MANA 3318-Chapter 16

21. Values reflected in the way individuals actually behave are called:

c. enacted values.

25. The strong culture perspective states that organizations with strong cultures:

c. facilitate performance.

4. The key to understanding culture through artifacts lies in:

c. figuring out the meaning of the symbols.

35. The process by which newcomers are transformed from outsiders to participating, effective members of an organization refers to:

c. organizational socialization.

50. An ethical organizational culture can be developed through all of the following except: a. executive role modeling. b. disseminating a code of ethics and conduct. c. rationalizing mistakes. d. encouraging whistle-blowing.

c. rationalizing mistakes.

18. Mark Zuckerberg, founder of Facebook, ended company meetings with a "pumping of his fist in the air and leading employees in a chant of domination." This is an example of a .

c. rituals

15. Relatively elaborate sets of activities that are repeatedly enacted on important occasions are known as .

c. rituals.

17. The "inverted pyramid" organizational chart used by Nordstroms characterizes the ____artifact of organization culture.

c. symbol

44. The use of multiple methods to measure organizational culture is known as:

c. triangulation.

77. Provide an organizational example of each of the following artifacts: personal enactment, ceremony, story, ritual, and symbol.

Personal enactment: An example of a personal enactment would be a corporate president who strongly endorses physical fitness demonstrating his interest by being the first to have a physical exam and to begin an exercise and jogging program. Ceremony: A firm may issue longevity awards (cash or some gift) every five years during one's tenure with the organization ceremoniously. Story: A corporate story about the founder's first sale to someone in a parking lot becomes corporate folklore and functions to acculturate new employees. Ritual: Each Friday morning, employees take turns buying doughnuts for the staff meeting. This is an example of a ritual. Symbol: A corporate color or logo is a symbol.

79. Briefly discuss the three perspectives or theories regarding the relationship between organizational culture and performance.

The strong culture view states that organizations with strong cultures perform better than other organizations. This type of culture is also highly resistant to change. The strong culture hypothesis is based on three arguments. First, strong cultures will be characterized by goal alignment. Second, high motivation will result from shared values by members. Third, strong cultures provide control without the oppressive effects of a bureaucracy. Empirical results partially support this view of culture and performance. Two nagging questions include the chicken or egg criticism, meaning does better performance lead to stronger cultures; and what if a strong culture leads an organization in the wrong direction? The fit perspective is based on the argument that a culture will have positive impacts on performance only when it is properly matched with industry or market conditions and the organization's strategy. This perspective has some utility in explaining short term performance but not long-term performance. Similar to the strong culture thesis, a fit culture will be difficult to change. The adaptive culture is based on values/beliefs that focus on the changing needs of culture. Cultures based on adaptation show significantly better long-term performance when changes are based on the needs of stockholders, customers, and employees.

36. Which of the following is NOT likely to be an element or activity of organizational socialization?

a. College major of new employees

12. Which of the following artifacts has been argued by researchers to be the most effective way to reinforce values?

a. Stories

20. Which of the following statements is NOT true regarding values? a. Values are the last and deepest level of culture. b. Values reflect a person's underlying beliefs. c. Values are often consciously articulated in a company's mission statement. d. There may be a difference between espoused and enacted values.

a. Values are the last and deepest level of culture.

48. AOL executive, Neil Davis, horrified Time Warner executives by saying "What we like to do to a competitor that is damaged is drive the knife in their heart." This is an example of:

a. a culture clash between AOL and Time Warner.

29. The fit perspective of culture argues that:

a. a culture is good only if it fits the industry's or the firm's strategy.

11. Southwestern Bell emphasizes the importance of management training by kicking off classes using a high-ranking executive and with a graduation ceremony when classes are completed. This is an example of:

a. a rite of renewal and a rite of passage.

47. The first step in the model for cultural change is:

a. changing behavior.

38. Employee performance expectations are normally made known through:

a. communication of role demands.

22. Assumptions are:

a. deeply held beliefs that guide behavior of members of an organization.

42. The primary purpose of socialization is the:

a. transmission of core values to new organization members.

46. Changing an organization's culture is difficult because:

b. assumptions are unconscious.

43. The focus of Organizational Culture Inventory is:

b. behaviors that help employees fit into an organization.

2. A pattern of basic assumptions that are considered valid and that are taught to new members as the way to perceive, think, and feel in an organization is known as:

b. corporate culture.

30. An adaptive organizational culture is one that:

b. encourages confidence and risk taking among employees

19. A company's espoused values can be found in all of the following except: a. annual reports. b. monthly financial statements. c. quarterly employee newsletters. d. employee handbooks.

b. monthly financial statements.

39. One of the key concerns of anticipatory socialization is:

b. realistic job previews.

33. Corporate leaders can greatly influence and shape organizational culture through:

b. reinforcing corporate values in rewarding employee performance.

10. An early fall semester orientation on your campus can be considered a:

b. rite of renewal.

28. The fit perspective is useful in explaining:

b. short-term performance.

31. According to the study by Kotter and Heskett on adaptive cultures, the adaptive culture facilitates change to meet the needs of all of the following groups except: a. employees. b. suppliers. c. customers. d. stockholders.

b. suppliers.

26. Strong cultures are thought to facilitate performance for three reasons. Which of the following is NOT one of those reasons?

c. Greater tolerance to change

49. Which of the following is NOT a guideline for managers who want to create a global culture? a. Create clear and simple mission statements b. Develop global career paths c. Integrate values that change with time d. Reward employees who support the global view

c. Integrate values that change with time

14. are unwritten messages that clearly indicate "the way we do things around here."

c. Ritual

32. Which of the following perspectives of culture would recommended to a firm that was going to compete globally?

c. The adaptive perspective

5. The most visible and accessible level of culture is:

c. artifacts.

23. According to Edgar Schein, the essence of culture is:

c. assumptions.

13. An example of a rite of enhancement is a(n):

c. employee of the month award.

34. According to Edgar Schein, leaders play crucial roles in shaping and reinforcing culture. Which of the following is NOT one of the elements considered important to a leader's management of culture?

d. How leaders develop strategy

9. Which of the following would NOT provide an indication of an organization's culture?

d. Number of products produced

1. Which of the following is NOT an important attribute of organizational culture? a. Shared norms and values b. Artifacts c. Assumptions d. Pervasiveness and endurance

d. Pervasiveness and endurance

24. Which of the following is NOT a perspective that helps one understand the effects of culture?

d. The social creation perspective

8. The president of a university awards scholarships at a banquet to high-achieving students. This is an example of:

d. a ceremony.

40. The two types of congruence between an individual and an organization are the congruence between:

d. an individual's abilities and the demands of a job, and the fit between an individual's values and an organization's values.

16. The big "blue bag" that IKEA sells for less than $1 to be used instead of plastic bags serves as a(n) for IKEA's cultural stance of protecting the planet.

d. artifact

37. Compatibility of individual and organizational value systems is known as:

d. congruence.

3. The concept of organizational culture has its roots in:

d. cultural anthropology.

27. Strong cultures facilitate performance in all of the following ways except: a. providing control without oppressive effects of a bureaucracy. b. encouraging employee and organizational goal alignment. c. creating a high level of employee motivation. d. insulating employees from an organization's environment.

d. insulating employees from an organization's environment.

6. A corporate president is the first one to give blood during a corporate blood drive. This is an example of:

d. personal enactment.

7. Steve Irby, the founder and CEO of Stillwater Designs, builds trust in his employees by sharing the company's monthly financial results. If monthly sales are higher than the same month in the previous year, Irby holds a cookout for the employees on the following Friday where Irby and the general manager always do the cooking. This is an example of:

d. personal enactment.

41. The two key concerns in the anticipatory socialization stage are:

d. realism and congruence.

45. The underlying dimensions of the Kilmann-Saxton Culture-Gap Survey are:

d. technical/human orientation and short-term/long-term time.