Management Chapter 8 Testbank

Internal integration refers to: A. how environmental changes impact a firm's strategy B. how rituals reinforce an organization's culture C. how stories and myths convey an organization's values D. how work is accomplished in a firm

D

True/False: A wise manager of an acquiring comapny should incorporate the company into another in such a way that the culture of the acquired company gets sacrificed.

False

True/False: Assumptions are the meanings that members of an organization attach to artifacts

False

True/False: Once a behavior has become an assumption, it is even more visible.

False

True/False: Over time, the process of cultural socialization can result in a decreased level of commitment to an organization.

False

True/False: Strong cultures lead to increased performance in both stable and turbulent environments.

False

Thomas is the top manager of a firm which is going to acquire another firm in the similar industry. which of the following should Thomas do after acquiring the company in terms of culture? A. thomas should preserve those element s of each culture that are essential to company's well-being. B. Thomas shoud completely sacrfice hsi organizational culture and adopt the culture of the acquired company C. Thomas should encourage employees to follow both cultures in an attempt to avoid any conflict situation D. Thomas should stick to his own org's culture regardless of whether the acquired company's culture is efficient or not

A

Which of the following is an adv of a strong culture? A, a strong culture has been linked to better levels of performance B. Strong cultures increase performance even in turbulent environments C. orgs with strong cultures only encourage ehtical behavior D. it is a simple and easy task to change th strong culture of an org

A

Which of the following levels of organizational culture refers to the visible organizational structures, processes, and languages? A. artifacts B. values C. assumptions D. beliefs

A. artifacts

Which of the following statements is true of the levels of organizational culture? A. assumptions are deeply embedded in an organization's culture B. It is quite difficult to note the artifact present in an organization C. Assumptions are the meanings that members of an organization attach to artifacts D. Values are visible organizational structures, processes, and languages

A. assumptions are deeply embedded in an organization's culture

Which of the following best describes an organization's artifacts? A. Day-to-day behaviors that can be observed B. underlying essence of why members of an org act as they do C. relational factors between an org's culture and its performance D. aspects deemed importance by members of an org

A. day-to-day behaviors that can be observed

The process of understanding how work gets done and how individuals should interact is called ____. A. socialization B. internalization C. identification D. adaptation

A. socialization

Which of the following is a disadvantage of a strong culture? A. a strong culture seldom influences an organization's perfomance. B. a strong culture tends to be difficult to change C. In a strong culture, the goals are unclear D. a strong culture requires more coordination and monitoring

B

Which of the following statements about strong cultures is true? A, strong cultures often result in greater role ambiguity B. strong cultures allow a company to run more smoothly and quickly C. strong cultures lead to decreased performance in stable environments D in strong cultures, there are low levels of agreement among employees

B

Which of the following statements is true of adapting culture to a new contextual landscape? A. In times of crisis, a company's culture cannot change quickly B. culture tends to be a competitive differentiator C. external adaptation addresses how work is accomplished in a firm D. culture cannot be a strong inhibitor to change

B

____ refers to the meanings that members of an organization attach to visible aspects of a firm A. artifacts B. Values and Beliefs C. Assumptions D. Objectives

B. Values and beliefs

The elements that constitute organizational commitment are: A. artifacts, beliefs and values, and assumptions B. compliance, identification and internalization C. job descriptions, strategic planning, and socialization D. visions, missions and objectives

B. compliance, identification and internalization

Which of the following evolves over three-stages --- from compliance to identification to internalization? A. internal intregration B. organizational commitment C. cultural socialization D. external adaptation

B. organizational commitment

Which of the following helps organizations to socialize employees? A. the intermediaries used to reach customers B. Role modeling, leader examples, and coaching C. Technologies used in manufacturing a firm's product D. Employee characteristics such as age and experience

B. role modeling, leader examples, and coaching

External adaptation refers to: A. how work is accomplished in a firm B. how ceremonies help to socialize organizational members C. how environmental changes impact a firm's strategy D. how an organization's founder influences its culture

C

Which of the following is the best example of an organization with a strong culture? A. TechPArk is a company characterized by low levels of agreement among employees about what is valued in the organization B. The employees Z-Gadgets, a manufacturing company, experience role ambigiuty and therefore they require more coordination and monitoring C. the performance of ElectronicZone tends to fluctuate, wherein, it's good under stable environments and very poor under turbulent environments D. Z- Furn's organizational culture is very flexible and can be easily changes in response to changing environments

C

An organization's ___ defines how people think, feel, and act and it moves at an almost subconscious level A. structure B. design C. culture D. strategy

C. culture

Which of the following is a characteristic of an organization's culture? A. culture is unchangeable B. It is unrelated to performance C. Culture is dynamic D. it can easily be copied by competitors

C. culture is dynamic

Which of the following aspects of a leader's role in relation to culture is deemed critically important to an organization's success? A. Acquire more companies and adopt all elements of the acquired company's weak culture B. Reward employees and managers with pay based on commitment and continue raising the bar C. empower employees to make independent decisions and to find ways to improve D. inspire managers and employees to work as they wish in an attempt to reduce their job related stress

C. empower employees to make independent decisions and to find ways to improve

Which of the following refers to an organization's assumptions? A. aspects deemed important by members of an organization B. relational factors between an organization's culture and its performance C. the underlying essence of why members of an organizations act as they do D. day-tp-day behaviors that can be observed

C. the underlying essecence of why members of an organizations act as they do

Which of the following characterizes a weak cultutre? A. employees require less coordination and monitoring B. high role clarity C. allows a company to run more smoothly and quickly D. no agreement on the firm's values

D

Which of the following questions should a manager address while acquiring a company in terms of culture? A. which culture is the best? B. how socialized are the employees? C. is culture linked to performance? D. where are the similarities and differences?

D

_____ directly impact culture in the manner in which they encounter big problems, solve those problems, and see the effects of their solutions A. suppliers B. competitors C. customers D. teams

D. Teams

Which of the following statements is true of the role of founders in influencing culture? A. The founders take the least risk and therefore do not feel as much anxiety as their employees B. in allowing values to trump economies, founders tend to have a weak influence on the company's culture C. a founder cannot make any risky decisions as he is required to account to everyone in the organization D. founders are uniquely situated to be innovative and to exemplify innovation to their employees

D. founders are uniquely situated to be innovative and to exemplify innovation to their employees

Which of the following is a source from which a firm's culture develops? A. the employees' skill set B. The suppliers and customers C. The organization's competitors D. the founder of the organization

D. the founder of the org

True/False: An appreciation of the company's values helps in deciphering the roots of a company's culture.

True

True/False: It is the culture of the organizational structure that drives performance.

True

True/False: The embedded nature of culture often makes change very difficult even in the face of strong competitive pressures.

True

True/False: When there is no agreement on what is valued in a firm, firms experience weak culture.

True

True/False: in formal organizations, the backbone of culture generally begins with a founder.

True