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Question
Reward systems have little or no effect on strengthening corporate culture.Answer
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Related questions
Q:
Organizations that tolerate or encourage subcultures with dissenting values:A. usually go quickly out of business.B. usually build stronger cultures to counteract those dissenting values.C. may eventually use those dissenting values to build a new set of dominant values in the future.D. do not have any corporate culture.E. have a very rigid corporate culture.
Q:
Which of the following statements about the strength of organizational culture and organizational performance is true?
A. Organizations with stronger cultures tend to perform better than those with weak cultures when the culture content fits the external environment.
B. There is no relationship between an organization's cultural strength and its performance.
C. Organizations with stronger cultures tend to perform better only when they acquire other organizations with distinct cultures.
D. Organizations with stronger cultures almost always perform poorly compared to those with weak cultures.
E. Organizations with stronger cultures perform poorly if they have subcultures.
Q:
Which of the following is a verbal symbol of cultural values?
A. Speeches at ceremonies
B. Expressions of anger
C. Shared assumptions
D. Beliefs
E. Rituals
Q:
Rituals are:A. programmed routines of daily organizational life that dramatize the organization's culture.B. more formal artifacts than ceremonies.C. verbal symbols of cultural values that reveal how employees talk to one another, describe customers, express anger, and greet stakeholders.D. physical structures that convey the dominant values of an organization's culture.E. games that people play to defy the dominant culture and, instead, support countercultural beliefs and values.
Q:
Which of these statements about organizational stories is true?A. Organizational stories are just stories; most employees have a hard time believing them.B. Stories communicate organizational culture if they describe positive events, whereas they undermine organizational culture if they describe negative events.C. Organizational stories are descriptive, but not prescriptive.D. Stories are most effective at communicating corporate culture when they describe real events with real people.E. Organizational stories advise people what not to do, but leave out the solutions and suggestions.
Q:
One of the functions of _____ is that it is a spawning ground for emerging values that keep the firm aligned with the needs of customers, suppliers, society, and other stakeholders.
A. a multicultural organization
B. a shared value
C. a subculture
D. an espoused value
E. urban culture
Q:
The best way to determine an organization's shared assumptions is to:
A. interview executives.
B. look for evidence of its corporate value statements.
C. determine what the organization's enacted values are.
D. read public relations statements produced by the organization.
E. ask customers to evaluate the company's effectiveness.
Q:
Which of these statements about shared assumptions is true?
A. They are not taken-for-granted perceptions, but rather conscious decisions.
B. They are so deeply embedded they probably cannot be discovered by surveying employees.
C. They are the same as espoused values.
D. They are revealed through corporate value statements.
E. They rise to the surface only when employees let them.
Q:
_____ are unconscious, taken-for-granted perceptions or ideal prototypes of behavior that are considered the correct way to think and act toward problems and opportunities.
A. Values
B. Organizational artifacts
C. Languages
D. Beliefs
E. Shared assumptions
Q:
Explain the statement, "Structure follows strategy."
Q:
Pilot projects get diffused quickly when employees understand how the practices in a pilot project apply to them even though they are in a completely different functional area.
Q:
One problem with negotiation is that it tends to produce compliance rather than commitment to the change process.
Q:
The urgency for change must always be initiated from a problem-oriented perspective in order to be effective.
Q:
Customer feedback provides a human element that can energize employees to change their current behavior patterns.
Q:
Exposing employees to external forces can strengthen the urgency for change, but leaders often need to begin the change process before problems come knocking at the company's door.
Q:
To bring about effective change, leaders typically create an urgency to change by buffering employees from the external environment.
Q:
Unfreezing occurs when the driving forces are weaker than the restraining forces.
Q:
When employees apply a cost-benefit analysis to a potential change, they consider only their own self-interest.
Q:
Resistance is a form of conflict that should be viewed as relationship conflict.
Q:
Refreezing involves producing disequilibrium between the current state and the future state.
Q:
Job descriptions help improve quality and consistency of a product or service by standardizing work activities.
Q:
Temporary cross-functional teams can be used to encourage informal communication as a coordinating mechanism.
Q:
The two fundamental requirements of all organizational structures are divisionalization and decentralization.
Q:
Job performance is higher among employees who work for supervisors with low levels of task-oriented leadership and high levels of people-oriented leadership.
Q:
A strategic vision should unify management and external stakeholders but does not need to involve non-managerial employees.
Q:
Can transformational leadership be equated with charismatic leadership?Explain your answer.
Q:
How do women differ from men in their use of leadership styles?
A. Women tend to use more of the people-oriented leadership style than do men.
B. Women and men use all leadership styles to about the same extent.
C. Women tend to use more of the task-oriented leadership style than do men.
D. Women tend to use more of the participative leadership style than do men.
E. Women tend to use directive styles of leadership in organizations.
Q:
_____ is knowing yourself and being yourself.
A. Authenticity
B. Integrity
C. Cognition
D. Humility
E. Drive
Q:
Which of the following statements about emotional intelligence and leadership is true?
A. Emotional intelligence is one of the most frequently identified contingencies of employees when choosing the best leadership style.
B. Emotional intelligence is one of the desired competencies of effective leaders.
C. Emotional intelligence is the psychological condition that makes people want to believe that leaders make a difference.
D. Emotional intelligence refers to the leader's above-average cognitive ability to process information.
E. Emotional intelligence makes leaders function with a managerial rather than a transformational orientation.
Q:
Successful leaders have a positive self-evaluation, including high self-esteem, self-efficacy, and internal locus of control. This refers to the leaders' _____.
A. drives
B. self-concept
C. cognitive intelligence
D. emotional intelligence
E. leadership motivation