearrival. b. anxiety. c. encounter. d. metamorphosis. e. reality check.

51. The time when a new employee sees what the organization is really like and realizes that expectations and reality may diverge is called a. encounter stage. b. exploration stage. c. establishment stage d. metamorphosis stage. e. smoothing stage.

52. Which of the following socialization processes is best matched with apprenticeships? a. collective b. informal c. divestiture d. serial e. random

53. The more a new employee is segregated from the ongoing work setting and differentiated in some way to make explicit his newcomer's role, the more ________ socialization is. a. formal b. informal c. individual d. fixed e. variable

54. An identical set of socialization experiences for all employees, the boot camp experience, is an example of which type of socialization? a. individual b. collective c. informal d. random e. formal

55. Use of role models to train and encourage newcomers is characteristic of which entry socialization option? a. investiture b. fixed c. serial d. random e. divestiture

56. Which type of socialization assumes the newcomer's qualities and qualifications are the necessary ingredients for job success? a. investiture b. fixed c. formal d. serial e. divestiture

57. SCENARIO 10-3 Jester Corporation has a training program for all new managers. They spend three weeks in a formal classroom setting with other new managers and are then assigned a mentor. Only MBA's are hired for management jobs, since this is believed to be the level of qualification necessary for job success. Jester's Corporation's socialization program appears to be a. informal. b. individualized. c. serial. d. divestiture. e. formal.

58. SCENARIO 10-3 Jester Corporation has a training program for all new managers. They spend three weeks in a formal classroom setting with other new managers and are then assigned a mentor. Only MBA's are hired for management jobs, since this is believed to be the level of qualification necessary for job success. The new managers are on a(n) ________ time schedule. a. fixed b. variable c. random d. individual e. collective

59. SCENARIO 10-3 Jester Corporation has a training program for all new managers. They spend three weeks in a formal classroom setting with other new managers and are then assigned a mentor. Only MBA's are hired for management jobs, since this is believed to be the level of qualification necessary for job success. When a mentor is assigned, the socialization process is a. formal. b. collective. c. investiture. d. serial. e. individual.

60. According to the socialization model, the stage when a new employee adjusts to his or her work group's values and norms is called a. commitment. b. encounter. c. prearrival. d. metamorphosis. e. consensus.

61. SCENARIO 10-4 You are new to an organization and do not really know what to expect about the socialization process. You are a recent MBA and have an undergraduate degree in computer science. Your new firm is a software development company with an emphasis on the health care industry. Prior to entry to the organization your business attitudes and behaviours were formed in your educational experiences. This stage of socialization is termed a. education stage. b. prearrival stage. c. encounter stage. d. metamorphosis stage. e. alignment stage.

62. SCENARIO 10-4 You are new to an organization and do not really know what to expect about the socialization process. You are a recent MBA and have an undergraduate degree in computer science. Your new firm is a software development company with an emphasis on the health care industry. The stage in which you have become comfortable with the organization and are ready to question and change some of the organizational practices is termed a. education stage. b. prearrival stage. c. encounter stage. d. metamorphosis stage. e. dismantling stage.

63. SCENARIO 10-4 You are new to an organization and do not really know what to expect about the socialization process. You are a recent MBA and have an undergraduate degree in computer science. Your new firm is a software development company with an emphasis on the health care industry. You quickly find you are comfortable with the expectations of your co-workers, boss and the organization in general; your expectations are affirmed. Your stage of socialization is called a. social facilitation stage. b. prearrival stage. c. encounter stage. d. metamorphosis stage. e. replacement stage.

64. Good selection processes sustain organizational culture by identifying and hiring individuals who have the knowledge, skills, abilities and a. flexibility. b. sociability. c. values. d. adaptability. e. demographics.

65. Four distinct strategies that managers can use to create an ethical culture are provide a. audits, role models, rewards and training. b. role models, training rewards and proactive mechanisms. c. assimilation, audits, rewards and training. d. culture, rituals, rewards and proactive mechanisms. e. artifacts, rewards, proactive mechanisms and role models.

66. Positive organizational cultures include the following characteristics a. networks rather than bureaucracies b. rewards rather than punishments c. stability rather than growth d. solidarity rather than individualism e. communal rather than individualistic

67. Your boss does not seem to care about you career and professional aspirations; he treats you as a tool or unit in the organization. His practices will not create an organizational culture of a. vitality and growth. b. role models. c. metamorphosis. d. serial and investiture. e. collective and divestiture.

68. Which of the following is inconsistent with creating an ethical culture? a. ethical role models b. ethical expectations c. punish unethical behaviour d. ethical training e. ignore ethical behaviour

69. Culture is most likely to be a liability when a. it increases consistency of behaviour. b. the environment is dynamic. c. management is incompetent. d. ethical behaviour is a focus. e. culture is never a liability.

70. Consistency of behaviour is an asset to an organization when it faces a. a dynamic environment. b. an unknown environment. c. a stable environment. d. massive changes. e. major organizational restructuring.

71. Culture is a liability in all of the following except when a. shared values will not further the organization's effectiveness. b. hiring diverse employees. c. it creates a barrier to a merger. d. it increases the acceptable range of values and styles. e. it makes an acquisition decision difficult.

72. Examining differences in vision, values , structure, management practices, and behaviour before a merger takes place is known as a. groupthink. b. due diligence. c. a bicultural audit. d. a cultural barrier. e. a diversity check.

73. Khalid's company was recently acquired by another that appeared to have a very strong organizational culture compared to that of his own. The best approach to merging the cultures would be a. assimilation. b. separation. c. integration. d. groupthink. e. community.

74. Mike has observed that the shared values of his work group are good, but they do not seem to agree with those that would further the organization's effectiveness. In this case, culture is a barrier to a. diversity. b. mergers. c. acquisitions. d. change. e. promotion.

75. Ted's company recently merged with another company. There is little overlap in the industries in which the two companies operate. The best approach to merging the cultures would be a. assimilation. b. separation. c. integration. d. groupthink. e. community.

76. Raghib's company just merged with another, and it was clear that both organizational cultures needed improvement. The best approach to merging the cultures would be a. assimilation. b. separation. c. integration. d. groupthink. e. community.

77. SCENARIO 10-5 The Young Woman's Club of Williams has been operating for seventy-five years as an organization which supports women who stay at home. This group has always held classes in cooking, sewing, and child rearing. The group has always been comprised of upper middle-class women from the small town of Williams. As the area has grown, many people have moved to Williams and commute to Capital City, just fifteen miles away. There is a possibility that the culture of the Young Woman's Club of Williams will be a. a barrier to forthcoming change. b. helpful for meeting the needs of a diverse society. c. embraced by all the newcomers. d. strengthened by the newcomers. e. supportive of the changing demographic environment.

78. SCENARIO 10-5 The Young Woman's Club of Williams has been operating for seventy-five years as an organization which supports women who stay at home. This group has always held classes in cooking, sewing, and child rearing. The group has always been comprised of upper middle-class women from the small town of Williams. As the area has grown, many people have moved to Williams and commute to Capital City, just fifteen miles away. The culture of the Young Woman's Club does not appear to be a. strong and influential. b. helpful in reducing ambiguity for current members. c. a liability to change. d. equipped to accommodate newcomers with a different social orientation. e. supporting traditional values.

79. SCENARIO 10-5 The Young Woman's Club of Williams has been operating for seventy-five years as an organization which supports women who stay at home. This group has always held classes in cooking, sewing, and child rearing. The group has always been comprised of upper middle-class women from the small town of Williams. As the area has grown, many people have moved to Williams and commute to Capital City, just fifteen miles away. The culture of the Young Woman's Club will be a liability if a. newcomers embrace it. b. it does not further the organization's effectiveness. c. it reduces ambiguity. d. it enhances social-system stability. e. it diversifies services.

80. SCENARIO 10-6 Security in electronic transactions in the banking, communications and data exchange industry is still a major problem despite new technological advances. Many transactions are subject to misuse, and the Internet has certainly suffered more than its fair share of abuse and eavesdropping. Jennifer Barr, CEO of cTech Group, is in the business of developing hardware and software aimed directly at improving computer security. The company is based in eastern Canada with a few branches in the U.S. Part of Barr's biggest problem is convincing people that their systems are secure. It is difficult to establish a confidence level within existing and potential customers that transmission of highly sensitive data can actually be very secure; customers like to have consistency of project managers and customer service personnel and this seems to be helpful in boosting customer confidence. The company manufactures hardware in the form of stand-alone devices and plug-in boards, depending upon the application and type of computers being used. Corresponding software is custom-designed for mainstream clients such as banks, financial institutions, the Internet and others who deal with data transmission and receiving. cTech is about eight years old and has achieved its reputation through hard work and dedicated effort. Jennifer's position is that the company should make substantial profits while maintaining a strong social presence in the business community. Openness, ethical business practices, empowerment, environmental concern and planned giving programs are hallmarks of the company. Despite this, the company is experiencing some stress in hiring and turnover. Some of the practices that are contributing to people leaving and new people not accepting jobs include: (1) The stringent work ethic expecting employees to routinely work a 12-hour day. (2) The achievement orientation of the organizations has become a ―survival of the fittest‖ attitude, and for new employees there is little opportunity for training and mentoring. (3) Personal and social life is not supported by work practices. (4) The need to balance family life with the work situation is not recognized. There is a serious shortage of individuals who are both qualified and available to take a job in the company. Potential employees are careful in selecting a company to work for and they have many opportunities as their skills are in demand. In what way is cTech's organizational culture a liability? a. the business and cultural background the founders established is no longer relevant b. the formal rules and regulations around the workplace are not flexible c. the culture is entrenched and is no longer appropriate to a changing environment d. the culture is not supportive to mergers and acquisitions e. the kind of benefits that employees receive at cTech are not legal

81. SCENARIO 10-6 Security in electronic transactions in the banking, communications and data exchange industry is still a major problem despite new technological advances. Many transactions are subject to misuse, and the Internet has certainly suffered more than its fair share of abuse and eavesdropping. Jennifer Barr, CEO of cTech Group, is in the business of developing hardware and software aimed directly at improving computer security. The company is based in eastern Canada with a few branches in the U.S. Part of Barr's biggest problem is convincing people that their systems are secure. It is difficult to establish a confidence level within existing and potential customers that transmission of highly sensitive data can actually be very secure; customers like to have consistency of project managers and customer service personnel and this seems to be helpful in boosting customer confidence. The company manufactures hardware in the form of stand-alone devices and plug-in boards, depending upon the application and type of computers being used. Corresponding software is custom-designed for mainstream clients such as banks, financial institutions, the Internet and others who deal with data transmission and receiving. cTech is about eight years old and has achieved its reputation through hard work and dedicated effort. Jennifer's position is that the company should make substantial profits while maintaining a strong social presence in the business community. Openness, ethical business practices, empowerment, environmental concern and planned giving programs are hallmarks of the company. Despite this, the company is experiencing some stress in hiring and turnover. Some of the practices that are contributing to people leaving and new people not accepting jobs include: (1) The stringent work ethic expecting employees to routinely work a 12-hour day. (2) The achievement orientation of the organizations has become a ―survival of the fittest‖ attitude, and for new employees there is little opportunity for training and mentoring. (3) Personal and social life is not supported by work practices. (4) The need to balance family life with the work situation is not recognized. cTech's high turnover rate indicates the organizational culture is a. strong and therefore difficult to change b. formal and therefore difficult to change c. flexible and therefore easier to change d. assimilated and therefore deeply held by each individual who stays at cTech e. weak and therefore easier to change.

82. Which of the following would not facilitate a change in culture? a. young organization b. small organization c. dramatic crisis d. strong culture e. weak culture

83. The organizational culture at Ed's organization is in need of improvement, as no one seems able to agree on what values are most important. The first step in changing the organizational culture should be to a. create new rituals. b. fire individuals who are part of current subcultures. c. change the reward system. d. set the tone through management behaviour. e. create new material symbols and stories.

84. When Edith joined her new organization, she was thrilled to discover that not only did it emphasize organizational effectiveness, but the growth of the individual as well. This is a characteristic of a a. normative culture. b. positive culture. c. unrealistic culture. d. communal culture. e. vainglorious culture.

85. An organization's culture is most likely to have high ethical standards if it is high in a. aggressiveness. b. risk tolerance. c. ethical training. d. protective mechanisms. e. role models.