73) Aggressiveness is one of the seven primary characteristics that capture the essence of an
organization’s culture. It indicates the degree to which employees are encouraged to be
innovative and take risks.
74) Attention to detail indicates the degree to which management focuses on results or outcomes
rather than on the techniques and processes used to achieve them.
75) Subcultures act to undermine the dominant culture.
76) If organizations were composed only of numerous subcultures, organizational culture as an
independent variable would be significantly more powerful.
77) A strong culture creates an internal climate of high behavioral control.
78) A strong culture tends to reduce employee turnover.
79) Today’s trend toward decentralized organizations makes it easier to establish a strong culture.
80) In virtual organizations, it is difficult to establish a common set of norms.
81) A strong culture tends to be a liability for an organization when its environment is
undergoing rapid change.
82) In the socialization process, the period of learning that occurs before a new employee joins
an organization is termed the encounter stage.
83) During the metamorphosis stage of the socialization process, a new employee compares her
expectations—about the job, co-workers, the boss, and the organization in general—with the
reality in the organization.
84) Serial socialization is characterized by the use of role models who train and encourage the
newcomer.
85) Apprenticeship and mentoring programs are examples of random socialization.
86) Formal socialization involves putting the new employee directly into the job, with little or no
special attention.
87) The more management relies on formal, collective, sequential, fixed, and serial socialization
programs and emphasizes divestiture, the more likely newcomers’ differences will be stripped
away and replaced by standardized predictable behaviors.
88) Material symbols convey to employees the degree of egalitarianism that is desired by top
management.
89) An organizational culture that encourages its managers for engaging in severe competition
and discourages them from taking risks and innovating, is most likely to shape high ethical
standards among its members.
90) Organizational cultures often reflect national cultures.
91) What are the seven prime characteristics that capture the essence of an organization’s
culture?
92) Compare and contrast dominant culture and subculture.
93) Describe the significant characteristics of a strong culture.
94) Describe the functions of organizational culture.
95) Describe the various situations under which culture acts as a liability.
96) How does organizational culture develop?
97) Describe the significance of selection in the context of maintaining the organizational
culture.
98) Describe the three stages involved in the process of socialization.
99) Explain the primary methods of maintaining an organization’s culture.
100) What are the various ways in which the organizational culture can be transmitted to the
employees?
101) What can management do to create a more ethical culture within an organization?