1. All organizations have a culture.
a.
True
b.
False
2. Organizational culture gives identity to an organization.
a.
True
b.
False
True
Easy
p. 359
MGMT.LUSS.16.10-01 – LO: 10–01
Conceptual
3. Culture is the aggregate of beliefs, norms, attitudes, values, assumptions, and ways of doing things that is shared by
members of an organization and taught to new members.
a.
True
b.
False
True
Easy
p. 359
MGMT.LUSS.16.10-01 – LO: 10–01
Conceptual
4. Organizational culture can provide internal unity by defining a normative order that serves as a source of consistent
behavior inside an organization.
a.
True
True
Moderate
MGMT.LUSS.16.10-01 – LO: 10–01
Conceptual
b.
False
5. Having the right culture does guarantee that an organization will respond quickly to rapidly changing environmental
conditions in the market place. There has to be a management-strategy fit for performance to be optimized.
a.
True
b.
False
False
Moderate
p. 361
MGMT.LUSS.16.10-01 – LO: 10–01
Conceptual
6. Culture has two important functions in that it creates external unity and helps the organization adapt to the internal
environment.
a.
True
b.
False
False
Easy
p. 360
MGMT.LUSS.16.10-01 – LO: 10–01
Conceptual
True
Easy
p. 360
MGMT.LUSS.16.10-01 – LO: 10–01
Conceptual
7. Culture is a social control mechanism.
a.
True
b.
False
8. The strength of any culture depends on the degree to which a set of norms and values are widely shared and strongly
held throughout the organization.
a.
True
b.
False
True
Easy
p. 362
MGMT.LUSS.16.10-02 – LO: 10–02
Conceptual
9. A strong culture is one that offers a variable values system that encourages employees’ freedom of expression through a
variety of behaviors.
a.
True
b.
False
False
Easy
p. 362
MGMT.LUSS.16.10-02 – LO: 10–02
Conceptual
10. Apecure Corporation is a company where managers, not employees are expected to know all of the answers to
True
Easy
MGMT.LUSS.16.10-01 – LO: 10–01
Conceptual
problems and is focused on primarily internal operations, ignoring changing external conditions. This is an example of
insular thinking.
a.
True
b.
False
11. Insular thinking is a common characteristic of high-performance cultures.
a.
True
b.
False
False
Easy
p. 362
MGMT.LUSS.16.10-02 – LO: 10–02
Conceptual
12. In a strong culture, many issues or problems get resolved along the lines of power.
a.
True
b.
False
False
Moderate
p. 362
MGMT.LUSS.16.10-02 – LO: 10–02
Conceptual
True
Moderate
p. 362
MGMT.LUSS.16.10-02 – LO: 10–02
Conceptual
13. Due to the highly politicized internal environment of a weak culture, unhealthy promotions and other career related
practices abound.
a.
True
b.
False
14. An organization’s culture is considered weak when it conducts its business according to clear and explicit set of
principles and values.
a.
True
b.
False
False
Easy
p. 363
MGMT.LUSS.16.10-02 – LO: 10–02
Conceptual
15. High-performance cultures are results-oriented and avoid risks.
a.
True
b.
False
False
Easy
p. 363
MGMT.LUSS.16.10-02 – LO: 10–02
Conceptual
True
Easy
p. 362
MGMT.LUSS.16.10-02 – LO: 10–02
Conceptual
16. In high-performance cultures, emphasis is placed on individual goal setting, and in low-performance cultures,
emphasis is place on linkages between reward systems and performance.
a.
True
b.
False
17. Organizations with strong cultures have an unmistakable profile that sets them apart from average performers. These
strong cultural attributes are firm-specific but easily replacated by other organizations.
a.
True
b.
False
False
Moderate
p. 363
MGMT.LUSS.16.10-02 – LO: 10–02
Conceptual
18. Another name for a culture that quickly adapts to environmental change rather than resists change is the organizational
learning culture.
a.
True
b.
False
True
Moderate
p. 365
MGMT.LUSS.16.10-03 – LO: 10–03
False
Moderate
p. 363
MGMT.LUSS.16.10-02 – LO: 10–02
Conceptual
19. Leaders have many different tools at their disposal for changing, modifying or sustaining culture. Some of these
actions are substantive while others are simply symbolic.
a.
True
b.
False
True
Moderate
p. 364
MGMT.LUSS.16.10-03 – LO: 10–03
Conceptual
20. Employees learn what is valued most in an organization by watching what attitudes and behaviors leaders pay
attention to and reward and whether the leaders’ own behavior matches the espoused values.
a.
True
b.
False
True
Easy
p. 366
MGMT.LUSS.16.10-03 – LO: 10–03
Conceptual
21. Top management of Mallon Corporation wants to communicate that it is committed to creating a new culture. The
strongest means of doing this is to replace old-culture members who are unwilling to change with a “new breed” of
employees.
a.
True
b.
False
True
Easy
p. 365
MGMT.LUSS.16.10-03 – LO: 10–03
Conceptual
22. Written statements have the advantage of explicitly stating the company’s position on ethical and moral issues, and
they serve as benchmarks for judging both company policies and actions and individual conduct.
a.
True
b.
False
True
Easy
p. 373
MGMT.LUSS.16.10-06 – LO: 10–06
Conceptual
23. Cooperative culture represents a leadership belief in active monitoring of the external environment for emerging
opportunities and threats.
a.
True
b.
False
False
Easy
p. 367
MGMT.LUSS.16.10-04 – LO: 10–04
Conceptual
24. A cooperative culture is the best organizational culture a company can have.
a.
True
b.
False
False
p. 366
MGMT.LUSS.16.10-04 – LO: 10–04
Conceptual
25. In an adaptive culture, management thinking is based on the belief that organizational success is influenced more by
events outside the organization than by internal factors.
a.
True
b.
False
True
Easy
p. 367
MGMT.LUSS.16.10-04 – LO: 10–04
Conceptual
26. The competitive culture represents a leadership belief in strong, mutually reinforcing exchanges and linkages between
employees and departments.
a.
True
b.
False
False
Easy
p. 367
MGMT.LUSS.16.10-04 – LO: 10–04
Conceptual
27. An organization with a competitive culture operates in a rapidly growing market environment where they focus on
introducing their product to the customer.
a.
True
b.
False
False
Moderate
Conceptual
28. In a bureaucratic culture, policies, beliefs, norms, and practices are all designed with one goal in mind – to encourage
cooperation, teamwork, power sharing and camaraderie among employees.
a.
True
b.
False
False
Moderate
p. 368
MGMT.LUSS.16.10-04 – LO: 10–04
Conceptual
29. The role of leadership in creating an ethical work environment applies primarily to larger corporations.
a.
True
b.
False
False
Easy
p. 371
MGMT.LUSS.16.10-06 – LO: 10–06
Conceptual
30. Authentic leaders have a deep sense of purpose and are true to their values, with the courage to tell their followers the
hard truths.
a.
True
b.
False
True
p. 367
MGMT.LUSS.16.10-04 – LO: 10–04
31. The United States and Japan are said to have individualistic cultures.
a.
True
b.
False
False
Moderate
p. 369
MGMT.LUSS.16.10-05 – LO: 10–05
Conceptual
32. A society with high uncertainty avoidance contains a majority of people who do not tolerate risk, avoid the unknown,
and are comfortable when the future is relatively predictable and certain.
a.
True
b.
False
True
Easy
p. 370
MGMT.LUSS.16.10-05 – LO: 10–05
Conceptual
33. In a high power-distance culture, leaders and followers interact on several levels as equals.
a.
True
b.
False
False
Easy
p. 374
MGMT.LUSS.16.10-07 – LO: 10–07
Conceptual
34. Because industrialized countries share similar national values, it would be appropriate for the United States to use the
same rewards systems for companies in Canada and Mexico.
a.
True
b.
False
False
Moderate
p. 370
MGMT.LUSS.16.10-05 – LO: 10–05
Conceptual
35. A feminine culture, such as Sweden and Denmark, emphasizes developing and nurturing personal relationships and a
high quality of life.
a.
True
b.
False
True
Moderate
p. 370
MGMT.LUSS.16.10-05 – LO: 10–05
Conceptual
36. Authentic leadership theory is grounded in moral and ethical foundations of leadership.
a.
True
b.
False
True
Easy
p. 370
MGMT.LUSS.16.10-05 – LO: 10–05
Conceptual
37. An ethics ombudsperson is responsible for making sure the organization includes all ethnic groups of people at all
levels within the management hierarchy.
a.
True
b.
False
False
The ethics ombudsperson investigates ethical gaps.
Moderate
p. 373
MGMT.LUSS.16.10-06 – LO: 10–06
United States – BUSPROG: Ethics
AACSB: Ethics – Ethical and Legal understanding and resoning abilities
Conceptual
BLOOMS: Knowledge
38. A code of ethics signals a strong ethical environment even if an ethical corporate culture and top management support
are lacking.
a.
True
b.
False
False
Easy
p. 373
MGMT.LUSS.16.10-06 – LO: 10–06
United States – BUSPROG: Ethics
AACSB: Ethics – Ethical and Legal understanding and resoning abilities
Conceptual
BLOOMS: Knowledge
39. Four distinct generations comprise today’s workforce – the Traditionalists, the Baby Boomers, the Modernists, and the
Generation Xers.
Easy
p. 375
MGMT.LUSS.16.10-07 – LO: 10–07
United States – BUSPROG: Analytic
Conceptual
BLOOMS: Knowledge
a.
True
b.
False
40. Creative solutions to problems are more likely to be reached in diverse work groups than homogeneous groups.
a.
True
b.
False
True
Easy
p. 377
MGMT.LUSS.16.10-08 – LO: 10–08
Conceptual
41. Diversity, like culture, will evolve naturally in an organization if left unchecked.
a.
True
b.
False
False
Moderate
p. 377 – 378
MGMT.LUSS.16.10-08 – LO: 10–08
Conceptual
42. Diversity can bring about negative outcomes if not effectively managed.
a.
True
b.
False
True
False
Moderate
p. 376
MGMT.LUSS.16.10-07 – LO: 10–07
Conceptual
43. For organizations to embrace and value diversity, the concept itself must be embedded in the culture of the
organization and led from the top.
a.
True
b.
False
True
Moderate
p. 378
MGMT.LUSS.16.10-09 – LO: 10–09
Conceptual
44. The best companies look beyond diversity compliance, with its focus on simply managing the numbers, to diversity
institutionalization with its focus on results.
a.
True
b.
False
True
Moderate
p. 378
MGMT.LUSS.16.10-09 – LO: 10–09
Conceptual
45. Organizations with a pro-diversity culture makes every effort to remove diversity blockers or obstacles, such as
company policies and practices that result in unintended consequences such as stereotypes and prejudices.
a.
True
b.
False
True
Easy
p. 378
MGMT.LUSS.16.10-08 – LO: 10–08
Conceptual
46. In this global environment, understanding cultural differences and learning to deal effectively with partners from
different cultures will be critical. This may partially explain why the number of foreign-born managers being appointed to
lead U.S. companies is increasing.
a.
True
b.
False
True
Moderate
p. 382
MGMT.LUSS.16.10-09 – LO: 10–09
Conceptual
47. Training and education are said to be the cornerstone of any successful diversity initiative.
a.
True
b.
False
False
Moderate
p. 379
MGMT.LUSS.16.10-09 – LO: 10–09
Conceptual
48. Diversity training is most likely to be successful when it is an on-going activity.
a.
True
b.
False
Easy
p. 379
MGMT.LUSS.16.10-09 – LO: 10–09
Conceptual
49. Which of the following statements regarding culture is true?
a.
Not every organization has a culture.
b.
A strong, unique culture is recognized as a source of competitive advantage.
c.
Culture is the inclusion of all groups at all levels of an organization.
d.
Culture is the belief that one’s own group or subculture is naturally superior to other groups.
p. 363
United States – BUSPROG: Analytic
AACSB: Analytic – Analytic skills
BLOOMS: Knowledge
50. Which of the following is a function of culture?
a.
b.
c.
d.
p. 360
United States – BUSPROG: Analytic
United States – IL – DISC: Group Dynamics – Group dynamics in organizations
AACSB: Analytic – Analytic skills
BLOOMS: Knowledge
51. The strength of any culture depends on:
a.
the leader’s relationship with his or her followers.
p. 380
United States – BUSPROG: Diversity
United States – IL – DISC: Group Dynamics – Group dynamics in organizations
AACSB: Diversity – Multicultural and Diversity Understanding
BLOOMS: Knowledge
b.
the degree to which a set of norms and values are widely shared and strongly held throughout the organization.
c.
how diverse the organization is.
d.
how much the organization embraces change.
52. A weak culture is likely to exhibit which of the following?
a.
A high degree of fit between strategy and culture.
b.
It is a results-oriented culture.
c.
The internal environment is highly politicized.
d.
High performance.
c
Easy
p.362
MGMT.LUSS.16.10-02 – LO: 10–02
United States – BUSPROG: Analytic
United States – IL – DISC: Group Dynamics – Group dynamics in organizations
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
53. Insular thinking is an attribute of a(n) ____ culture.
a.
low-performance
b.
high-performance
c.
bureaucratic
d.
adaptive
a
Easy
p. 362
MGMT.LUSS.16.10-02 – LO: 10–02
United States – BUSPROG: Analytic
United States – IL – DISC: Group Dynamics – Group dynamics in organizations
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
Moderate
p. 362
MGMT.LUSS.16.10-02 – LO: 10–02
United States – BUSPROG: Analytic
United States – IL – DISC: Group Dynamics – Group dynamics in organizations
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
54. Abaco Corporation uses social events to reinforce examples of its values, sees employees as their top asset, have a
strong link between performance and rewards and constructively encourages excellence. What type of culture do they
have?
a.
Strong.
b.
Weak.
c.
Hierarchical.
d.
National.
55. Which of the following is a characteristic of a high-performance culture?
a.
Insular thinking.
b.
Highly politicized environment.
c.
Results oriented.
d.
Low expectations.
c
Easy
p. 363
MGMT.LUSS.16.10-02 – LO: 10–02
United States – BUSPROG: Analytic
United States – IL – DISC: Group Dynamics – Group dynamics in organizations
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
56. ________ is the aggregate of beliefs, norms, attitudes, values, assumptions, and ways of doing things that is shared by
members of an organization and taught to new members.
a.
Ethics
b.
Diversity
c.
Individualism
d.
Culture
p.369
MGMT.LUSS.16.10-01 – LO: 10–01
United States – BUSPROG: Analytic
a
Easy
p. 363
MGMT.LUSS.16.10-02 – LO: 10–02
United States – BUSPROG: Analytic
United States – IL – DISC: Group Dynamics – Group dynamics in organizations
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Comprehension
57. An essential challenge of a new culture implantation is to smoothly and quickly incorporate new behaviors into one’s
cultural orientation, also known as:
a.
cultural retooling.
b.
culture creation.
c.
an adaptive culture.
d.
a cooperative culture.
a
Moderate
p. 359
MGMT.LUSS.16.10-01 – LO: 10–01
United States – BUSPROG: Analytic
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
58. ____ leadership actions are explicit and highly visible and are indicative of management’s commitment to new
strategic initiatives and the associated cultural changes.
a.
Symbolic
b.
Substantive
c.
Traditional
d.
Values-based
Medium
p. 365
MGMT.LUSS.16.10-03 – LO: 10–03
United States – BUSPROG: Analytic
and abilities
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
59. All of the following are symbolic leadership actions for shaping culture EXCEPT:
a.
creating a strategy–culture fit.
b.
celebrating achievements.
c.
being visible.
d.
leaders serving as role models.
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge