Deck 2: Organizational Culture and the Organizational Environment

Question 1

The ________ view of management is consistent with the stereotypical picture of the take-charge business executive who can overcome any obstacle in carrying out the organization's objectives.

A)dynamic
B)symbolic
C)omnipotent
D)sovereign

Answer 1

C

Question 2

Internal constraints that restrict a manager's decision options arise from ________.

A)the organization's environment
B)the activities of industry competitors
C)the laws and regulations governing workplace practices
D)the organization's culture

Answer 2

D

Question 3

Managers operate within the internal and external constraints imposed by ________.

A)federal and provincial governments
B)the employees of the organization
C)the organization's culture and environment
D)the organization's board of directors

Answer 3

C

Question 4

Which of the following views of managerial impact is useful in explaining the high turnover among college/university and professional sports coaches who are often fired or replaced when their teams perform poorly?

A)symbolic
B)omnipotent
C)reflective
D)dynamic

Question 5

The symbolic view of management means that ________.

A)managers are directly responsible for an organization's success or failure
B)managers have only a limited effect on organizational outcomes
C)successful managers become role models for employees
D)employees are directly responsible for an organization's success or failure

Question 6

The reality in management theory suggests that ________.

A)an organization's success or failure is due to external forces outside managers' control
B)managers are directly responsible for an organization's success or failure
C)managers operate with internal and external constraints that influence an organization's performance
D)employees have more influence on success than managers

Question 7

Which of the following most accurately reflects the symbolic view of management?

A)Managers are directly responsible for an organization's success or failure.
B)Managers have to ensure that every obstacle is overcome on the way to achieving the organization's goals.
C)External forces are responsible for an organization's success or failure.
D)Employees are directly responsible for an organization's success or failure.

Question 8

The view of managers as omnipotent is consistent with the stereotypical picture of the take-charge business executive who can overcome any obstacle in carrying out the organization's objectives.

Question 9

In a short essay,differentiate between the symbolic view and the omnipotent view of management.Include specific examples of each view to support your answer.

Question 10

In the symbolic view of management,managers are seen as being directly responsible for an organization's success or failure.

Question 11

Organizational culture is most similar to an individual's ________.

A)knowledge
B)motivation
C)ability
D)personality

Question 12

The omnipotent view of management means ________.

A)the top manager is the only person in charge
B)managers are directly responsible for an organization's success or failure
C)managers have little or no responsibility for an organization's success or failure
D)outside forces have the most influence on organizational outcomes

Question 13

The symbolic view of management helps to explain the high turnover among college/university and professional sports coaches,who are often fired and replaced when their teams perform poorly.

Question 14

The symbolic view of management impact is useful in explaining the high turnover among sports coaches,who can be considered the "managers" of their teams.

Question 15

A manager's role in the omnipotent view of management is to create meaning out of randomness,confusion,and ambiguity.

Question 16

Elmo Research & Development has been going through a rough patch lately.Turnover has been high and employee morale is at an all-time low.Though employees and competitors hold management responsible for the decline,the CEO does not let the managers go or change the management style.Which of the following could explain this attitude?

A)As the organization has an autocratic management style,the employees are responsible for organizational policies.
B)The organization has a participative management style and decisions are guided by consensus.
C)The CEO holds the view that managers have only a limited role in organization success or failure.
D)The CEO does not have the authority to let the managers go or change the management style.

Question 17

If an organization subscribes to the symbolic view of managers,it is unreasonable to expect managers to have a significant effect on the organization's performance.

Question 18

The soccer league in England is notorious for the number of team managers fired over the course of a single season,which stands at no fewer than eight managers on average,owing to poor team form and consequently,poor results.It is evident from this information that the league endorses a(n)________ view of management.

A)symbolic
B)omnipotent
C)democratic
D)autocratic

Question 19

Despite the existence of both internal and external constraints,managers can still improve organizational performance by ________.

A)delegating more responsibility to employees
B)influencing the organization's culture and environment
C)redesigning the organization's structure
D)introducing new rules and procedures

Question 20

In the omnipotent view of management,much of an organization's success or failure is due to forces outside management's control.

Question 21

The original source of an organization's culture usually ________.

A)is shared among the first workers hired into the organization
B)is formulated by the board of directors when the organization is formed
C)identifies what the organization is successful at doing
D)reflects the vision or mission of the organization's founders

Question 22

An organization's culture is ________.

A)represented in organizational meetings by the top manager of the organization
B)represented by a common perception held by interest groups that watch the organization
C)represented by a common perception held by the organization's members
D)changed when the organization is purchased by new owners

Question 23

The degree to which managers focus on results rather than how the results are achieved relates to which dimension of organizational culture?

A)attention to detail
B)innovation and risk-taking
C)outcome orientation
D)aggressiveness

Question 24

A good example of an organizational ________ is Mary Kay Cosmetics' annual award ceremony for its sales representatives.

A)story
B)material symbol
C)ritual
D)agenda

Question 25

Organizational ________ typically contain(s)a narrative of significant events or people.

A)stories
B)rituals
C)meetings
D)histories

Question 26

The process that adapts employees to the organization's culture is called ________.

A)indoctrination
B)assimilation
C)socialization
D)cooperation

Question 27

Which of the following dimensions of organizational culture refers to the degree to which organizational decisions and actions emphasize maintaining the status quo?

A)stability
B)attention to detail
C)people orientation
D)outcome orientation

Question 28

Google has often been cited as a model for employee satisfaction.Google takes extensive care to ensure employees have the best available conditions to perform,ranging from free snack bars,free massages,innovation rooms,spas-on-site,and many more such measures.Which dimension of organizational culture is Google said to emphasize through such measures?

A)attention to detail
B)aggressiveness
C)people orientation
D)innovation and risk-taking

Question 29

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

A)decreased organizational performance
B)low loyalty towards the organization
C)inability to respond to rapidly changing conditions
D)restraints on individual creativity

Question 30

The degree to which employees are expected to exhibit precision in their work relates to which dimension of organizational culture?

A)outcome orientation
B)stability
C)innovation and risk-taking
D)attention to detail

Question 31

Strong cultures ________.

A)are found in organizations with strong leaders
B)have a minimal influence on employee decision making
C)have a greater influence on employees than do weak cultures
D)always yield positive business results

Question 32

Sony Corporation focuses on which of the following dimensions of organizational culture?

A)attention to detail
B)people orientation
C)outcome orientation
D)innovation and risk-taking

Question 33

When employees at Microsoft use words such as: work judo,eating your own dog food,and flat food,they are using organizational ________.

A)language
B)rituals
C)symbols
D)stories

Question 34

Which of the following statements highlights the shared aspect of culture?

A)Organizational culture is concerned with how members perceive the culture and describe it,not with whether they like it.
B)The original source of the culture of an organization reflects the vision of the organization's founders.
C)Even though individuals may have different backgrounds or work at different organizational levels,they tend to describe the organization's culture in similar terms.
D)The dominant source of the culture of an organization reflects the vision of the organization's most prominent managers.

Question 35

Which of the following is an example of a corporate ritual?

A)Employees swapping stories about the company's history and past heroes who have made significant contributions to the company.
B)Company executives using company-specific jargon or slogans intended to inspire other employees to perform better.
C)Companies hosting annual parties to commemorate employee contributions and reward outstanding performance.
D)The assortment of material artifacts that characterize an organization,including the layout of its facilities,how its employees dress,and the types of automobiles provided to top executives.

Question 36

Most organizations have ________ cultures.

A)strong
B)weak to moderate
C)moderate to strong
D)very strong

Question 37

The size of offices,the elegance of furnishings,and executive perks such as health club memberships are all examples of corporate ________.

A)themes
B)agendas
C)material symbols
D)rewards

Question 38

Corporate ________ are repetitive sequences of activities that express and reinforce the values of the organization,what goals are most important,and which people are most important.

A)themes
B)rituals
C)agendas
D)stories

Question 39

________ has been described as the shared values,principles,traditions,and ways of doing things that influence the way an organization's members act.

A)Corporate stability
B)Business orientation
C)Organizational culture
D)Organizational psychology

Question 40

Which of the following phrases is associated with the definition of organizational culture?

A)individual response
B)unique vision
C)diversity of thought
D)shared meaning

Question 41

In an organizational culture that values cost cutting and steady but slow growth,managers ________.

A)make short-term strategic plans and change them often
B)are likely to pursue new but unproven ventures to increase profits
C)rely increasingly on employee feedback
D)are unlikely to implement innovative ventures that could be profitable
E)focus all their efforts on employee job satisfaction

Question 42

Todd is concerned that the managers at Zerex focus more on results than the methods used to achieve those results.This relates to which dimension of organizational culture?

A)aggressiveness
B)team orientation
C)attention to detail
D)outcome orientation

Question 43

Organizational culture is a system of shared meaning and beliefs held by organizational members.

Question 44

To help establish a dominant culture that is committed to the core values,Jenna suggests they hire individuals who will fit into the culture and strengthen the ________ processes that help new employees learn the organization's way of doing things.

A)storytelling
B)ritual
C)developmental
D)socialization

Question 45

By learning organizational language,members ________.

A)can communicate with the shareholders of the organization
B)show their commitment to the organization and their willingness to accept responsibility
C)attest to their acceptance of the culture and their willingness to help preserve it
D)can provide explanations and legitimacy for current practices

Question 46

The organizational culture has very little influence on the way employees analyze and resolve work-related issues.

Question 47

The comfortable employee lounges in each store are examples of ________.

A)stories
B)rituals
C)material symbols
D)employee benefits

Question 48

If you asked Todd to define the term organizational culture,he would probably say it is ________.

A)the formal rules of an organization
B)a system of shared meaning
C)a system that reflects diversity and respect for differences
D)the strategic focus of an organization

Question 49

Jenna wants to ensure that her organization's culture will help shape high ethical standards for all employees and managers.She proposes that it be high in risk tolerance,low to moderate in aggressiveness,and focused on ________.

A)means
B)outcomes
C)freedom
D)both means and outcomes

Question 50

Jenna asked employees if they knew what constituted "good employee behaviour." She found that very few understood,and most had a variety of ideas.This is one indication that her company has ________.

A)a strong culture
B)a weak culture
C)high employee turnover
D)unproductive employees

Question 51

Jenna observed that some departments have developed their own way of doing things based on the shared values and common situations experienced by their members.She has found evidence of ________ in the organization.

A)dominant cultures
B)subcultures
C)innovative cultures
D)competing cultures

Question 52

Organizational culture is a perception,not a reality.

Question 53

Jenna was surprised to discover that most organizations have ________ cultures.

A)weak to moderate
B)moderate to strong
C)strong
D)very strong

Question 54

Todd believes that the managers at Zerex are not very concerned about how their decisions affect other people in the organization.This relates to which dimension of organizational culture?

A)aggressiveness
B)team orientation
C)people orientation
D)outcome orientation

Question 55

Managers at Zerex have informed Todd that they will require a higher standard of precision and accuracy in his monthly reports.This relates to which dimension of organizational culture?

A)aggressiveness
B)team orientation
C)outcome orientation
D)attention to detail

Question 56

The daily Z-Mart chant is as an example of ________.

A)a ritual
B)a story
C)a material symbol
D)cultural language

Question 57

The part of the orientation video that introduces Ziggy and describes his founding philosophy is an example of a(n)________.

A)ritual
B)story
C)material symbol
D)article

Question 58

The organizational culture at SeaLan is best described as ________.

A)low on team orientation,low on risk-taking,and low on aggressiveness
B)high on team orientation,low on risk-taking,and low on aggressiveness
C)high on team orientation,high on risk-taking,and low on aggressiveness
D)high on team orientation,high on risk-taking,and high on aggressiveness

Question 59

Calling a price reduction a "ziggy" is an example of ________.

A)a ritual
B)a story
C)a material symbol
D)cultural language

Question 60

If successful,Jacob's orientation video should help the ________ process that adapts employees to Z-Mart's culture.

A)culturalization
B)association
C)socialization
D)assimilation

Question 61

The shared aspect of culture implies that all employees in an organization approve of the culture.

Question 62

The degree to which managers focus on results rather than on how the results are achieved is typical of innovative cultures.

Question 63

An increasing body of evidence suggests that strong cultures are associated with high organizational performance.

Question 64

A good example of an organizational story is the process that college/university faculty members go through in their quest for tenure.

Question 65

Strong cultures have a greater influence on employees' behaviours than weak ones.

Question 66

Organizations help employees adapt to the culture through socialization.

Question 67

In "aggressive" cultures,employees exhibit competitiveness.

Question 68

How is culture transmitted to employees of an organization? In a short essay,explain the four primary forms of transmission and provide an example of each.

Question 69

An organization's founder has little influence on its culture.

Question 70

Aggressiveness and attention to detail are two key dimensions of organizational culture.

Question 71

Material symbols include the size of offices,the elegance of furnishings,and executive perks such as health club memberships.

Question 72

Subcultures give the organization its distinct personality.

Question 73

In a short essay,describe the factors that influence the strength of an organization's culture and discuss the impact of a strong organizational culture on employees and the organization.

Question 74

Which type of culture would most likely include characteristics such as friendliness,attentiveness,good listening skills,and widespread empowerment?

A)ethical
B)customer-responsive
C)innovative
D)diversity-focused

Question 75

In a short essay,define organizational culture and discuss the three implications of culture presented in the textbook.Give examples of companies that you feel have strong cultures.

Question 76

The degree to which employees are expected to exhibit precision and attention to detail is called "outcome orientation."

Question 77

Organizational stories typically contain a narrative of significant events or people.

Question 78

Which type of culture would most likely include characteristics such as openness,freedom,debate,and risk-taking?

A)ethical
B)customer-responsive
C)innovative
D)diversity-focused

Question 79

Corporate rituals are repetitive sequences of activities that express and reinforce the key values of an organization.

Question 80

An organizational culture most likely to shape high ethical standards is one that is ________.

A)high in risk tolerance,low to moderate in aggressiveness,and focuses on both means and outcomes
B)low to moderate in risk tolerance,high in aggressiveness,and focuses on both means and outcomes
C)low in risk tolerance,high in aggressiveness,and focuses primarily on outcomes
D)high in risk tolerance,high in aggressiveness,and focuses on means rather than outcomes