49. Which of the following is NOT a guideline for managers who want to create a global culture?
a. Create clear and simple mission statements
b. Develop global career paths
c. Integrate values that change with time
d. Reward employees who support the global view
50. An ethical organizational culture can be developed through all of the following except:
a. executive role modeling.
b. disseminating a code of ethics and conduct.
c. rationalizing mistakes.
d. encouraging whistle-blowing.
51. Symbols of organizational culture are called rituals.
a. True
b. False
52. Public announcement of corporate wrongdoing on the part of an executive is an example of rite of degradation.
a. True
b. False
53. A retirement dinner is a good example of rite of enhancement.
a. True
b. False
54. Values are the deepest level of culture.
a. True
b. False
55. Enacted values are what the members say they value.
a. True
b. False
56. Deeply held beliefs that guide behavior and tell members of an organization how to perceive situations and people
are called values.
a. True
b. False
57. Rituals reinforce the organizational culture by establishing role identities, fixing values, beliefs, and norms.
a. True
b. False
58. Managers in organizations that consistently communicated concern for workers’ well-being and that focused on
treating employees fairly feel better about themselves and their role in the organization.
a. True
b. False
59. An organization‘s culture is much like a societal culture.
a. True
b. False
60. Assumptions are the deepest and most fundamental level of an organization’s culture.
a. True
b. False
61. The “fit” perspective argues that a culture is good only if it match’s the style of the leader.
a. True
b. False
62. An organizational culture that encourages confidence and risk taking among employees, has leadership that
produces change, and focuses on the changing needs of customers reflects the “fit” perspective.
a. True
b. False
63. The fit perspective argues that there can be a wide range of cultures within same industry.
a. True
b. False
64. Managers in an adaptive organizational culture value an orderly, risk adverse management process more highly than
leader initiatives.
a. True
b. False
65. Executive attentiveness to customer expectations, employee needs, and stockholder concerns can shape
organizational culture.
a. True
b. False
66. The strong approach to culture would be the most important perspective for a global competitor.
a. True
b. False
67. Stories that aren’t backed by reality can lead to cynicism and mistrust.
a. True
b. False
68. Learning the tasks associated with a job is associated with the encounter stage of organizational socialization.
a. True
b. False
69. Organizational socialization typically ends with completion of one’s probationary period.
a. True
b. False
70. Value congruence can result in newcomers being more satisfied with their jobs, adjusting more quickly, and having
stronger intentions to remain with the firm.
a. True
b. False
71. The communication of organizational assumptions is almost impossible, since organization members themselves may
not be consciously aware of them.
a. True
b. False
72. Studies indicate that for the best results, a supervisor should show high levels of support for newcomers for at least
two years.
a. True
b. False
73. Initial efforts to change organizational cultures usually focus on adjusting behavior.
a. True
b. False
74. Corporate training for foreign job assignment should focus on cultural similarities among countries.
a. True
b. False
75. Some studies have shown that the implementation of formal ethical guidelines actually leads to less ethical behavior
among employees.
a. True
b. False
76. One of the reasons most often cited for unethical corporate conduct includes the belief that a behavior is in the
organization’s best interest.
a. True
b. False
77. Provide an organizational example of each of the following artifacts: personal enactment, ceremony, story, ritual,
and symbol.
78. What are basic functions of corporate culture?
79. Briefly discuss the three perspectives or theories regarding the relationship between organizational culture and
performance.
80. How can corporate leaders (the CEO and other top officers) shape, communicate, and reinforce organizational
culture?
81. Briefly explain anticipatory socialization and how the organization can facilitate one’s entry into the organization.
82. How can an organizational culture be expressed, measured, and recorded?
Match the following:
a. Visible indications of organizational culture
b. Executive modeling behavior
c. A graduation dinner and party
d. Public ridicule of executive mistakes
e. A corporate logo or sports team mascot
DIFFICULTY: Moderate
LEARNING OBJECTIVES: ORGB.NELS.15.16.01
NATIONAL STANDARDS: United States – BUSPROG: Analytic
STATE STANDARDS: United States – Ohio – DISC: Group Dynamics
KEYWORDS: Bloom’s: Comprehension
83. Rites of passage
84. Artifacts
85. Symbol
86. Rites of degradation
87. Personal enactment
Match the following:
a. What the CEO says he/she values
b. Values demonstrated through behavior
c. Leadership that increases authority and responsibility of those closest to the problem
d. Deeply held belief
e. Communication of culture by unspoken messages
DIFFICULTY: Easy
LEARNING OBJECTIVES: ORGB.NELS.15.16.01
NATIONAL STANDARDS: United States – BUSPROG: Analytic
STATE STANDARDS: United States – Ohio – DISC: Group Dynamics
KEYWORDS: Bloom’s: Knowledge
88. Empowerment
89. Espoused value
90. Symbols
91. Enacted value
92. Assumption
Match the following:
a. An organizational culture with consensus on the values that drive the company with an intensity recognizable
to outsiders
b. The beliefs that act as a foundation for organizational culture
c. A risk taking, change-oriented culture
d. A decentralized structure and employee empowerment indicate this cultural perspective
e. Beliefs and concerns of great importance
DIFFICULTY: Easy
LEARNING OBJECTIVES: ORGB.NELS.15.16.03
NATIONAL STANDARDS: United States – BUSPROG: Analytic
STATE STANDARDS: United States – Ohio – DISC: Group Dynamics
KEYWORDS: Bloom’s: Knowledge
93. Strong culture
94. Adaptive culture
95. Fit perspective
96. Core values
97. Values
Match the following:
a. Transformation of newcomers into effective members of the organization
b. Third stage of socialization
c. Compatibility of goals between an individual and a organization
d. Physical and mental requirements of a job
e. Second stage of socialization
DIFFICULTY: Easy
LEARNING OBJECTIVES: ORGB.NELS.15.16.04
NATIONAL STANDARDS: United States – BUSPROG: Analytic
STATE STANDARDS: United States – Ohio – DISC: Individual Dynamics
KEYWORDS: Bloom’s: Knowledge
98. Congruence
99. Encounter
100. Organizational socialization
101. Task demands
102. Change and acquisition
Match the following:
a. Multiple measures and assessments of culture
b. A self-report instrument for assessing organizational culture
c. Early stage of socialization
d. Time is one of two dimensions of this instrument used for assessing organizational culture
e. Document listing accepted organizational behaviors and values
DIFFICULTY: Moderate
LEARNING OBJECTIVES: ORGB.NELS.15.16.04
ORGB.NELS.15.16.05
NATIONAL STANDARDS: United States – BUSPROG: Analytic
STATE STANDARDS: United States – Ohio – DISC: Group Dynamics
KEYWORDS: Bloom’s: Comprehension
103. Anticipatory socialization
104. Kilmann-Saxton Culture-Gap Survey
105. Triangulation
106. Code of ethics
107. Organizational Culture Inventory