1.
(p. 519)
Organizational culture shapes and reinforces certain employee attitudes and behaviors by
creating a system of control over employees.
2. Employees transfer knowledge about a company’s culture to other employees through
explicit communication, simple observation, and other less obvious means.
3.
(p. 520)
Symbols, rituals, and espoused values are three major types of observable artifacts.
4.
(p. 520)
Physical structures say a lot about a culture.
5.
(p. 521)
Ceremonies are the daily planned routines that occur in an organization.
6.
(p. 522)
Espoused values can range from published documents, such as a company’s vision or
mission statement, to verbal statements made to employees by executives and managers.
7.
(p. 522)
When a company holds to its espoused values over time and regardless of the situations it
operates in, the values become less believable to employees.
8.
(p. 522)
It is easy to stay true to espoused values in times of economic downturns.
9.
(p. 523)
Whatever a company’s underlying assumptions are, its hidden beliefs are those that are
the most likely to dictate employee behavior and affect employee attitudes.
10.
(p. 523)
Organizations that have cultures in which employees think alike but are not friendly to one
another can be considered communal cultures.
11. When asked about the company where she works, Jena responds by discussing how well
the get along and like each other and how, although there is, of course, some conflict, in general
the employees think alike about most of the important company values and concerns. Jena is
discussing her company in terms two general culture types: affability and consensus.
12.
(p. 523)
Organizations that have mercenary cultures are likely to be very political.
13.
(p. 524)
As companies grow, they tend to move toward a networked culture, because solidarity is
harder to foster when groups get really large.
14.
(p. 525)
A positive service culture has been shown to reduce accidents and increase safety-based
citizenship behaviors.
15.
(p. 526)
Creativity cultures affect the quality, not the quantity, of creative ideas within an
organization.
16.
(p. 526)
Strong cultures take a very long time to develop but are easy to change.
17.
(p. 526)
Strong cultures are always good cultures as they guide their employees toward the most
successful organizational outcomes.
18.
(p. 527)
Subcultures unite a smaller subset of the organization’s employees.
19.
(p. 528)
Subcultures are more likely to exist in small companies.
20.
(p. 528)
When the values of subcultures do not match those of the larger organization, they are
known as fragmented cultures.
21.
(p. 530)
Attraction and selection processes do not always align employees’ personalities with
organizational culture.
22. As a college senior, Mason researched many companies before deciding on those he
wanted to apply to. He searched particularly for those where the company’s values were in
agreement with his personal values and didn’t apply to those that weren’t. Recruiters for the
companies he did apply to recommended hiring him partly because they saw Mason’s values as a
good fit with the company’s values. When he made his selection, Mason was sure he would enjoy
working for the company because it seemed like a perfect fit for him. Mason’s job search reflects
the attrition, selection, attraction framework
23.
(p. 530)
An outsider can fully grasp or understand the culture of an organization simply by looking
at artifacts visible from outside the company.
24.
(p. 530)
The socialization process ends once the employee starts handling the job all by
himself/herself.
25.
(p. 531)
Socialization happens in five relatively distinct stages.
26.
(p. 531)
The anticipatory stage begins the day an employee starts work.
27.
(p. 531)
The goal of an organization’s socialization efforts should be to minimize reality shock as
much as possible.
28.
(p. 531)
The length of the socialization process varies depending solely on the characteristics of
the company.
29.
(p. 532)
Mergers often result in the creation of a strong culture.
30.
(p. 533)
One of the major reasons that one company purchases another is simply to acquire the
technology that it has.
31. Job satisfaction is higher and stress is lower when there is a good person-organization fit.
32.
(p. 535)
When employees feel they fit with their organization’s culture, the effects of fit on job
performance are very strong.
33.
(p. 535)
One of the main disadvantages of realistic job previews is that it is very expensive.
34.
(p. 535)
Realistic job previews occur during the anticipatory stage of socialization during the
recruitment process.
35.
(p. 537–538)
Orientation programs provide social knowledge, resources, and psychological
support to the protégé both at the beginning of employment and as the protégé continues his/her
career with the company.
36.
(p. 538)
Mentoring has always existed in companies on a formal basis.
37.
(p. 520)
Scenario: Verve, Inc.
Marie is the department manager at Verve, Inc. She has been working in the position for five
years. Marie starts every Monday morning with a 60-minute department meeting where each
member in the department gets five minutes to report progress, share stories of success and
failure, and seek general input, advice, and information. Jeremy is responsible for sharing an
anecdote, an account, or a legend about the company for every first Monday of the month to keep
everyone reminded of where they work and what is important. Marie has created the workplace
for her department in a totally open forum. There are no walls or cubicles, and everyone including
Marie is in one open room. Marie has created a skull with a victory flag on its forehead as her
department’s corporate logo representing the “victory or die trying” motto for her group. The group
has succeeded in achieving some exceptional results in the past two years.
The workspace of Marie’s department with no walls or cubicles represents the observable artifact
known as a symbol.
38.
(p. 520)
Scenario: Verve, Inc.
Marie, the department manager at Verve, Inc., has been working in the position for five years.
Marie starts every Monday morning with a 60-minute department meeting where each member in
the department gets five minutes to report progress, share stories of success and failure, and
seek general input, advice, and information. Jeremy is responsible for sharing an anecdote, an
account, or a legend about the company for every first Monday of the month to keep everyone
reminded of where they work and what is important. Marie has created the workplace for her
department in a totally open forum. There are no walls or cubicles, and everyone including Marie
is in one open room. Marie has created a skull with a victory flag on its forehead as her
department’s corporate logo representing the “victory or die trying” motto for her group. The group
has succeeded in achieving some exceptional results in the past two years.
What Marie and Jeremy are doing are parts of the observable artifacts component of culture.
39.
(p. 518)
The shared social knowledge within an organization regarding the rules, norms, and values
that shape the attitudes and behaviors of its employees refers to organizational:
40.
(p. 519)
The three major components to any organizational culture are:
41. There are six major categories of observable artifacts in a company’s culture. Match the
following description to the type of artifact.
42.
(p. 520)
_____ are the manifestations of an organizational culture that everyone can see or talk
about.
43.
(p. 520)
The physical layout of workspaces, dress codes, and the level of technology used are all
examples of _____ that are represented by the organization’s culture.