Chapter 14 Flashcards
The values and assumptions shared within an organization are its ______.
organizational culture
______ are the stable, evaluative beliefs that guide our preferences for outcomes or courses of action.
Values
______ are values people in the organization have in common and think are very important.
Shared values
Values are ______ when they lead action.
enacted
Which of the following best explains why organizations vary widely in terms of their organizational culture?
Different organizations prioritize different shared values.
An organization’s corporate culture ______.
provides a template for how employees behave
consists of its values and assumptions
When we characterize Apple as an innovative company, we are identifying its:
dominant culture.
Conscious perceptions of what is right or wrong, good or bad, in an organization are its ______.
values
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 ______.
subculture
dominant culture
what is found across the whole organization
subculture
found within the department. It varies from department to department. Also, it is unique and distinct.
A strong focus on customer service is a shared ______ in many successful companies.
value
Which of the following would be considered artifacts of an organization?
Rewards for good performance
The physical layout of the offices
How visitors are greeted
The culture of an organization is actually defined by its ______.
enacted values
Stories have the greatest ability to communicate corporate culture when they ______.
are about real people
tell employees what to do or not to do
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 ______.
the different prioritizing of shared values that shape organization cultures
Which of the following explain why the way employees speak to customers and each other is important?
Language is a verbal symbol of cultural values.
Language communicates shared assumptions.
The values and assumptions shared most consistently and widely by an organization’s members constitute its:
dominant culture.
The offshore subsidiary of a medical company that is located in India has developed a(n) ______ based on its geographic setting and occupation.
subculture
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.
ceremony
The observable symbols and signs of an organization’s culture are its ______.
artifacts
The use of open spaces instead of offices with closed doors is a way of using ______ to shape organizational culture.
physical structure
Organizational legends and stories are important to corporate culture because they ______.
transmit and reinforce corporate values
A corporate slogan is one way organizations use organizational ______ to express corporate values.
language
An organizational culture that is strong can be recognized because ______.
most employees embrace the dominant values and assumptions
the dominant values are institutionalized through rituals, stories, and ceremonies
The effect a strong organizational culture has on the organization’s effectiveness depends on ______.
whether the organization’s dominant values fit its environment
Planned activities an organization conducts specifically for the benefit of an audience are its ______.
ceremonies
A strong company culture will help a company succeed if it is ______ its external environment.
aligned with
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 ___.
physical structures
Why are companies with strong cultures less effective than those with moderately strong cultures?
Strong cultures blind people to new opportunities and unique problems.
An organizational culture with employees who are receptive to internal change and continue to adjust to a changing environment has a(n) ______.
adaptive culture
Most strong organizational cultures ______.
are long-lasting
The ethical practices of a company’s employees ______.
often reflect the dominant values of the organization
The benefits of cultural strength on organizational effectiveness depend on ______.
whether the culture fits the environment
whether the culture is adaptive
A major reason that as many as half of corporate mergers and acquisitions fail to add value is that ___.
corporate leaders fail to audit and integrate the companies’ cultures
Companies need a culture focused on the employees when ______.
success depends on employee talent
A company with a very strong, cult-like culture can undermine company effectiveness because ______. (Check all that apply.)
opposing subcultures may be ignored
employees get boxed into mental models and are oblivious to new opportunities
An audit that diagnoses cultural relations between merging companies to determine the potential for conflict is known as a ______ audit.
bicultural
An adaptive culture is one that sees things from a(n) ______ perspective.
open systems
Assimilation
embrace the change since your company is weak culture
Acquired company embraces acquiring firm’s culture.
Deculturation
impose culture on new company - take over
Acquiring firm imposes its culture on unwilling acquired firm.
Integration
combining the two cultures - marriage
Merging companies combine two or more cultures into a new composite culture.
Separation
two separate cultures
Merging companies combine two or more cultures into a new composite culture.
Which of the following is true of the relationship between an organization’s dominant values and its employees’ ethical practices?
The ethical values that are dominant in an organization will be reflected in the behavior of its employees.
Many mergers or acquisitions fail because corporate leaders ______.
are overly focused on the financial and marketing logistics
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 ______.
assimilation
The strategy for merging organizational cultures in which the acquiring company demands conformity to its culture would be described as ______.
deculturation
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.
bicultural
Which of the following best describes the relationship between two merging companies under a separation strategy?
Minimal
Under which of the following circumstances would a separation strategy be most appropriate in merging organizational cultures?
When the merging companies are in unrelated industries and/or different countries
It is sometimes necessary to change an organization’s culture to realign it with the external _____ so it can survive.
environment
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 ______.
the founders’ activities are retold as organizational stories to reinforce the culture
they are often visionaries who are powerful role models
Assimilation is a good strategy during an acquisition when the culture of the acquired company is which of the following?
Dysfunctional
Weak
Artifacts can change or strengthen organizational culture because they ______.
can be used to adjust shared values and assumptions
Which of the following are true concerning deculturation?
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.
When the merging companies are in unrelated industries or different countries, the strategy requiring a minimal exchange of culture or organizational practices is ______.
separation
An example of a culturally consistent reward for completing a project early in a team-based organization would be to ______.
reward the entire team equally
True or false: Organizations must change their cultures to adapt to the external environment or they won’t survive.
True. Organizations’ cultures may become too focused on internal processes or miss changes in the external environment that could lead to failure.
Which of the following best explains why workforce stability is crucial to a strong culture?
Employees carry the organization’s culture in their minds.
A reason why founders and early leaders leave a strong imprint on an organization’s culture is that ______.
they are powerful role models and visionaries
The part of attraction-selection-attrition theory that states that job applicants are often chosen because they “fit in” is ______.
selection
Changing ________, such as reward systems and the workplace layout, can alter or strengthen the corporate culture.
artifacts
The process by which individuals learn the values, expected behaviors, and social knowledge needed for their roles is organizational _______.
socialization
The strategy for merging organizational cultures in which the acquiring company demands conformity to its culture would be described as ______.
deculturation
Forming successful relationships with people who can “show them the ropes” is part of ______.
effective socialization and learning
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.
culturally consistent rewards
The psychological contract is a perception formed by the employee during recruitment and throughout the organizational socialization process about ______.
the terms and conditions of a reciprocal exchange agreement with the employer
Having a stable workforce with low turnover is important to maintaining a strong organizational culture because ______.
it takes a while for employees to completely comprehend the organization’s culture and integrate it into their daily work lives
Place the stages of the organizational socialization process in order, starting with the first stage at the top.
Pre employment socialization
encounter
Role managment
Organizations naturally tend to attract, select, and retain people with values and characteristics similar to those of the organization because it ______.
creates a more homogeneous organization and stronger culture
The activities in preemployment socialization include ______.
learning about the organization and job
forming employment relationship expectations
The process by which individuals learn the values, expected behaviors, and social knowledge needed for their roles in the organization is ______.
organizational socialization
Effective organizational socialization helps new employees learn _____.
corporate culture
company jargon
performance expectations
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.
reality
An individual’s beliefs about the terms and conditions of a reciprocal exchange agreement between that person and another party is a(n) ______.
psychological contract
The activities in the stage of the organizational socialization process known as role management include ______.
strengthening work relationships
resolving work-nonwork conflicts
practicing new role behaviors
Preemployment socialization
Form employment relationship expectations
Encounter
Test expectations against realities
Role management
Strengthen new relationships and practice role behaviors
An interview that provides both negative and positive information about the job and the work context is a(n) ______ job preview.
realistic
In what stage of the organizational socialization process do people learn about the organization and job and begin to form employment relationship expectations?
Preemployment socialization
Coworkers and supervisors who provide help and information about the organization, job expectations and feedback are known as ______ agents.
socialization
The stress that results when employees perceive discrepancies between their preemployment expectations and on-the-job experience is ______.
reality shock
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?
Role management
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) ______.
realistic job preview
Coworkers are important _____ agents because they are easily accessible to new employees and act as role models for appropriate organizational behavior.
socialization
