Chapter 14

Question 1

The values and assumptions shared within an organization are its ______.

Answer 1

organizational culture

Question 2

______ are the stable, evaluative beliefs that guide our preferences for outcomes or courses of action.

Answer 2

Values

Question 3

______ are values people in the organization have in common and think are very important.

Answer 3

Shared values

Question 4

Values are ______ when they lead action.

Answer 4

enacted

Question 5

Which of the following best explains why organizations vary widely in terms of their organizational culture?

Answer 5

Different organizations prioritize different shared values.

Question 6

An organization’s corporate culture ______.

Answer 6

provides a template for how employees behave

consists of its values and assumptions

Question 7

When we characterize Apple as an innovative company, we are identifying its:

Answer 7

dominant culture.

Question 8

Conscious perceptions of what is right or wrong, good or bad, in an organization are its ______.

Answer 8

values

Question 9

The accounting departments in most companies share the company’s stated values and assumptions but operate with additional values and assumptions dictated by their professional standards. This is an example of an organization’s ______.

Answer 9

subculture

Question 10

dominant culture

Answer 10

what is found across the whole organization

Question 11

subculture

Answer 11

found within the department. It varies from department to department. Also, it is unique and distinct.

Question 12

A strong focus on customer service is a shared ______ in many successful companies.

Answer 12

value

Question 13

Which of the following would be considered artifacts of an organization?

Answer 13

Rewards for good performance

The physical layout of the offices

How visitors are greeted

Question 14

The culture of an organization is actually defined by its ______.

Answer 14

enacted values

Question 15

Stories have the greatest ability to communicate corporate culture when they ______.

Answer 15

are about real people

tell employees what to do or not to do

Question 16

The corporate culture at Zappos encourages customer service and teamwork, while Netflix values individual performance and has a more competitive environment. This is an example of ______.

Answer 16

the different prioritizing of shared values that shape organization cultures

Question 17

Which of the following explain why the way employees speak to customers and each other is important?

Answer 17

Language is a verbal symbol of cultural values.

Language communicates shared assumptions.

Question 18

The values and assumptions shared most consistently and widely by an organization’s members constitute its:

Answer 18

dominant culture.

Question 19

The offshore subsidiary of a medical company that is located in India has developed a(n) ______ based on its geographic setting and occupation.

Answer 19

subculture

Question 20

The Academy of Management has an annual conference at which it installs officers and presents awards. This is an example of a(n) ______ that is part of the academy’s organizational culture.

Answer 20

ceremony

Question 21

The observable symbols and signs of an organization’s culture are its ______.

Answer 21

artifacts

Question 22

The use of open spaces instead of offices with closed doors is a way of using ______ to shape organizational culture.

Answer 22

physical structure

Question 23

Organizational legends and stories are important to corporate culture because they ______.

Answer 23

transmit and reinforce corporate values

Question 24

A corporate slogan is one way organizations use organizational ______ to express corporate values.

Answer 24

language

Question 25

An organizational culture that is strong can be recognized because ______.

Answer 25

most employees embrace the dominant values and assumptions the dominant values are institutionalized through rituals, stories, and ceremonies

Question 26

The effect a strong organizational culture has on the organization's effectiveness depends on ______.

Answer 26

whether the organization's dominant values fit its environment

Question 27

Planned activities an organization conducts specifically for the benefit of an audience are its ______.

Answer 27

ceremonies

Question 28

A strong company culture will help a company succeed if it is ______ its external environment.

Answer 28

aligned with

Question 29

A manufacturer has a cellular layout with groupings of workers and several machines in each. This shapes a culture of collaboration and cross-training through ___.

Answer 29

physical structures

Question 30

Why are companies with strong cultures less effective than those with moderately strong cultures?

Answer 30

Strong cultures blind people to new opportunities and unique problems.

Question 31

An organizational culture with employees who are receptive to internal change and continue to adjust to a changing environment has a(n) ______.

Answer 31

adaptive culture

Question 32

Most strong organizational cultures ______.

Answer 32

are long-lasting

Question 33

The ethical practices of a company's employees ______.

Answer 33

often reflect the dominant values of the organization

Question 34

The benefits of cultural strength on organizational effectiveness depend on ______.

Answer 34

whether the culture fits the environment whether the culture is adaptive

Question 35

A major reason that as many as half of corporate mergers and acquisitions fail to add value is that ___.

Answer 35

corporate leaders fail to audit and integrate the companies' cultures

Question 36

Companies need a culture focused on the employees when ______.

Answer 36

success depends on employee talent

Question 37

A company with a very strong, cult-like culture can undermine company effectiveness because ______. (Check all that apply.)

Answer 37

opposing subcultures may be ignored employees get boxed into mental models and are oblivious to new opportunities

Question 38

An audit that diagnoses cultural relations between merging companies to determine the potential for conflict is known as a ______ audit.

Answer 38

bicultural

Question 39

An adaptive culture is one that sees things from a(n) ______ perspective.

Answer 39

open systems

Question 40

Assimilation

Answer 40

embrace the change since your company is weak culture Acquired company embraces acquiring firm's culture.

Question 41

Deculturation

Answer 41

impose culture on new company - take over Acquiring firm imposes its culture on unwilling acquired firm.

Question 42

Integration

Answer 42

combining the two cultures - marriage Merging companies combine two or more cultures into a new composite culture.

Question 43

Separation

Answer 43

two separate cultures Merging companies combine two or more cultures into a new composite culture.

Question 44

Which of the following is true of the relationship between an organization's dominant values and its employees' ethical practices?

Answer 44

The ethical values that are dominant in an organization will be reflected in the behavior of its employees.

Question 45

Many mergers or acquisitions fail because corporate leaders ______.

Answer 45

are overly focused on the financial and marketing logistics

Question 46

The most appropriate strategy for merging corporate cultures when the acquired company has a weak culture and the acquiring company is strong and aligned with the external environment is ______.

Answer 46

assimilation

Question 47

The strategy for merging organizational cultures in which the acquiring company demands conformity to its culture would be described as ______.

Answer 47

deculturation

Question 48

Before Abels Enterprises acquired a new firm, it sent a team to the new firm for a period of several months to study the company's culture and management practices. This is an example of a(n) ______ audit.

Answer 48

bicultural

Question 49

Which of the following best describes the relationship between two merging companies under a separation strategy?

Answer 49

Minimal

Question 50

Under which of the following circumstances would a separation strategy be most appropriate in merging organizational cultures?

Answer 50

When the merging companies are in unrelated industries and/or different countries

Question 51

It is sometimes necessary to change an organization's culture to realign it with the external _____ so it can survive.

Answer 51

environment

Question 52

The actions of founders and leaders often form the organization's culture during its early stages and this culture lasts for a long time because ______.

Answer 52

the founders' activities are retold as organizational stories to reinforce the culture they are often visionaries who are powerful role models

Question 53

Assimilation is a good strategy during an acquisition when the culture of the acquired company is which of the following?

Answer 53

Dysfunctional Weak

Question 54

Artifacts can change or strengthen organizational culture because they ______.

Answer 54

can be used to adjust shared values and assumptions

Question 55

Which of the following are true concerning deculturation?

Answer 55

People who do not adjust to the changes lose their jobs. It is hard to implement because of resistance from employees in the firm being acquired. Artifacts from the old organizational culture are removed.

Question 56

When the merging companies are in unrelated industries or different countries, the strategy requiring a minimal exchange of culture or organizational practices is ______.

Answer 56

separation

Question 57

An example of a culturally consistent reward for completing a project early in a team-based organization would be to ______.

Answer 57

reward the entire team equally

Question 58

True or false: Organizations must change their cultures to adapt to the external environment or they won't survive.

Answer 58

True. Organizations' cultures may become too focused on internal processes or miss changes in the external environment that could lead to failure.

Question 59

Which of the following best explains why workforce stability is crucial to a strong culture?

Answer 59

Employees carry the organization's culture in their minds.

Question 60

A reason why founders and early leaders leave a strong imprint on an organization's culture is that ______.

Answer 60

they are powerful role models and visionaries

Question 61

The part of attraction-selection-attrition theory that states that job applicants are often chosen because they "fit in" is ______.

Answer 61

selection

Question 62

Changing ________, such as reward systems and the workplace layout, can alter or strengthen the corporate culture.

Answer 62

artifacts

Question 63

The process by which individuals learn the values, expected behaviors, and social knowledge needed for their roles is organizational _______.

Answer 63

socialization

Question 64

The strategy for merging organizational cultures in which the acquiring company demands conformity to its culture would be described as ______.

Answer 64

deculturation

Question 65

Forming successful relationships with people who can "show them the ropes" is part of ______.

Answer 65

effective socialization and learning

Question 66

Basing individual rewards on organizational performance goals and reinforcing the goals through weekly contests is an example of using ______ to change or strengthen organizational culture.

Answer 66

culturally consistent rewards

Question 67

The psychological contract is a perception formed by the employee during recruitment and throughout the organizational socialization process about ______.

Answer 67

the terms and conditions of a reciprocal exchange agreement with the employer

Question 68

Having a stable workforce with low turnover is important to maintaining a strong organizational culture because ______.

Answer 68

it takes a while for employees to completely comprehend the organization's culture and integrate it into their daily work lives

Question 69

Place the stages of the organizational socialization process in order, starting with the first stage at the top.

Answer 69

Pre employment socialization encounter Role managment

Question 70

Organizations naturally tend to attract, select, and retain people with values and characteristics similar to those of the organization because it ______.

Answer 70

creates a more homogeneous organization and stronger culture

Question 71

The activities in preemployment socialization include ______.

Answer 71

learning about the organization and job forming employment relationship expectations

Question 72

The process by which individuals learn the values, expected behaviors, and social knowledge needed for their roles in the organization is ______.

Answer 72

organizational socialization

Question 73

Effective organizational socialization helps new employees learn _____.

Answer 73

corporate culture company jargon performance expectations

Question 74

Bob had been led to believe that he would be working with a friendly, collaborative team. Instead he was disappointed to find that people were not friendly but very competitive. Bob is experiencing _______ shock.

Answer 74

reality

Question 75

An individual's beliefs about the terms and conditions of a reciprocal exchange agreement between that person and another party is a(n) ______.

Answer 75

psychological contract

Question 76

The activities in the stage of the organizational socialization process known as role management include ______.

Answer 76

strengthening work relationships resolving work-nonwork conflicts practicing new role behaviors

Question 77

Preemployment socialization

Answer 77

Form employment relationship expectations

Question 78

Encounter

Answer 78

Test expectations against realities

Question 79

Role management

Answer 79

Strengthen new relationships and practice role behaviors

Question 80

An interview that provides both negative and positive information about the job and the work context is a(n) ______ job preview.

Answer 80

realistic

Question 81

In what stage of the organizational socialization process do people learn about the organization and job and begin to form employment relationship expectations?

Answer 81

Preemployment socialization

Question 82

Coworkers and supervisors who provide help and information about the organization, job expectations and feedback are known as ______ agents.

Answer 82

socialization

Question 83

The stress that results when employees perceive discrepancies between their preemployment expectations and on-the-job experience is ______.

Answer 83

reality shock

Question 84

In what stage of the organizational socialization process do people strengthen relationships, practice new role behaviors, and adopt attitudes and values consistent with their new position?

Answer 84

Role management

Question 85

Tomas felt the exchange in his job interview was very helpful, as the interviewer included both positive and negative information about the job, the company, and the working conditions. Tomas experienced a(n) ______.

Answer 85

realistic job preview

Question 86

Coworkers are important _____ agents because they are easily accessible to new employees and act as role models for appropriate organizational behavior.

Answer 86

socialization