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Q:
(p. 530) Which of the following hold(s) 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
Q:
(p. 529-530) 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.
Q:
(p. 528) 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(n):
A. ASA framework.
B. counterculture.
C. safety culture.
D. networked culture.
E. distractive culture.
Q:
(p. 528) 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.
Q:
A manager at a company where everyone always wore a dark suit and white shirt ran out of white shirts one day and decided to wear a very light blue shirt to work. Coworkers stared, pointed at him, and commented so negatively to him that at noon, he went out and bought a new white shirt and changed before going back to the office. This situation is indicative of ______. A. a strong culture B. a weak culture C. lack of self-confidence D. bullying E. a counterculture
Q:
(p. 528) 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.
Q:
(p. 528) _____ 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
Q:
(p. 526) 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
Q:
(p. 526) 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
Q:
(p. 525) 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
Q:
(p. 525) 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
Q:
(p. 524) 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
Q:
(p. 523) Organizations with friendly employees who all think alike are _____ cultures.
A. communal
B. mercenary
C. networked
D. fragmented
E. individualistic
Q:
(p. 523) _____ 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
Q:
(p. 523) 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
Q:
(p. 523) 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
Q:
(p. 523) 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
Q:
(p. 523) 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
Q:
(p. 523) 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
Q:
(p. 523) 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
Q:
(p. 523) 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.
Q:
(p. 523) _____ 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
Q:
(p. 523) _____ represent the deepest and least observable part of a culture.
A. Espoused values
B. Stories
C. Basic underlying assumptions
D. Rituals
E. Observable artifacts
Q:
(p. 523) _____ 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
Q:
(p. 522) 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.
Q:
(p. 522) 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.
Q:
(p. 522) 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.
Q:
(p. 522) 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
Q:
(p. 522) 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
Q:
(p. 522) 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.
Q:
(p. 521) 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.
Q:
(p. 521) 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
Q:
(p. 521) The daily or weekly planned routines that occur in an organization are called:
A. rituals.
B. stories.
C. values.
D. representations.
E. symbols.
Q:
(p. 521) _____ consist(s) 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
Q:
(p. 520) _____ reflect(s) the jargon, slang, and slogans used within the walls of an organization.
A. Rituals
B. Beliefs
C. Values
D. Language
E. Symbols
Q:
(p. 520) Nike's "swoosh" is an example of a:
A. language.
B. belief.
C. value.
D. ritual.
E. symbol.
Q:
(p. 520) An organization's corporate logo is an example of a:
A. symbol.
B. belief.
C. value.
D. ritual.
E. language.
Q:
(p. 520) 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
Q:
(p. 520) 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
Q:
(p. 520) 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. subcultures
Q:
(p. 520) _____ 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
Q:
(p. 519) 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.
Q:
(p. 518) 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.
Q:
(p. 520) Scenario: Verve, Inc.
Marie, the department manager at Verve, Inc., 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 and Jeremy are doing are parts of the observable artifacts component of culture.
Q:
(p. 520) 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. The workspace of Marie's department with no walls or cubicles represents the observable artifact known as a symbol.
Q:
(p. 538) Mentoring has always existed in companies on a formal basis.
Q:
(p. 537-538) Orientation programs provide social knowledge, resources, and psychological support to the protg both at the beginning of employment and as the protg continues his/her career with the company.
Q:
(p. 535) Realistic job previews occur during the anticipatory stage of socialization during the recruitment process.
Q:
(p. 535) One of the main disadvantages of realistic job previews is that it is very expensive.
Q:
(p. 535) When employees feel they fit with their organization's culture, the effects of fit on job performance are very strong.
Q:
Job satisfaction is higher and stress is lower when there is a good person-organization fit.
Q:
(p. 533) One of the major reasons that one company purchases another is simply to acquire the technology that it has.
Q:
(p. 532) Mergers often result in the creation of a strong culture.
Q:
Commitment to the task at hand has the least impact on the cohesivenessperformance linkage.
Q:
(p. 531) The length of the socialization process varies depending solely on the characteristics of the company.
Q:
Outline the key aspects to a holistic wellness approach.
Q:
(p. 531) The goal of an organization's socialization efforts should be to minimize reality shock as much as possible.
Q:
Define the concept of hardiness, including the personality characteristics of hardiness. How would you rate your hardiness level?
Q:
(p. 531) The anticipatory stage begins the day an employee starts work.
Q:
What is eustress?
Q:
(p. 531) Socialization happens in five relatively distinct stages.
Q:
Which of the following is a primary focus of the holistic wellness approach?
A. Choosing a non-stressful occupation
B. Adopting a harmonious balance of physical, mental, and social well-being
C. Enlarging one's social support network
D. Taking the minimum amount of medication necessary
E. Developing a passive attitude toward life
Q:
(p. 530) The socialization process ends once the employee starts handling the job all by himself/herself.
Q:
Which of the following statements is true about Type A behavior?
A. Type A people prefer to only concentrate on one thing at a time.
B. Type A people experience greater increase in cardiovascular activity from tasks requiring physical work than Type B people.
C. Type A people develop nervous tics or characteristic gesture.
D. Type A individuals tend to be unusually attentive to their surroundings during daily activities.
E. The only way Type A individuals can prevent health problems is by quitting work.
Q:
(p. 530) An outsider can fully grasp or understand the culture of an organization simply by looking at artifacts visible from outside the company.
Q:
_____ is a chronic, determined struggle to accomplish more in less time.
A. Hardiness
B. Coping
C. Buffering
D. Cognitive appraisal
E. Type A behavior
Q:
As a college senior, Mason researched many companies before deciding on those he wanted to apply to. He searched particularly for those where the company's values were in agreement with his personal values and didn't apply to those that weren't. Recruiters for the companies he did apply to recommended hiring him partly because they saw Mason's values as a good fit with the company's values. When he made his selection, Mason was sure he would enjoy working for the company because it seemed like a perfect fit for him. Mason's job search reflects the attrition, selection, attraction framework
Q:
_____ in individuals with hardiness reflects the extent to which an individual is involved in whatever he or she is doing.
A. High self-esteem
B. Endurance
C. Achievement
D. Commitment
E. Extraversion
Q:
(p. 530) Attraction and selection processes do not always align employees' personalities with organizational culture.
Q:
_____ is a collection of personality characteristics that neutralize occupational stress.
A. Hardiness
B. Coping
C. Buffering
D. Cognitive appraisal
E. Social support
Q:
(p. 528) When the values of subcultures do not match those of the larger organization, they are known as fragmented cultures.
Q:
_____ involves providing financial aid, material resources, or needed services.
A. Esteem support
B. Informational support
C. Social companionship
D. Instrumental support
E. Global support
Q:
_____ involves spending time with others in leisure and recreational activities.
A. Esteem support
B. Informational support
C. Social companionship
D. Instrumental support
E. Global support
Q:
(p. 528) Subcultures are more likely to exist in small companies.
Q:
_____ involves providing help in defining, understanding, and coping with problems.
A. Esteem support
B. Informational support
C. Social companionship
D. Instrumental support
E. Global support
Q:
(p. 527) Subcultures unite a smaller subset of the organization's employees.
Q:
Which of the following defines esteem support?
A. Providing help in defining, understanding, and coping with problems.
B. Spending time with others in leisure and recreational activities.
C. Providing information that a person is accepted and respected despite any inadequacies.
D. Providing financial aid, material resources, or needed services.
E. Coping that focuses on reducing the symptoms of stress.
Q:
(p. 526) Strong cultures are always good cultures as they guide their employees toward the most successful organizational outcomes.
Q:
Which of the following is a very useful control-oriented strategy for dealing with stress that can be used by everyone?
A. Escape strategy
B. Take-charge tone
C. Avoiding the problem
D. Psychological detachment
E. Confrontation
Q:
(p. 526) Strong cultures take a very long time to develop but are easy to change.