Deck 8: Organizational Culture, Values, Interpretations and Norms

Question 1

Schein's model comprises three levels of culture. One of these are artefacts. What is an artefact? Choose the option which best matches Schein's model.

A) An object that people have created.
B) A basic assumption about how the world is acquired.
C) An unwritten norm or rule.
D) A dynamic model that includes socialization and crisis.

Answer 1

A

Question 2

Schein's model gives a dynamic picture of culture. Which of the following claims does not match this dynamic image.

A) According to Schein, groups are formed by some kind of initiator, such as a company's founders who gather people to solve a task.
B) A conducted action, aimed at solving a task, that was initially questioned tends to be repeated as long as it is perceived as successful.
C) In successful organizations, it is easier to question basic assumptions than in less successful organizations.
D) In successful organizations, a strong culture is more quickly formed, compared to less successful organizations.

Answer 2

C

Question 3

Which of Hofstede's six dimensions is about whether members of a culture spend energy on homogenizing and standardizing their values and behaviours?

A) Power distance.
B) Individualism versus collectivism.
C) Pleasure versus restraint.
D) Degree of uncertainty avoidance.

Answer 3

D

Question 4

Janis' theory about groupthink is described in the symbol framework. Janis believes that the risk of groupthink increases if three conditions are met. Which of the options below is NOT one of these conditions?

A) High group cohesion.
B) Structural shortcomings.
C) Comprehensive quantitative evaluation processes.
D) Pressing ambient conditions.

Question 5

Which of the following claims of symbolic leadership is consistent with the description in the textbook's symbolic framework? The symbolic leader ______.

A) affects how organization members interpret and experience their surroundings and themselves.
B) exploits their technical competence to change the behaviour of followers.
C) plans processes and resources to achieve high but realistic goals.
D) formulates strategies based on logical and evidence-based reasoning.

Question 6

Symbolic leadership (the symbolic framework) includes, among other things, the use of rhetoric. Which of the following alternatives is NOT one of the three foundations of good rhetoric according to Aristotle?

A) Kudos.
B) Logos.
C) Pathos.
D) Ethos.

Question 7

Which claim fits best to the meaning of Brunsson's model for 'organized hypocrisy' as described in the symbolic framework?

A) Organized hypocrisy refers to situations where informal rules systematically disadvantage certain groups of employees.
B) Organized hypocrisy is positive for dealing with conflicting demands.
C) Organized hypocrisy refers to actions portrayed as rational, even though they are not.
D) Organized hypocrisy refers to situations where managers intentionally spread untrue information among their employees.

Question 8

Which description is consistent with Brunsson's theory of decision-making in organizations, as described in the symbolic framework?

A) Although it is resource-intensive, it is usually good for the operations' efficiency to strive for rational decision-making processes.
B) It is above all through effective action, so-called action rationality, that an organization receives acceptance from the outside world.
C) Effective action can take place in the hidden, while rational decision-making processes are communicated outwards.
D) In the short term, decision rationality is profitable, while in the long term it is more socially accepted to be action rational.

Question 9

In the symbol framework, Brunsson's model describes decision rationality and action rationality. The model can be compared to Janis' model of groupthink. Which of the following claims is consistent with how Brunsson's model relates to Janis'?

A) With action rationality, Brunsson refers to phenomena reminiscent of groupthink.
B) With decision rationality, Brunsson refers to phenomena reminiscent of groupthink.
C) Both Brunsson and Janis argue that organizations' actions should be the consequences of rational decision-making processes.
D) Neither Brunsson nor Janis argue that organizations' actions should be the consequences of rational decision-making processes.