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1. At its most basic, culture is a pattern of shared assumptions and beliefs about how things are done in an
organization.
a.
True
b.
False
2. 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.
True
b.
False
3. Culture gaps are usually minimal in the case of
mergers.
a.
True
b.
False
4. A strong culture that does not encourage adaptation can be more damaging to an organization than a weak
culture.
a.
True
b.
False
5. Axis Inc.'s mission statement is "Excellence through people." This is an example of a
symbol.
a.
True
b.
False
6. In the context of mechanisms used by leaders to enact cultural values, a story is an object, act, or event that
conveys
meaning to
others.
a.
True
b.
False
7. Leaders sometimes use slogans to express key corporate values but avoid using written public
statements.
a.
True
b.
False
8. Employees learn what is valued most in a company by watching what attitudes and behaviors their leaders
pay
attention to and
reward.
a.
True
b.
False
9. In the adaptability corporate culture, all decisions are made by the top management of an
organization.
a.
True
b.
False
10. In the involvement corporate culture, leaders tend to value reliability and emphasize order and
discipline.
a.
True
b.
False
11. An organization concerned with serving specific customers in the external envirornnent along with the need
for
flexibility and rapid change is suited to the achievement corporate
culture.
a.
True
b.
False
12. In the consistency corporate culture, an emphasis on winning is the glue that holds an organization
together.
a.
True
b.
False
13. Most organizations that remain successful over the long term have leaders who do not include ethical values as
part
of the formal policies and informal cultures of their
companies.
a.
True
b.
False
14. Some values that seem to be important to many companies today, whatever the industry or type of culture,
include
open communication, teamwork, and quality.
a.
True
b.
False
15. A spiritual leader addresses followers' higher-order needs for membership and
self-actualization.
a.
True
b.
False
16. Which of the following is a value that leaders consider important for an
organization?
a.
The
external
envimmnent
b. Changes in the nature of
work
c. Increasing diversity in the
workforce
d. Globalization
17. 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.
18. 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.
19. An organization's culture may not always be in aligrnnent with the needs of the external envirornnent. This
phenomenon is known
as:
a. cultural diversity.
b. culture
gap.
c. visible behavior.
d. clan
culture.
20. Which of the following statements is true of a high-performance
culture?
a.
It
discourages individual employee ownership of bottom-line results.
b.
It
embodies shared responsive values that guide business
practices.
c.
It
fails to uphold cultural
values.
d.
It
heavily relies on the rule of
reciprocity.
21. 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.
22. In the , leaders actively create change by encouraging and rewarding creativity, experimentation, and mk
1llking.
a. achievement
cotpora!eculture
b. adaptability cotpora!eculture
c. consistency
cotporaleculture
d. involvement
corpomte
culture
23. Values and practices such as integrity, humility, respect, and personal reflection are considered
as:
a.
slogans.
b. cultural
strengths.
c. spiritual ideals.
d. symbols.
24. Spiritual leaders establish a corporate culture based
on:
a. self-rnotivaticn
b.
self-appraisal
c. altruistic
love.
d.
competitiveness.
25. 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
26. Leaders at Baxter International Inc. removed a product from the market when several people died
after
undergoing
dialysis using a Baxter filter. This is an example
of:
a. a company emphasizing
ethics.
b. a company providing spiritual leadership.
c. a company guilty of a moral
lapse.
d. a company with a weak organizational
culture.
27. Axim Inc. pins the photographs of employees on the notice board to recognize the work of their
front-line
employees. This is an example of
a:
a. paradigm.
b.
story.
c. symbol.
d. model.
28. Leaders can enact cultural values in an organization
through:
a. relationship marketing.
b. specialized langnage.
c. diversification.
d. the rule of
reciprocity.
29. In the adaptability organizational culture, .
a. an internal focus and a dependability orientation for a stable environment is
appreciated
b. an internal focus on the involvement and participation of employees to meet changing expectations from
the
external environment
exists
c. employees who have competitiveness, aggressiveness, personal initiative, and the willingness to work long and
hard to achieve
resuh
s
are
valued
d. employees have autonomy to make decisions and act freely to meet new needs, and responsiveness
to
customers is highly
valued
30. Spiritual leadership can decrease or eliminate emotions such
as:
a. altmistic
love.
b. a sense of
coherence.
c. a sense of
failure.
d. integrity.
31. Some values become so deeply embedded in a culture that organizational
members:
a. can see, hear, and observe them by watching other members of the
organization.
b. may not take them for
granted.
c. may not be consciously aware of
them.
d. can see patterns of behavior, symbols, and
ceremonies.
32. If the competitive envirornnent requires speed and flexibility, an organizational culture should embody
values
that
support adaptability and collaboration across departments. This is an example
of:
a. external
adaptation.
b. vertical integration.
c. internal integration.
d. diversification.
