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33. If widespread consensus exists among employees of an organization about the importance of specific values and
ways of doing things, the culture is said to
be:
a.
autocratic.
b.
prejudiced.
c.
fragmented.
d.
strong.
34. Iota Inc. has a freewheeling culture, whereas
Axiom
Inc. has a culture based on structure and discipline. The merger
of
these two companies will be difficult due to the presence of
a:
a. corporate
culture.
b. culture
gap.
c. culture
shock.
d. clan
culture.
35. Managers at MediaCloud Inc. lay great emphasis on winning. The culture at the company is highly
result-
oriented
with a focus on sales growth, profitability, and market share. In the given scenario, MediaCloud is said to have
the:
a. involvement cotporale
culture.
b. consistency cotporale
culture.
c. adaptability cotporale
culture.
d. achievement cotporale
culture.
36. Zupiter Corp. follows a culture that requires strict adherence to rules and regulations with fixed time
schedules
for daily activities. The finn is highly efficient and lays emphasis on being economical.
It
conducts its business in
a methodical manner. In the given scenario, Zupiter Corp. is said to have
the:
a. consistency corporate
culture.
b. involvement corporate
culture.
c. adaptability corporate culture.
d. resistant corporate
culture.
37. Companies with strong, healthy cultures:
a. often exhibit prejudice.
b. have rigorous hiring
practices.
c. advocate
bureaucracy.
d. discourage socialization of new
employees.
38. Leaders of an organization can repeatedly use based on true events to illustrate the
company's primary
values to the
employees.
a. slogans
b. symbols
c.
catchwords
d.
stories
39. Leaders in the emphasize cooperation, consideration of both employees and customers, and avoiding
status
differences.
a. achievement
cotpora!eculture
b. involvement
cotpomleculture
c. consistency cotpotaleculture
d. adaptability
cotpora!eculture
40. Spiritual leadership behaviors enable employees to have that provides deeper life meaning through
work.
a. a high level of
agreeableness
b. a competitive spirit
c. a sense of
calling
d. social responsibility
41. can encourage employee commitment to the core purpose of an organization, its specific goals, and
the
basic
mean
s
use
d
to
accomplish
goals
.
Itcandetenninehow1he
organizatio
n
meets
goal
s
an
d
deal
s
wit
h
outsiders.
a. Ccrnpetitiveness
b. Culture
c.
Passiveness
d.
SenJirnents
42. Changing how future leaders are trained
could:
a. eliminate monopolistic competition.
b. increase training expenses of
organizations.
c. make organizations more
profit-oriented.
d. solve the ethics deficit in
organizations.
43. Values-based
leaders:
a. solely focus on impersonal
values.
b. are very different from spiritual
leaders.
c. generate a high level of trust from
employees.
d. focus on profitability of organizations.
44. is the display of values, attitudes, and behaviors necessary to intrinsically motivate oneself and others toward a
sense of calling and
membership.
a. Transformational
leadership
b. Transactional
leadership
c. Spiritual leadership
d. Charismatic
leadership
45. According to the model of spiritual leadership, spiritual leaders start
by:
a. creating a vision through which participants experience a sense of
calling.
b. establishing a corporate culture based on altruistic love to experience a sense of
membership.
c. engaging hope and faith to achieve desired organizational
outcomes.
d. improving organizational commitment and productivity.
46. is the set of key values, assumptions, understandings, and norms that is shared by members of an
organization
and taught to new members as
correct.
47. refers to the degree of agreement among employees about the importance of specific values and ways
of
doing
things.
48. A is a planned activity that makes up a special event and is generally conducted for the benefit of
an
audience.
49. are the enduring beliefs that have worth, merit, and importance for an
organization.
50. The is a corporate culture characterized by strategic leaders encouraging values that support
an
organization's ability to interpret and translate signals from
theenviromnentintone
w
behavio
r
responses.
51. The is a corporate culture characterized by a clear vision of an organization's goals
and
leaders focus on the achievement of specific targets such as sales growth, profitability, or
market
share.
52. is the code of moral principles and values that governs the behavior of a person or group with respect to
what
i
s
right and
wrong.
53. Values and practices considered as include integrity, humility, respect, appreciation for the contributions
of
others, fair treatment, and personal
reflection.
54. start by creating a vision through which organization participants experience a sense of calling that gives
meaning to their
work.
55. A defines and uses signals and symbols to influence corporate culture.
56. Briefly describe the three levels of corporate
culture.
57. Briefly describe culture
strength.
58. Why are
selection
and
socialization important
in shaping culture?
59. Describe organizational values. Mention two specific dimensions along which organizational cultures can
be
assessed.
60. Briefly describe how responsive cultures are different from resistant
cultures.
61. Discuss cultural
leadership.
62. Describe values-based
leadership.
63. Why is spiritual leadership important
today?
