Chapter 6 Flashcards
1
Q
- Kirkman and colleagues discovered that, to build trust among virtual team members, managers should:
A. encourage lapses in unilateral priority shifts.
B. build a shared mythology.
C. avoid long lags in responding.
D. keep the door open except when on private calls
A
avoid long lags in responding.
2
Q
- To unite a diverse set of employees in a pharmaceutical company under a common corporate culture, AstraZeneca’s Global Steering Group has focused on three universal cultural pillars. Which of the following is not one of those pillars?
A. Leadership and Management Capability
B. Transparency in Talent Management and Career Progression
C. Work/Life Challenges
D. Insight Exchange
A
Insight Exchange
3
Q
- _____ is a pattern of basic assumptions that is developed by a group as it learns to cope with problems of external adaptation and internal integration and is taught to new members as the correct way to perceive, think, and feel in relation to these problems.
A. Organizational culture
B. Organizational learning
C. Organizational change
D. Organizational structure
A
Organizational culture
4
Q
- Rules that dictate the dos and don’ts of employee behavior relating to areas such as productivity, customer relations, and intergroup cooperation are characteristics associated with an organization’s _____.
A. ethics
B. ambience
C. culture
D. structure
A
culture
5
Q
- Organizational climate is reflected by:
A. the degree of cooperation between management and employees.
B. common language, terminology, and rituals.
C. high product and service quality.
D. the way employees interact with each other.
A
the way employees interact with each other.
6
Q
- Norms of an organization are reflected by:
A. the rituals, common language, and terminology used.
B. the way employees and customers are treated.
C. the amount of work to be done.
D. the way participants feel about the way they are treated by higher-level management.
A
the amount of work to be done.
7
Q
- According to a study by the Diagnosing Organizational Culture for Strategic Application (DOCSA) group published in 1995, unlike Americans, Europeans:
A. were perceived as being very open in their communications.
B. were viewed as preferring very loose control.
C. saw themselves as somewhat pragmatic in their conduct.
D. were seen as having a slight identification with their own organization.
A
saw themselves as somewhat pragmatic in their conduct.
8
Q
- According to a study by Ronald Lessen and Fred Neubauer, unlike Spanish negotiators, French negotiators:
A. give importance to social competence.
B. employ persuasion through emotional appeal.
C. develop trust on the basis of frequent and warm interpersonal contact and transaction.
D. look for a meeting of minds.
A
look for a meeting of minds.
9
Q
- A widely held belief that has not been found to be accurate is that organizational culture:
A. tends to erase the impact of national culture.
B. tends to be affected by national culture.
C. cannot easily change the cultural values employees bring to the workplace.
D. is different in different subsidiaries.
A
cannot easily change the cultural values employees bring to the workplace.
10
Q
- Which of the following is the identity dimension of corporate culture?
A. To put the demands of the job before the needs of the individual
B. To put the needs of the individual before the needs of the job
C. To identify with and uphold the expectations of the employing organizations
D. To strive for accuracy and attention to detail
A
To identify with and uphold the expectations of the employing organizations
11
Q
- Which of the following is associated with the dimension of pragmatic conduct?
A. To put the expertise and standards of the employing organization first
B. To put the demands and expectations of the customers first
C. To comply with clear and definite systems
D. To pursue clear aims and objectives
A
To put the expertise and standards of the employing organization first
12
Q
- The United Kingdom’s corporate characteristic is:
A. administrative.
B. industrial.
C. pragmatic.
D. commercial.
A
commercial.
13
Q
- “Dirigiste” is used to describe the _____ dimension of France.
A. economic
B. philosophical
C. cultural
D. structural
A
economic
14
Q
- Which of the following statements is true about Spanish negotiators?
A. They emphasize intellectual competence.
B. They employ persuasion through carefully prepared and skilled rhetoric.
C. They base trust on the evaluation of perceived status and intellect.
D. They view a contract as a long-lasting relationship.
A
They view a contract as a long-lasting relationship.
15
Q
- Which of the following types of organizational cultures can be considered a fulfillment-oriented culture?
A. The family culture
B. The Eiffel Tower culture
C. The guided missile culture
D. The incubator culture
A
The incubator culture
16
Q
- Which of the following statements is true of the Eiffel Tower culture?
A. It is well equipped to handle changes.
B. Relationships are specific, and status remains with the job.
C. Job assignments are flexible, and personnel do whatever it takes to get the job done.
D. Replacing the person holding the top position affects work of the organization members.
A
Relationships are specific, and status remains with the job.
17
Q
- The guided missile culture is characterized by _____.
A. individual expertise
B. a formal hierarchy
C. personal orientation
D. a paternal relationship with management
A
individual expertise
18
Q
- Which of the following types of organizational cultures is most likely egalitarian and project-oriented?
A. The family culture
B. The Eiffel Tower culture
C. The guided missile culture
D. The incubator culture
A
The guided missile culture
19
Q
- In which of the following types of organizational cultures are organizations typically entrepreneurial and provide an environment for the self-expression and self-fulfillment of their members?
A. The incubator culture
B. The guided missile culture
C. The Eiffel Tower culture
D. The family culture
A
The incubator culture
20
Q
- There are three aspects of organizational functioning that seem to be especially important in determining an MNC’s organizational culture. They are:
B. the general relationship between the managers and the rank-and-file employees in the organization, the degree of cultural diversity among the members of the organization, and the hierarchical system of authority that defines the roles of managers and subordinates.
C. the degree of cultural diversity among the members of the organization, the age of the organization, and the strength of the organization’s leadership.
D. the general relationship between the employees and their organization; the hierarchical system of authority that defines the roles of managers and subordinates; and the general views that employees hold about the MNC’s purpose, destiny, goals, and their places in them.
A
the general relationship between the employees and their organization; the hierarchical system of authority that defines the roles of managers and subordinates; and the general views that employees hold about the MNC’s purpose, destiny, goals, and their places in them.
