Question 1

The process that adapts employees to the organisation's culture is called:

Accepted Answer

A) confirmation. 
B) orientation. 
C) socialisation. 
D) indoctrination. 
A) confirmation. 
B) orientation. 
C) socialisation. 
D) indoctrination.

Question 2

The degree to which management decisions take into consideration the effect of outcomes on people within the organisation is termed outcome orientation.

Accepted Answer

A) True 
 B)False

Question 3

A strong culture can be a liability.

Accepted Answer

A) True 
 B)False

Question 4

The primary or dominant values that are accepted throughout the organisation are the core values.

Accepted Answer

A) True 
 B)False

Question 5

A strong culture provides a supportive atmosphere for diversity.

Accepted Answer

A) True 
 B)False

Question 6

Socialisation is considered complete when an employee completes his six- month probationary period.

Accepted Answer

A) True 
 B)False

Question 7

As new employees learn the acronyms and jargon specific to the organisation,language serves to unite members of a given culture or subculture.

Accepted Answer

A) True 
 B)False

Question 8

The army boot camp,where recruits "prove" their commitment is an example of:

Accepted Answer

A) confirmation. 
B) socialisation. 
C) indoctrination. 
D) orientation. 
A) confirmation. 
B) socialisation. 
C) indoctrination. 
D) orientation.

Question 9

Which of the following is not a true statement about how national culture affects the way organisational culture is transported to a different culture?

Accepted Answer

A) Organisational cultures are often so powerful that they transcend national boundaries. 
B) If an organisation has a strong culture,then local culture can be ignored. 
C) A good understanding of culture and the global implications of business is a necessity in Australia's auto industry. 
D) U)S.employees are not the only ones that need to be culturally sensitive. 
A) Organisational cultures are often so powerful that they transcend national boundaries. 
B) If an organisation has a strong culture,then local culture can be ignored. 
C) A good understanding of culture and the global implications of business is a necessity in Australia's auto industry. 
D) U)S.employees are not the only ones that need to be culturally sensitive.

Question 10

Which of the following is not a characteristic of organisational culture?

Accepted Answer

A) team orientation 
B) attention to detail 
C) innovation 
D) formalisation 
A) team orientation 
B) attention to detail 
C) innovation 
D) formalisation

Question 11

All of the following are examples of material symbols except:

Accepted Answer

A) staff singing company song every morning. 
B) different types of cars for different executives. 
C) top executives' unlimited use of the company jet. 
D) a swimming pool for the employees to use. 
A) staff singing company song every morning. 
B) different types of cars for different executives. 
C) top executives' unlimited use of the company jet. 
D) a swimming pool for the employees to use.

Question 12

When can culture be barrier to change and thus a liability?

Accepted Answer

Culture is a liability when the shared v

Question 13

Strong cultures are made up of values that are intensely held and widely shared.

Accepted Answer

A) True 
 B)False

Question 14

Culture may be a liability when it is a barrier to:

Accepted Answer

A) diversity. 
B) mergers and acquisitions. 
C) change. 
D) all of the above 
A) diversity. 
B) mergers and acquisitions. 
C) change. 
D) all of the above

Question 15

Consistency of behaviour is an asset to an organisation when it faces a dynamic environment.

Accepted Answer

A) True 
 B)False

Question 16

An organisational culture most likely to shape high ethical standards is one that:

Accepted Answer

A) is low- to- moderate in aggressiveness. 
B) focuses on means as well as outcomes. 
C) is high in risk tolerance. 
D) all of the above. 
A) is low- to- moderate in aggressiveness. 
B) focuses on means as well as outcomes. 
C) is high in risk tolerance. 
D) all of the above.

The process that adapts employees to the organisation's culture is called:

The degree to which management decisions take into consideration the effect of outcomes on people within the organisation is termed outcome orientation.

A strong culture can be a liability.

The primary or dominant values that are accepted throughout the organisation are the core values.

A strong culture provides a supportive atmosphere for diversity.

Socialisation is considered complete when an employee completes his six- month probationary period.

As new employees learn the acronyms and jargon specific to the organisation,language serves to unite members of a given culture or subculture.

The army boot camp,where recruits "prove" their commitment is an example of:

Which of the following is not a true statement about how national culture affects the way organisational culture is transported to a different culture?

Which of the following is not a characteristic of organisational culture?

All of the following are examples of material symbols except:

When can culture be barrier to change and thus a liability?

Strong cultures are made up of values that are intensely held and widely shared.

Culture may be a liability when it is a barrier to:

Consistency of behaviour is an asset to an organisation when it faces a dynamic environment.

An organisational culture most likely to shape high ethical standards is one that:

The Significance of Organisational Behaviour

Learning and Job Satisfaction

Personality and Values

Perception and Individual Decision Making

Motivation

Emotions and Moods

Understanding Group and Team Behaviour

Leadership

Power and Politics

Communication and Conflict

Organisational Structure

Organisational Change and Development

Filters

Exam 12: Organisational Culture

The process that adapts employees to the organisation's culture is called:

The degree to which management decisions take into consideration the effect of outcomes on people within the organisation is termed outcome orientation.

A strong culture can be a liability.

The primary or dominant values that are accepted throughout the organisation are the core values.

A strong culture provides a supportive atmosphere for diversity.

Socialisation is considered complete when an employee completes his six- month probationary period.

As new employees learn the acronyms and jargon specific to the organisation,language serves to unite members of a given culture or subculture.

The army boot camp,where recruits "prove" their commitment is an example of:

Which of the following is not a true statement about how national culture affects the way organisational culture is transported to a different culture?

Which of the following is not a characteristic of organisational culture?

All of the following are examples of material symbols except:

When can culture be barrier to change and thus a liability?

Strong cultures are made up of values that are intensely held and widely shared.

Culture may be a liability when it is a barrier to:

Consistency of behaviour is an asset to an organisation when it faces a dynamic environment.

An organisational culture most likely to shape high ethical standards is one that:

The Significance of Organisational Behaviour

Learning and Job Satisfaction

Personality and Values

Perception and Individual Decision Making

Motivation

Emotions and Moods

Understanding Group and Team Behaviour

Leadership

Power and Politics

Communication and Conflict

Organisational Structure

Organisational Change and Development

Filters