Chapter 8-Quiz

Which of the following is true of organizational culture?

a. An organization with a strong culture is one where no punishment system exists.

b. Organizations with strong cultures emphasize individualism over collectivism.

c. The power structure of a company can help one decipher its culture.

d. Organizational culture and organizational design are independent of each other.

The artifacts of an organization are:

a. its visible organizational structures, processes, and languages.

b. the profits that it plans to make in the next three quarters.

c. a set of assumptions that point to the underlying essence of why members of the organization act as they do.

d. the personal beliefs, values, and opinions held by its employees.

In a formal organization, the backbone of culture generally begins with:

a. the founder of the organization.

b. the culture of the nation in which the firm operates.

c. the firm's customers.

d. the employees of the firm.

A leadership approach is most likely to be successful when a leader of a firm:

a. keeps a tight rein on his employees to ensure that they follow orders.

b. discourages monetary rewards for achievement.

c. refrains from establishing and abiding by a clear set of rules and values.

d. rewards achievement with nonpay perks such as new assignments.

________ is the process of understanding how work gets done and how individuals should interact in an organization.

a. Socialization

b. Delegation

c. Diversification

d. Vertical integration

The first stage of the process by which organizational commitment is achieved is ________ .

a. compliance

b. idealization

c. internalization

d. identification

Which of the following is a consequence of having a strong organizational culture?

a. A strong culture can make adapting to change more difficult.

b. An organization with a strong culture tends to experience high levels of employee turnover.

c. It results in ambiguity of job roles as the organization's expectations are not explicitly stated.

d. It often results in employees being detached and reluctant to take up responsibility for the overall business performance.

Cultures that form around geographic or organizational units in a company are called ________ .

a. micro cultures

b. intracultures

c. subcultures

d. counter cultures

During acquisitions and mergers, it is important for an acquiring company to:

a. ask the employees of the acquired company to form a new culture in their organization.

b. preserve essential elements of culture from both the acquired company and the acquiring company.

c. change its own organizational culture in a short period of time to better fit that of the acquired company.

d. rapidly change the culture of the company that it acquires and make it fit the parent company.