COB 202 Questions Chapter 15

Compare a subculture with a counterculture. A) A subculture reflects the organization's goals and values while a counterculture contradicts it; a manager must understand both. B) A subculture is supported by the employees, while a counterculture is supported by management. C) Managers will often establish both a subculture and counterculture and encourage employees to join one or the other. D) A subculture supports the organization's goals, while counterculture influences the changing of goals.

A) A subculture reflects the organization's goals and values while a counterculture contradicts it; a manager must understand both.

What should a manager do to ensure that employees are engaged? A) As a way of ensuring that employees are engaged, managers can focus on establishing positive communication and relationship practices within the organization, establishing a unique identify. B) Managers are responsible for ensuring that all employee goals are effectively communicated and met on a timely basis. C) As a way of ensuring that employees are engaged, managers must establish and maintain subcultures and countercultures. D) Managers must clearly define roles, rewards and power.

A) As a way of ensuring that employees are engaged, managers can focus on establishing positive communication and relationship practices within the organization, establishing a unique identify.

The Floor-Rite Co. has promoted its newest employee to manager of the sales department. Many members of the sales team are aggravated by the situation and are ready to quit. Which answer would have helped Floor-Rite prevent the backlash of anger? A) Floor-Rite should have established criteria for the promotion and clarified their reasons for their choice, in order to develop inclusion and understanding for the organizational goals. B) Floor-Rite should have worked on improving communication to the key constituencies, in order to justify the pronouncement of the new employee's promotion. C) Floor-Rite should have met the difficulties when they imported grouping from the larger society, in order to establish relevancy instead of destruction within the sales department. D) Floor-Rite should have fully integrated its structure so that there is no direct relationship between the length of employment and promotion, in order to ease the tension with the company.

A) Floor-Rite should have established criteria for the promotion and clarified their reasons for their choice, in order to develop inclusion and understanding for the organizational goals.

Reginald is a new manager and wants to learn more about managing people effectively. Which of the following questions should he ask in strengthening his skills? A) How do we reach our organizational goals? B) How do we justify our failures? C) At what point do we stop working on an unsuccessful project? D) What are our competitors doing better than we are?

A) How do we reach our organizational goals?

Sam has been hired by a corporation whose upper management team is having a difficult time understanding the culture of their organization. Given that Sam is the consultant and therefore the expert, what should Sam propose? A) Initially, Sam must develop a process for evaluating and understanding the various levels of cultural analysis. B) The first consideration should be to focus on the strategy for implementing organizational change. C) Before proposing a solution, Sam must examine past successes and failures. D) First, Sam must define the organization's goals and mission.

A) Initially, Sam must develop a process for evaluating and understanding the various levels of cultural analysis.

Jamil has always kept to himself and completed his work quietly. Jamil's supervisor likes his work and would like for him to be an example to the other employees. Which is the most effective scenario for Jamil, his supervisor and the company? A) Jamil's supervisor should consider giving him a leadership role that will encourage Jamil to collaborate and participate in the workgroup. B) Jamil's supervisor should determine if Jamil's work habits are considered acceptable behaviors for the department's goals. C) Jamil's supervisor should identify Jamil's friends and see if a subculture or counterculture needs to be considered in the decision making process. D) Jamil's supervisor should accept the societal divisions and work within the confines of Jamil's work ethic, so Jamil continues to be productive.

A) Jamil's supervisor should consider giving him a leadership role that will encourage Jamil to collaborate and participate in the workgroup.

Kevin was promoted to manager 6 months ago, and he is finding that his team members seem less engaged today than they did when he moved into his new position. He realizes that he has to take steps to improve the situation. What should he do? A) Kevin needs to improve his team's internal integration, which will have a positive effect on employee engagement. He needs to be clear about his expectations and the rewards associated with meeting those expectations. B) Kevin needs to make his goals clear for his team and ask for his team members' feedback on goals. Increased external adaptation will lead to greater employee empowerment and engagement. C) Kevin needs to be more multiculturally sensitive to his team members to make sure that he has not intentionally offended or alienated any employees. D) Kevin needs to clearly outline acceptable and unacceptable behavior in the workplace and then implement the framework with clear ramifications for behavior.

A) Kevin needs to improve his team's internal integration, which will have a positive effect on employee engagement. He needs to be clear about his expectations and the rewards associated with meeting those expectations.

How can managers demonstrate their understanding of organizational behaviors? A) Managers must be able to identify the observable aspects of culture. B) Managers can continue to perpetuate organizational myths. C) Managers are expected to foster an environment of shared values and shared meanings. D) Managers must be able to communicate organizational goals effectively.

A) Managers must be able to identify the observable aspects of culture.

What should be done when looking to develop a management philosophy? A) Managers must establish a unified approach to problem solving and operating on a day-to-day basis. B) Managers should communicate expectations for why an organization's values are changing. C) Managers are encouraged to understand and then promote the shared values and shared meanings within the organization. D) Ensure that collaboration with encouraged.

A) Managers must establish a unified approach to problem solving and operating on a day-to-day basis.

At your last job, the Project Coordinator was responsible for cleaning up the conference room after each project meeting. At your new job, everyone is expected to participate and clean up the conference room. What should you do? A) Recognize this is how things are done here and help with cleanup. B) Share your stories from your last job and influence members of your new job. C) Accept these actions indicate where individuals stand in the social system. D) Tell your subordinates what to do and accomplish the tasks.

A) Recognize this is how things are done here and help with cleanup.

What can Bernice do to assess the effectiveness of Geiger Instruments' organizational culture? A) She must understand the three layers of cultural analysis and how they interact and apply to Geiger's organizational culture. B) She must determine whether meanings and values align among all employees in the organization. C) She must dig more deeply into employees' responses to her questions to find coherence between meaning, values and shared experiences. D) She must learn to interpret the true meanings and values of Geiger from how employees behave, not just what they say.

A) She must understand the three layers of cultural analysis and how they interact and apply to Geiger's organizational culture.

After Jenn presented her proposal for organizational change to the Board of Directors, she was asked why there even needed to be changes when the organization was meeting its production and sales goals. Which of the following should be Jenn's response? A) Understanding an organization's culture demonstrates an understanding of employee influences, shared goals as well as internal and external factors. B) Understanding the expectations of stockholders as well as stated goals are critical to understanding the culture. C) Managers are expected to dictate the corporate culture as a way of influencing employees. D) All organizational cultures are similar; moving from one to another isn't difficult for managers.

A) Understanding an organization's culture demonstrates an understanding of employee influences, shared goals as well as internal and external factors.

rganization's culture for managers. A) When managers take the time to recognize, appreciate and utilize the organization's culture, they ensure alignment between individual and organizational goals. As a result, employees are more engaged and productive. B) Managers must create an opportunity for change and improvement through their words and actions. C) Once an organizational culture is fully understood, it then identifies and defines future opportunities for improvement. D) Mangers can use the culture of an organization to support all of the organizational sagas, rites, rituals and myths.

A) When managers take the time to recognize, appreciate and utilize the organization's culture, they ensure alignment between individual and organizational goals. As a result, employees are more engaged and productive.

Compare subculture to counterculture and describe their relationship to each other. A) While a subculture embraces the corporate culture, a counterculture opposes it. While not in agreement with each other, they do complement each other in fostering environments that employees gravitate towards. B) A subculture will demonstrate shared beliefs, while a counterculture embraces stories and myths. An organization can function with only one or the other, not both. C) A subculture is necessary to an organization, while a counterculture is not. An organization can function with only one or the other, not both. D) While a subculture rallies against the corporate culture, a counterculture embraces it. While not in agreement with each other, they do complement each other in fostering environments that employees gravitate towards.

A) While a subculture embraces the corporate culture, a counterculture opposes it. While not in agreement with each other, they do complement each other in fostering environments that employees gravitate towards.

The creative force driving The Ad Agency is their commitment to collaboration. The creative team prioritizes their projects, in order to keep the creative process moving in the right direction. This situation is an example of A) external adaptation. B) engagement ratio. C) internal integration. D) corporate culture.

A) external adaptation.

During their daily meetings, Sarah's manager is known for actively brainstorming ideas with his team. What is this an example of? A) the daily routine B) an event with cultural meaning C) subculture jargon D) communicating a cultural meaning

A) the daily routine

When managing an organization's culture, what must a manager fully understand? A) the defining subculture B) the bottom-up approach to management C) the organization's national culture D) how to communicate goals effectively

A) the defining subculture

Bill and his management staff are attending the Outward Bound leadership camp next week. During a week-long camping trip in the wilderness, the program is designed to help management teams bond under challenging situations. What does Bill expect as a result of the program? A) to create shared values and meanings through a shared experience B) to bond managers by ensuring them a path toward success C) to resocialize management by altering their values D) to establish generally understood boundaries for managers of the firm

A) to create shared values and meanings through a shared experience

Horace has worked at DKL Holdings for 17 years and has been a manager for 8 years. In the past year, he has noticed a drop in his subordinates' attitudes at work. His top people have started handing in work that is sloppy or late, which causes delays in deliveries to clients. Most employees seem to be taking more sick days than in the past. What should be Horace's next step? A) Horace should examine the emails of employees to find out what is going on. B) Horace should spend more time with the employees to find out why they are showing signs of reduced engagement. C) Horace needs to issue reprimands to employees who are underperforming to make them understand their jobs are at risk. D) Horace should contact clients to find out what is happening and how employee disengagement is affecting them.

B) Horace should spend more time with the employees to find out why they are showing signs of reduced engagement.

Mickey has risen through the ranks of AER, Inc. over the past 25 years, and his newest task is to assess and propose changes to AER's organizational culture. This is a massive undertaking because AER has 6,000 employees in 20 locations throughout the United States. What key indicators must Mickey analyze to perform this task successfully? A) Mickey needs to examine employees' expectations, their managers' expectations, measurements of productivity, and feedback from clients for the past 12 months. B) Mickey needs to examine current levels of employee engagement, job satisfaction among all employees, shared values, goals, and experiences, and depth of understanding of current organizational culture. C) Mickey needs to examine all managers' measurements of external adaptation and internal integration as it applies to employee engagement, and then find common factors for aligning all expectations realistically. D) Mickey needs to examine the strength of subcultures and countercultures within AER, as well as societal subgroups and their connection or disengagement from the current corporate culture.

B) Mickey needs to examine current levels of employee engagement, job satisfaction among all employees, shared values, goals, and experiences, and depth of understanding of current organizational culture.

What is the similarity between an organization's stories, sagas and myths? A) Stories, sagas and myths turn routine activities into valuable and important actions. B) Stories, sagas and myths are told to increase commitment and a sense of purpose. C) Stories, sagas and myths provide a unique language that maintains the boundaries of the organization. D) Stories, sagas and myths specify appropriate types of actions and behaviors.

B) Stories, sagas and myths are told to increase commitment and a sense of purpose.

Andrews Consulting is a company in flux. In the past 2 years, it has doubled in size through acquisitions. Many long-time employees have left the company, and the company seems to be changing every day. What does this mean for the organizational culture at Andrews? A) The organizational culture has to adapt some point soon before all employees with any institutional memory leave the company, causing it to fail. B) The organizational culture is changing so often and so drastically that employees are likely feeling confused and disconnected from the corporate mission. C) The organizational culture remains stable as long as current employee training does not vary too much. D) The organizational culture is creating excitement for the future among all employees, which will lead to innovation and future success.

B) The organizational culture is changing so often and so drastically that employees are likely feeling confused and disconnected from the corporate mission.

Serene tells the story of the corporation's ethical fall during the early years in order to affect positive ethical behaviors for the future of her company. This situation is an example of an A) organizational story meant to share how the company started. B) organizational myth with a cause and effect moral to the story. C) organizational saga with a heroic account of accomplishments. D) organizational language that maintains the boundaries of the subculture.

B) organizational myth with a cause and effect moral to the story.

Detail the function of culture rules and roles. A) An organization's cultural rules and roles establish performance expectations. B) An organization's cultural rules and roles outline manager responsibilities. C) An organization's cultural rules and roles help to establish and maintain the norms of daily routines. D) An organization's cultural rules and roles define communication expectations.

C) An organization's cultural rules and roles help to establish and maintain the norms of daily routines.

Araceli started an interior design company 5 years ago, and the company has grown well beyond her expectations. She has created a mission statement to clarify her company's mission and vision for employees. She has given the mission statement to employees for feedback and refinement. What do you predict will happen next? A) The employees' feedback will show Araceli what she needs to change in her company. B) As long as Araceli is sincere and consistent in outlining her mission and vision, most employees will become increasingly engaged and the company will strengthen. C) Employees' participation in the creation of the mission statement will lead to increased employee engagement and a stronger organizational culture. D) Employees' participation in the creation of the mission statement will lead to decreased employee engagement and a weaker organizational culture.

C) Employees' participation in the creation of the mission statement will lead to increased employee engagement and a stronger organizational culture.

Rachel has taken over a department after her popular predecessor Bert left the company. Bert thought it was more important for team members to like him and enjoy the workplace than to execute company goals successfully. Rachel knows that she will not be liked as much as Bert was, but she wants to align her team with the organizational culture and move the company forward. What should Rachel communicate to her team? A) Rachel needs to emphasize her likability while clarifying team goals and methods to achieve those goals. B) There will be layoffs if the team does not get its act together, meet organizational goals, and share a view for achieving tasks. C) Rachel has to be clear that the team must work together to realize organizational goals. If the team does not, the organization has a greater risk of failing. D) She needs to assess employee engagement to see whether her new team members are capable of meeting team and company goals.

C) Rachel has to be clear that the team must work together to realize organizational goals. If the team does not, the organization has a greater risk of failing.

Serena has hired 20 new employees. During the new hire orientation, she will be presenting information to help them understand what the company stands for, their rules and policies that guide behavior, and what is expected of them. What information would you propose Serena add to her presentation? A )Serena should also tell the new hires about the taken-for-granted truths that some employees share as a result of their experiences, how these patterns impact their position, and how to isolate these patterns. B) Serena should also tell the new hires about the unique corporate culture, how this attributes to the competitive advantage they have, and the important stories that reveal the history of the organization. C) Serena should also tell the new hires about the company's philosophy, their effort to establish a shared identity, and the collaborative nature of sharing ideas with coworkers and supervisors. D) Serena should also tell the new hires the organizational myths, how these myths are accepted without criticism, and the cause and effect nature of perpetuating organizational myths.

C) Serena should also tell the new hires about the company's philosophy, their effort to establish a shared identity, and the collaborative nature of sharing ideas with coworkers and supervisors.

The executive staff has developed a system of pairing their projects' objectives with the right work-teams to maximize success. This situation is an example of their A) engagement ratio. B) mission statement. C) management philosophy. D) societal goals.

C) management philosophy.

Senior management is sponsoring management classes for the employees so they can gain perspective on issues managers face every day. This situation is an example of A) breaking a cycle of vulnerability to external change. B) specifying a desired set of internal conditions. C) resocializing the employees to think like managers. D) linking goal-related issues with collaboration issues.

C) resocializing the employees to think like managers.

Sarah's group has been working on a statement that represents what they value as a team and organization. The development of this statement illustrates the team's A) cultural meaning. B) strong corporate identity. C) shared meanings. D) shared values.

C) shared meanings.

Southwest Airlines is an employee owned airline, 15% participation its employees participate in the program. Ownership provides these employees with decision-making power to affect Southwest policy. This situation is an example of a A) subgroup. B) counterculture. C) subculture. D) subordinated group.

C) subculture.

Which of the following describes a shared value? A) a common identity B) a form of bureaucratic control C) the process by which routine activities are turned into valuable actions, possibly creating a competitive advantage D) an observable aspect of an organization's culture

C) the process by which routine activities are turned into valuable actions, possibly creating a competitive advantage

Sam needs more information before she can make any recommendations to the organization. What data must be collected for Sam to understand the full extent of the organization's culture? A) The first step for Sam should be to evaluate management experience and shareholder expectations for the organization. B) It is vital that Sam have a thorough understanding of the organization's rate of success and failure before making any recommendations. C) The management team has encouraged Sam to review a collection of the organization's sagas and myths as a way of better understanding their relationships. D) It is necessary for Sam to examine the collection of the organization's values, meanings, symbols and myths and understand their impacts on employees.

D) It is necessary for Sam to examine the collection of the organization's values, meanings, symbols and myths and understand their impacts on employees.

Describe the relationship between a national culture and a corporate culture. A) Companies tend to establish one national culture as their corporate culture, no matter where they are located or expand to. B) Societal subgroups have a strong influence on defining the corporate culture. C) Corporate and national cultures tend to complement each other no matter where the organization is located. D) Most companies originate with a national culture as their corporate culture, but some adapt to host cultures as they expand to foreign countries.

D) Most companies originate with a national culture as their corporate culture, but some adapt to host cultures as they expand to foreign countries.

Examine the influence of organizational myths within an organization. Describe their impact versus proven historical performance. A) Organizational myths can have a significant impact on an organization's culture as they are representative of managerial influence on values and meanings. B) Organizational myths tend to be fictitious people, events and relationships that managers develop as a way of engaging employees. They are not factual, but they are fun to consider. C) In reality, organizational myths represent the cultural rites, roles and rituals that employees strongly value. They are a management tool as they represent goals achieved. D) Organizational myths can be an effective management tool as they represent cause and effect relationships and organizational success. While they may not be proven in fact, they are a necessary management tool.

D) Organizational myths can be an effective management tool as they represent cause and effect relationships and organizational success. While they may not be proven in fact, they are a necessary management tool.

What is the difference between shared values and shared meanings? A) Shared values and shared meanings are one and the same. B) Shared values are instilled by managers, while shared meanings are established by employees. C) Shared values focus on expectations, while shared meanings look at actions. D) Shared values give meaning to actions, while shared meanings look at shared and common perceptions.

D) Shared values give meaning to actions, while shared meanings look at shared and common perceptions.

The Jones Beverage Co. executives tell the heroic tale of how the company was started on a daily basis. What is the result from telling the saga? A) The Jones Beverage Co. saga communicate authoritative directives specific to the organization. B) The Jones Beverage Co. saga represents the normative controls of the organization and the daily routines. C) The Jones Beverage Co. saga is used to transmit cultural meaning within the organization. D) The Jones Beverage Co. saga strengthens their purpose and mission as employees learn to collaborate and work together.

D) The Jones Beverage Co. saga strengthens their purpose and mission as employees learn to collaborate and work together.

Which of the following describes the components of a corporate culture? A) a system of values, ethics and culture B) a system guided by individual beliefs C) a system guided by internal and external forces D) a system of shared actions, values and beliefs

D) a system of shared actions, values and beliefs

Cheyenne Manufacturing expects their employees to meet production quotas. In doing so, the managers at Cheyenne reward the employees with incentives, prizes and bonuses. These incentives are an example of A) one way managers can meet the demands of the output goals. B) one way managers can establish and reinforce ethical cultural standards. C) one way managers can make product and service goals contributions. D) one way managers can reward employee contributions within a systems goal objective.

D) one way managers can reward employee contributions within a systems goal objective.

How is a subculture different from a counterculture? A) A subculture exemplifies the corporate culture, and the counterculture embodies the people who are unhappy at the company. B) A subculture works only in itself, and the counterculture works with only customers. C) A subculture rejects the corporate culture, whereas a counterculture defines the corporate culture. D) subculture shows that its values are consistent with those of the organization, whereas a counterculture rejects the values of the organization.

D) subculture shows that its values are consistent with those of the organization, whereas a counterculture rejects the values of the organization.