CHAPTER 16

A high level of _____ exists when employees definitively agree about the way things are supposed to happen within the organization and when their subsequent behaviors are consistent with those expectations. A. culture shock B. culture strength C. ASA framework D. safety culture E. reality shock

A high level of culture strength exists when employees definitively agree about the way things are supposed to happen within the organization (high consensus) and when their subsequent behaviors are consistent with those expectations (high intensity).

Which of the following culture types reduces treatment errors in medical settings? A. Creativity culture B. Service culture C. Safety culture D. Diversity culture E. Communal culture

A positive safety culture has been shown to reduce accidents and increase safety-based citizenship behaviors. A safety culture also reduces treatment errors in medical settings.

ASA in the "ASA framework," a process that can help keep culture of the organization strong, stands for: A. anticipation-socialization-articulation. B. attraction-selection-attrition. C. ask-substitute-attract. D. allocation-submission-anticipation. E. assertion-supplementation-apprehension.

ASA stands for Attraction-Selection-Attrition. The ASA framework holds that potential employees will be attracted to organizations whose cultures match their own personality, meaning that some potential job applicants will not apply due to a perceived lack of fit

In your final semester, you are interviewing at Raintree, Inc. You have collected preliminary information from Raintree's Web site and other employees. You are getting additional information during the interview process from the managers. You can be described at which stage of the socialization process? A. Encounter B. Attrition C. Anticipatory D. Adaptation and understanding E. Selection

Anticipatory socialization begins as soon as a potential employee develops an image of what it must be like to work for a given company. The bulk of the information acquired during this stage occurs during the recruitment and selection processes that employees go through prior to joining an organization.

Laura, currently employed at Regent International, is looking for a new job. In the process of doing so, she comes across the Web site of Global Vision and finds that the values and culture of the company match with her own personal values. She also learns about the various activities that take place in Global Vision on a yearly basis and its various achievements. It is clear from this example that Laura is in the _____ stage of the socialization process. A. anticipatory B. encounter C. understanding D. adaptation E. attrition

Anticipatory socialization begins as soon as a potential employee develops an image of what it must be like to work for a given company. The bulk of the information acquired during this stage occurs during the recruitment and selection processes that employees go through prior to joining an organization.

Which of the following supply the primary means of transmitting an organization's culture to its workforce? A. Underlying assumptions B. Artifacts C. Espoused values D. Competitive responses E. Norms

Artifacts supply the primary means of transmitting an organization's culture to its workforce.

_____ are the taken-for-granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questioning the validity of their behavior in a given situation. A. Espoused values B. Stories C. Basic underlying assumptions D. Rituals E. Observable artifacts

Basic underlying assumptions are the taken-for-granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questioning the validity of their behavior in a given situation.

_____ represent the deepest and least observable part of a culture. A. Espoused values B. Stories C. Basic underlying assumptions D. Rituals E. Observable artifacts

Basic underlying assumptions are the taken-for-granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questioning the validity of their behavior in a given situation. These assumptions represent the deepest and least observable part of a culture and may not be consciously apparent, even to organizational veterans.

Every year, 7 Days, a large retail chain, organizes a large annual function in which it gives an "Employee of the Year" award to a deserving employee, along with a $5,000 cash prize and an opportunity to launch the retail chain's new product. This is an example of which of the following components of organizational culture? A. Stories B. Symbols C. Espoused values D. Basic underlying assumptions E. Ceremonies

Ceremonies

Formal events that are generally performed in front of an audience of organizational members are known as: A. rituals. B. stories. C. ceremonies. D. language. E. symbols.

Ceremonies

Which of the following is a tactic designed to discourage adaptation to the organization's culture? A. Orient new employees along with a group of other new employees. B. Provide hurdles that are required to be met prior to organizational membership. C. Provide role models for newcomers. D. Put newcomers through orientation apart from current organizational members. E. Constantly affirm to newcomers that they are to be themselves and that they were chosen for the organization based on who they are.

Constantly affirming to newcomers that they are to be themselves and that they were chosen for the organization based on who they are discourages adaptation to the organization's culture. Refer: Table 16-4

Which of the following tactics is designed to encourage adaptation to the organization's culture? A. Use no examples of what an employee is supposed to be like. B. Constantly remind newcomers that they are now part of a group and that this new group helps define who they are. C. Allow newcomers to interact with current employees while they are being oriented. D. Allow organizational membership regardless of whether or not any specific requirements have been met. E. Orient new employees by themselves.

Constantly reminding newcomers that they are now part of a group and that this new group helps define who they are helps in encouraging adaptation to the organization's culture. Refer: Table 16-4

In organizations with networked cultures, we tend to find _____ sociability and _____ solidarity. A. low; low B. low; moderate C. high; low D. moderate; high E. moderate; low

Cultures in which all employees are friendly to one another, but everyone thinks differently and does his/her own thing, are networked cultures. Refer: Figure 16-2

Scenario: Four Friends Molly, Lily, Rosy, and Cathy are four friends working at four different organizations. In Molly's firm, employees are both distant and disconnected from one another, whereas in Lily's company, it is quite the opposite—employees are friendly and they all think alike. Rosy works for an organization where employees think alike but are not friendly to one another. Finally, Cathy is at a firm where employees are friendly but they think differently and do their own thing. Cathy's firm can be described as having which culture type? A. Communal B. Mercenary C. Networked D. Fragmented E. Complex

Cultures in which all employees are friendly to one another, but everyone thinks differently and does his/her own thing, are networked cultures. Refer: Figure 16-2

_____ cultures are those where all employees are friendly to one another, but everyone thinks differently and does his/her own thing. A. Communal B. Mercenary C. Networked D. Fragmented E. Complex

Cultures in which all employees are friendly to one another, but everyone thinks differently and does his/her own thing, are networked cultures. Many highly creative organizations have a networked culture.

Having recently started his job at 7 Days Supermarket, Peter was heard making a comment that "Working at 7 Days Supermarket was not nearly what I expected it to be." This is an example of _____ that occurs in the _____ stage of the socialization process. A. counterculture; encounter B. reverse adaptation; attrition C. culture shock; anticipatory D. reality shock; encounter E. reverse adaptation; understanding

During the encounter stage, new employees compare the information they acquired as outsiders during the anticipatory stage with what the organization is really like now that they are insiders. To the degree that the information in the two stages is similar, employees will have a smoother time adjusting to the organization. Problems occur when the two sets of information do not quite match. This mismatch of information is called reality shock.

Which of the following are the beliefs, philosophies, and norms that a company explicitly states? A. Rituals B. Stories C. Ceremonies D. Espoused values E. Observable artifacts

Espoused values are the beliefs, philosophies, and norms that a company explicitly states.

Quest, Inc., has a sign hanging in every employee's cubicle that reads: "Together we are greater than any one of us." This is an example of a(n): A. ritual. B. espoused value. C. enacted value. D. basic underlying assumption. E. physical structure.

Espoused values are the beliefs, philosophies, and norms that a company explicitly states. Espoused values can range from published documents, such as a company's vision or mission statement, to verbal statements made to employees by executives and managers.

The published mission statement at Dunlop, Inc., is an example of: A. espoused values. B. stories. C. basic underlying assumptions. D. rituals. E. observable artifacts.

Espoused values are the beliefs, philosophies, and norms that a company explicitly states. Espoused values can range from published documents, such as a company's vision or mission statement, to verbal statements made to employees by executives and managers.

Walker International has recently published its vision statement. This is an example of: A. observable artifacts. B. stories. C. basic underlying assumptions. D. rituals. E. espoused values.

Espoused values are the beliefs, philosophies, and norms that a company explicitly states. Espoused values can range from published documents, such as a company's vision or mission statement, to verbal statements made to employees by executives and managers.

MicroTrac allows its engineers to spend 20 percent of their working time pursuing projects that they are passionate about to encourage innovation at the organization. This describes which of the following specific cultures? A. Creativity culture B. Service culture C. Safety culture D. Diversity culture E. Communal culture

Given the importance of new ideas and innovation in many industries, it is understandable that some organizations focus on fostering a creativity culture. Creativity cultures affect both the quantity and quality of creative ideas within an organization.

In practice, there are two common ways to change a culture. They are: A. ASA framework and socialization. B. changes in leadership and mergers or acquisitions. C. ASA framework and changes in leadership. D. socialization and mergers or acquisitions. E. mergers and ASA framework.

In practice, two ways are common methods to change a culture: changes in leadership and mergers or acquisitions.

Manufacturing and medical companies have a tendency to create which of the following specific culture types? A. Creativity culture B. Networked culture C. Safety culture D. Diversity culture E. Communal culture

It is not uncommon for manufacturing or medical companies to go through a string of accidents or injuries that potentially harm their employees. For these organizations, creating a safety culture is of paramount importance.

_____ reflect(s) the jargon, slang, and slogans used within the walls of an organization. A. Rituals B. Beliefs C. Values D. Language E. Symbols

Language

A process by which a junior-level employee develops a deep and long-lasting relationship with a more senior-level employee within the organization refers to: A. mentoring. B. promotion. C. ASA framework. D. socialization. E. orientation.

Mentoring is a process by which a junior-level employee (protégé) develops a deep and long-lasting relationship with a more senior-level employee (mentor) within the organization.

Most merged companies operate under a _____ for an extended period of time. A. strong culture B. weak culture C. subculture D. differentiated culture E. counterculture

Mergers rarely result in the strong culture that managers hope will appear when they make the decision to merge. In fact, most merged companies operate under a differentiated culture for an extended period of time.

During her stay at the Renaissance Hotel, Ginny noticed that all the staff wore the same color and style of clothes. Which of the following layers of organizational culture would such a dress code represent? A. Espoused values B. Enacted values C. Observable artifacts D. Mnemonics E. Basic underlying assumptions

Observable artifacts

_____ are the manifestations of an organizational culture that everyone can see or talk about. A. Basic underlying assumptions B. Observable artifacts C. Espoused values D. Safety cultures E. Service cultures

Observable artifacts

The physical layout of workspaces, dress codes, and the level of technology used are all examples of _____ that are represented by the organization's culture. A. basic underlying assumptions B. espoused values C. observable artifacts D. mnemonics E. symbols

Observable artifacts are the manifestations of an organization's culture that employees can easily see or talk about. There are six major types of artifacts: symbols, physical structures, language, stories, rituals, and ceremonies.

Which of the following is a disadvantage of a strong culture? A. It differentiates the organization from others. B. It allows employees to identify themselves in the organization. C. It attracts and retains similar kinds of employees. D. It creates stability within the organization. E. It facilitates the desired behaviors among employees.

One disadvantage of a strong culture is that it attracts and retains similar kinds of employees, thereby limiting diversity of thought. Refer: Table 16-2

Which of the following is an advantage of a strong culture? A. It makes merging with another organization more simple. B. It allows employees to identify themselves with the organization. C. It can be "too much of a good thing" if it creates extreme behaviors. D. It makes adapting to the environment less difficult. E. It attracts and retains similar kinds of employees.

One of the main advantages of strong culture is that it allows employees to identify with the organization. Refer: Table 16-2

The shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees refers to organizational: A. structure. B. chart. C. strength. D. culture. E. rituals.

Organizational culture is defined as the shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees.

At NoFrills Corporation, employees are distant and disconnected from one another. Based on this, the organizational culture at NoFrills can be described as: A. communal. B. mercenary. C. networked. D. fragmented. E. collective.

Organizations that are low on both dimensions (solidarity and sociability) have a fragmented culture in which employees are distant and disconnected from one another.

In organizations with fragmented cultures, there is _____ sociability and _____ solidarity. A. low; low B. moderate; high C. high; moderate D. high; high E. moderate; moderate

Organizations that are low on both dimensions (solidarity and sociability) have a fragmented culture in which employees are distant and disconnected from one another. Refer: Figure 16-2

Scenario: Four Friends Molly, Lily, Rosy, and Cathy are four friends working at four different organizations. In Molly's firm, employees are both distant and disconnected from one another, whereas in Lily's company, it is quite the opposite—employees are friendly and they all think alike. Rosy works for an organization where employees think alike but are not friendly to one another. Finally, Cathy is at a firm where employees are friendly but they think differently and do their own thing. Molly's firm can be described as having which of the following culture types? A. Communal B. Mercenary C. Networked D. Fragmented E. Collective

Organizations that are low on both dimensions (solidarity and sociability) have a fragmented culture in which employees are distant and disconnected from one another. Refer: Figure 16-2

Organizations that have cultures in which employees think alike but are not friendly to one another can be considered _____ cultures. A. communal B. mercenary C. networked D. fragmented E. collective

Organizations that have cultures in which employees think alike but are not friendly to one another can be considered mercenary cultures.

In organizations with mercenary cultures, we tend to find _____ sociability and _____ solidarity. A. moderate; low B. low; high C. high; low D. high; moderate E. moderate; moderate

Organizations that have cultures in which employees think alike but are not friendly to one another can be considered mercenary cultures. Refer: Figure 16-2

Scenario: Four Friends Molly, Lily, Rosy, and Cathy are four friends working at four different organizations. In Molly's firm, employees are both distant and disconnected from one another, whereas in Lily's company, it is quite the opposite—employees are friendly and they all think alike. Rosy works for an organization where employees think alike but are not friendly to one another. Finally, Cathy is at a firm where employees are friendly but they think differently and do their own thing. Rosy's firm can be described as having a(n) _____ culture. A. Communal B. Mercenary C. Networked D. Fragmented E. Collective

Organizations that have cultures in which employees think alike but are not friendly to one another can be considered mercenary cultures. Refer: Figure 16-2

The environment at National Studio, Inc., is very political and employees generally are always thinking "What's in it for me?" Such a culture can be described as which of the following? A. Communal B. Mercenary C. Networked D. Fragmented E. Collective

Organizations that have cultures in which employees think alike but are not friendly to one another can be considered mercenary cultures. These types of organizations are likely to be very political, "what's in it for me" environments.

Organizations that have successfully created a _____ culture have been shown to change employee attitudes and behaviors toward customers. A. service B. mercenary C. safety D. fragmented E. creativity

Organizations that have successfully created a service culture have been shown to change employee attitudes and behaviors toward customers.

In organizations with communal cultures, there is _____ sociability and _____ solidarity. A. low; low B. moderate; high C. moderate; low D. high; high E. low; moderate

Organizations with friendly employees who all think alike are communal cultures.

Organizations with friendly employees who all think alike are _____ cultures. A. communal B. mercenary C. networked D. fragmented E. individualistic

Organizations with friendly employees who all think alike are communal cultures.

Scenario: Four Friends Molly, Lily, Rosy, and Cathy are four friends working at four different organizations. In Molly's firm, employees are both distant and disconnected from one another, whereas in Lily's company, it is quite the opposite—employees are friendly and they all think alike. Rosy works for an organization where employees think alike but are not friendly to one another. Finally, Cathy is at a firm where employees are friendly but they think differently and do their own thing. Lily's firm can be described as having a(n) _____ culture. A. communal B. mercenary C. networked D. fragmented E. individualistic

Organizations with friendly employees who all think alike are communal cultures. Refer: Figure 16-2

_____ is the degree to which an individual's personality and values match the culture of an organization. A. ASA framework B. Person-organization fit C. Socialization D. Mentoring E. Organizational commitment

Person-organization fit is the degree to which a person's personality and values match the culture of an organization.

Realistic job previews occur during which stage of socialization? A. Encounter B. Attrition C. Anticipatory D. Adaptation E. Understanding

Realistic job previews (RJPs) occur during the anticipatory stage of socialization during the recruitment process.

Which of the following involve(s) making sure a potential employee has an accurate picture of what working for an organization is going to be like by providing both the positive and the negative aspects of the job? A. Mentoring B. Reality shock C. Off-the-job training D. Realistic job previews E. Countercultures

Realistic job previews (RJPs) occur during the anticipatory stage of socialization during the recruitment process. They involve making sure a potential employee has an accurate picture of what working for an organization is going to be like by highlighting both the positive and the negative aspects of the job.

At Rolce Technologies, the core design team of 10 employees has daily "stand-up" meetings. All the core design team members gather standing up for a rapid-fire update on the project. These stand-up meetings are representative of which of the following components of the organization's culture? A. Stories B. Ceremonies C. Enacted values D. Rituals E. Symbols

Rituals

The daily or weekly planned routines that occur in an organization are called: A. rituals. B. stories. C. values. D. representations. E. symbols.

Rituals

At Delta Diamonds, Inc., managers start every week with a two-hour meeting, focusing on goals for that week and open communication between team members in their department and ways to achieve the goals. This routine describes: A. a ritual. B. a story. C. the company's values. D. the company's language. E. a symbol.

Rituals are the daily or weekly planned routines that occur in an organization.

Scenario: Verve, Inc. Marie is the department manager at Verve, Inc. She has been working in the position for five years. Marie starts every Monday morning with a 60-minute department meeting where each member in the department gets five minutes to report progress, share stories of success and failure, and seek general input, advice, and information. Jeremy is responsible for sharing an anecdote, an account, or a legend about the company for every first Monday of the month to keep everyone reminded of where they work and what is important. Marie has created the workplace for her department in a totally open forum. There are no walls or cubicles, and everyone including Marie is in one open room. Marie has created a skull with a victory flag on its forehead as her department's corporate logo representing the "victory or die trying" motto for her group. The group has succeeded in achieving some exceptional results in the past two years. What Marie does every Monday morning can be described as a(n): A. ritual. B. story. C. espoused value. D. ceremony. E. symbol

Rituals are the daily or weekly planned routines that occur in an organization.

Which of the following represents the first stage in the socialization process? A. Attrition B. Anticipatory C. Encounter D. Adaptation E. Understanding

Socialization happens in three relatively distinct stages. The anticipatory stage happens prior to an employee spending even one second on the job.

Which of the following is a process that begins before an employee starts work and does not end until an employee leaves the organization? A. Mentoring B. Counterculture C. ASA framework D. Socialization E. Job analysis

Socialization is a process that begins before an employee starts work and does not end until an employee leaves the organization.

_____ is the primary process by which employees learn the knowledge that enables them to understand and adapt to the organization's culture. A. Mentoring B. Countercultures C. ASA framework D. Socialization E. Subculturing

Socialization is the primary process by which employees learn the knowledge that enables them to understand and adapt to the organization's culture.

_____ is/are the degree to which group members think and act alike, and _____ represent(s) how friendly employees are to one another. A. Espoused values; basic underlying assumptions B. Solidarity; sociability C. Basic underlying assumptions; observable artifacts D. Sociability; solidarity E. Observable artifacts; espoused values

Solidarity is the degree to which group members think and act alike, and sociability represents how friendly employees are to one another.

_____ consists of anecdotes, accounts, legends, and myths that are passed down from cohort to cohort within an organization. A. Rituals B. Stories C. Values D. Language E. Symbols

Stories

Scenario: Verve, Inc. Marie is the department manager at Verve, Inc. She has been working in the position for five years. Marie starts every Monday morning with a 60-minute department meeting where each member in the department gets five minutes to report progress, share stories of success and failure, and seek general input, advice, and information. Jeremy is responsible for sharing an anecdote, an account, or a legend about the company for every first Monday of the month to keep everyone reminded of where they work and what is important. Marie has created the workplace for her department in a totally open forum. There are no walls or cubicles, and everyone including Marie is in one open room. Marie has created a skull with a victory flag on its forehead as her department's corporate logo representing the "victory or die trying" motto for her group. The group has succeeded in achieving some exceptional results in the past two years. Jeremy has the responsibility for sharing which of the following every first Monday of the month? A. Symbols B. Stories C. Espoused values D. Ceremonies E. Language

Stories consist of anecdotes, accounts, legends, and myths that are passed down from cohort to cohort within an organization. Telling stories can be a major mechanism through which leaders and employees describe what the company values or finds important.

_____ exist when the overall organizational culture is supplemented by another culture governing a more specific set of employees. A. ASA frameworks B. Networked cultures C. Subcultures D. Countercultures E. Reality shocks

Subcultures exist when the overall organizational culture is supplemented by another culture governing a more specific set of employees. Subcultures are more likely to exist in large organizations than they are in small companies

An organization's corporate logo is an example of a: A. symbol. B. belief. C. value. D. ritual. E. language.

Symbols

Nike's "swoosh" is an example of a: A. language. B. belief. C. value. D. ritual. E. symbol.

Symbols

Scenario: Verve, Inc. Marie is the department manager at Verve, Inc. She has been working in the position for five years. Marie starts every Monday morning with a 60-minute department meeting where each member in the department gets five minutes to report progress, share stories of success and failure, and seek general input, advice, and information. Jeremy is responsible for sharing an anecdote, an account, or a legend about the company for every first Monday of the month to keep everyone reminded of where they work and what is important. Marie has created the workplace for her department in a totally open forum. There are no walls or cubicles, and everyone including Marie is in one open room. Marie has created a skull with a victory flag on its forehead as her department's corporate logo representing the "victory or die trying" motto for her group. The group has succeeded in achieving some exceptional results in the past two years. Marie's logo can be described as a(n): A. ritual. B. story. C. espoused value. D. ceremony. E. symbol.

Symbols can be found throughout an organization, from its corporate logo to the images it places on its Web site to the uniforms its employees wear.

Which of the following holds that potential employees will be attracted to organizations whose cultures match their own personality, organizations will weed out the potential misfits, and the remaining misfits will leave because of being unhappy or ineffective? A. Mentoring B. Countercultures C. ASA framework D. Socialization E. Subcultures

The ASA (attraction-selection-attrition) framework holds that potential employees will be attracted to organizations whose cultures match their own personality, meaning that some potential job applicants will not apply due to a perceived lack of fit.

Which stage of socialization begins the day an employee starts work? A. Encounter B. Attrition C. Anticipatory D. Adaptation and understanding E. Selection

The encounter stage begins the day an employee starts work.

You have recently been hired by TellMe, Inc. Today is your first day. You can be described at which stage of the socialization process? A. Encounter B. Attrition C. Anticipatory D. Adaptation and understanding E. Selection

The encounter stage begins the day an employee starts work.

Which of the following statements about the encounter stage of socialization is true? A. It happens prior to an employee spending even one second on the job. B. New employees compare the information they acquired as outsiders during the first stage with what the organization is really like now that they are insiders. C. Newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization. D. It is the adoption of the spoken and unspoken goals and values of the organization. E. It is the last stage in the socialization process.

The encounter stage is the second stage in the socialization process. During this stage, new employees compare the information they acquired as outsiders during the anticipatory stage with what the organization is really like now that they are insiders.

During which stage of socialization do newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization? A. Encounter B. Attrition C. Anticipatory D. Understanding and adaptation E. Selection

The final stage of socialization is one of understanding and adaptation. During this stage, newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization.

Which of the following is the final stage of the socialization process? A. Encounter B. Attrition C. Anticipatory D. Understanding and adaptation E. Selection

The final stage of socialization is one of understanding and adaptation. During this stage, newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization.

In which stage of socialization do employees adopt the goals and values of the organization, recognize what the organization has been through, and converse with others in the organization using technical language and specific terms that only insiders would comprehend? A. Encounter B. Attrition C. Anticipatory D. Understanding and adaptation E. Selection

The final stage of socialization is one of understanding and adaptation. The employee has adopted the goals and values of the organization, understands what the organization has been through, and can converse with others in the organization using technical language and specific terms that only insiders would understand.

The goal of an organization's socialization efforts should be to minimize _____ as much as possible. A. mentoring B. diversity C. reality shock D. espoused values E. newcomer orientation

The goal of the organization's socialization efforts should be to minimize reality shock as much as possible.

Who amongst the following represents probably the biggest driver of culture? A. Middle managers B. Frontline employees C. Top executives D. First-line managers E. Stockholders

There is perhaps no bigger driver of culture than the leaders and top executives of organizations.

The values of the marketing department culture at Clean Toothpaste Manufacturing, Inc., do not match with those of the overall organization and it consistently challenges the values of Clean Toothpaste and signifies the need for change. The marketing department's culture can be described as a: A. ASA framework. B. counterculture. C. safety culture. D. networked culture. E. distractive culture.

When their values do not match those of the larger organization, we call subcultures countercultures. Countercultures can sometimes serve a useful purpose by challenging the values of the overall organization or signifying the need for change.

The three major components to any organizational culture are: A. observable artifacts, espoused values, and basic underlying assumptions. B. observable artifacts, hidden artifacts, and semi-public artifacts. C. internal values, espoused values, and external values. D. symbols, physical structures, and ceremonies. E. language, stories, and rituals.

observable artifacts, espoused values, and basic underlying assumptions.