Chapter 16 Organizational Culture
MULTIPLE CHOICE
Institutionalization: A Forerunner of Culture
1. When an organization takes on a life of its own, we can say that it has:
a. acquired a culture.
b. developed subcultures.
c. become institutionalized.
d. become immortal.
(c; Moderate; p. 484)
2. Institutionalization is when:
a. people become indoctrinated into an organization’s culture.
b. an organization becomes valued for itself.
c. when rules and bureaucracy becomes a dominant culture.
d. an organization employs over 1,000 people.
(b; Moderate; p. 484)
3. Which of the following is not true about institutionalization?
a. It operates to produce common understandings about appropriate behavior.
b. Acceptable modes of behavior become largely self-evident to its members.
c. It means the organization has acquired immortality.
d. The organization’s mission becomes stable.
(d; Challenging; p. 484-485)
What Is Organizational Culture?
4. _____is a shared system of meaning held by the organization’s members that distinguishes the organization from other organizations.
a. Institutionalization
b. Organizational culture
c. Socialization
d. Formalization
(b; Easy; p. 485)
5. Which of the following is not a characteristic of organizational culture?
a. attention to detail
b. innovation
c. formality orientation
d. team orientation
(c; Moderate; p. 485)
6. The key characteristic of organizational culture which addresses the degree to which management decisions take into consideration the effect of outcomes on people within the organization is termed:
a. humanistic work practices.
b. sense of community.
c. team orientation.
d. people orientation.
(d; Moderate; p. 485)
7. The key characteristic of organizational culture which addresses the degree to which people are competitive rather than easygoing is termed:
a. assertiveness.
b. competitiveness.
c. aggressiveness.
d. risk taking.
(c; Moderate; p. 485)
8. The key characteristic of organizational culture which addresses the degree to which employees are expected to exhibit precision is termed:
a. accuracy orientation.
b. precision.
c. attention to detail.
d. stability.
(c; Easy; p. 485)
9. The key characteristic of organizational culture which assesses the degree to which organizational activities emphasize maintaining the status quo in contrast to growth is:
a. permanence.
b. aggressiveness orientation.
c. stability.
d. competitiveness.
(c; Easy; p. 485)
10. In contrasting organizational culture with job satisfaction, the former _____while the latter _____.
a. is written; is implied
b. is implied; describes
c. evaluates; describes
d. describes; evaluates
(d; Moderate; p. 486)
11. _____expresses the core values that are shared by a majority of the organization’s members.
a. Dominant culture
b. Subculture
c. Socialization
d. Cultural reality
(a; Easy; p. 487)
12. The macro view of culture that gives an organization its distinct personality is its:
a. dominant culture.
b. subculture.
c. strong culture.
d. national culture.
(a; Easy; p. 487)
13. Cultures within an organization, typically defined by departmental designations are often called:
a. microcultures.
b. subcultures.
c. divisional cultures.
d. microcosms.
(b; Moderate; p. 487)
14. Which does not define a subculture?
a. cultures within an organization
b. typically defined by department organizations
c. cultural values that are shared only within the organization
d. usually defined by geographical separation
(c; Moderate; p. 487)
15. The dominant culture is:
a. the sum of the subcultures.
b. defined by the leader.
c. synonymous with the organization’s culture.
d. the same as strong culture.
(c; Moderate; p. 487)
16. The primary or dominant values that are accepted throughout the organization are:
a. foundational values.
b. core values.
c. shared values.
d. institutionalized.
(b; Easy; p. 488)
17. Which of the following terms is not part of the definition of a strong culture?
a. great influence on members’ behavior
b. low behavioral controls
c. widely shared values
d. intensely held values
(b; Moderate; p. 488)
18. A culture where the core values are intensely held and widely shared is termed a:
a. dominant culture.
b. subculture.
c. strong culture.
d. formal culture.
(c; Moderate; p. 488)
19. A specific result of a strong culture should be:
a. lower employee turnover.
b. lower employee satisfaction.
c. higher employee turnover.
d. higher absenteeism.
(a; Moderate; p. 488)
20. The unanimity of a strong culture builds all of the following except:
a. cohesiveness.
b. loyalty.
c. quality.
d. organizational commitment.
(c; Easy; p. 488)
21. According to your text, a strong culture can act as a substitute for:
a. institutionalization.
b. formalization
c. socialization.
d. organizational rules.
(b; Moderate; p. 488)
22. High formalization in an organization creates all of the following except:
a. predictability.
b. cohesiveness.
c. orderliness.
d. consistency.
(b; Moderate; p. 488)
23. The research indicates that national culture has a _____ on employees than does their organization’s culture.
a. greater impact
b. lesser impact
c. similar impact
d. marginal impact
(a; Moderate; p. 489)
What Do Cultures Do?
24. Which one of the following is not a function of culture cited in your text?
a. conveys a sense of organizational identity
b. controls employee behavior
c. affects the organization’s ability to hire capable employees
d. has a boundary-defining role
(c; Moderate; p. 489)
25. Culture performs all the following functions except:
a. displays the dominance of some organizations.
b. enhances social system stability.
c. conveys a sense of identity for organization members.
d. facilitates commitment to something larger than individual self-interest.
(a; Easy; p. 489)
26. As organizations have widened spans of control, flattened structures, introduced teams, reduced formalization, and empowered employees, the _____ provided by a strong culture ensures that everyone is pointed in the same direction.
a. rules and regulations
b. shared meaning
c. rituals
d. socialization
(b; Challenging; p. 490)
27. Culture is most likely to be a liability when:
a. it increases consistency of behavior.
b. the environment is dynamic.
c. management is ineffectual.
d. it reduces ambiguity.
(b; Moderate; p. 490)
28. Consistency of behavior is an asset to an organization when it faces:
a. a dynamic environment.
b. an unknown environment.
c. a stable environment.
d. massive changes.
(c; Moderate; p. 491)
29. Culture may be a liability because it is a barrier to:
a. change.
b. diversity.
c. mergers and acquisitions.
d. all of the above
(d; Moderate; p. 491)
30. In recent years, _____ has become the primary concern in acquisitions and mergers.
a. cultural compatibility
b. cultural synergy
c. organizational compatibility
d. none of the above
(a; Moderate; p. 491)
Creating and Sustaining Culture
31. The ultimate source of an organization’s culture is:
a. top management.
b. the environment.
c. the country in which the organization operates.
d. its founders.
(d; Moderate; p. 492)
32. Culture creation occurs in all of the following ways except:
a. founders hire and keep employees who think and feel the way they do.
b. founders indoctrinate and socialize employee to their way of thinking and feeling.
c. founders develop their vision covertly.
d. founders’ behavior acts as a role model.
(c; Moderate; p. 493)
33. All of the following serve to sustain a culture except:
a. selection.
b. institutionalization.
c. socialization.
d. top management.
(b; Moderate; p. 493)
34. The selection process helps sustain the organization’s culture by:
a. establishing and enforcing norms.
b. ensuring a proper match of personal and organizational values.
c. socializing the applicant.
d. identifying individuals who have the knowledge, skills, and abilities to perform the jobs.
(b; Moderate; p. 494)
35. The selection process helps candidates learn about the organization and if they perceive a conflict between their values and those of the organization, they should:
a. work to change the organization.
b. express their concerns.
c. inform the organization of appropriate changes.
d. self-select out of the applicant pool.
(d; Moderate; p. 494)
36. Top management has a major impact on the organization’s culture by:
a. establishing norms that filter down through the organization.
b. ensuring a proper match of personal and organizational values.
c. socializing the applicant.
d. providing the metamorphosis framework
(a; Moderate; p. 494)
37. The process that adapts employees to the organization’s culture is called:
a. indoctrination.
b. orientation.
c. socialization.
d. institutionalization.
(c; Moderate; p. 494)
38. The Marine boot camp, where Marines “prove” their commitment is an example of:
a. indoctrination.
b. orientation.
c. socialization.
d. institutionalization.
(c; Moderate; p. 494)
39. The socialization stage that encompasses the learning before a new member joins the organization is:
a. prearrival.
b. encounter.
c. metamorphosis.
d. ritual.
(a; Easy; p. 495)
40. Which of the following is not a stage of the socialization process?
a. prearrival
b. encounter
c. metamorphosis
d. ritual
(d; Easy; p. 495)
41. _____ is the process that adapts employees to the organization’s culture.
a. Training
b. Indoctrination
c. Socialization
d. Orientation
(c; Easy; p. 496)
42. The correct order for the stages of the socialization process is:
a. prearrival, metamorphosis, encounter.
b. prearrival, encounter, ritual.
c. prearrival, ritual, encounter.
d. prearrival, encounter, metamorphosis.
(d; Moderate; Exh. 16-2; p. 496)
43. The employee compares her expectations to organizational reality in which stage of socialization?
a. prearrival
b. encounter
c. metamorphosis
d. ritual
(b; Easy; p. 496)
44. If there is a basic conflict between the individual’s expectations and the organization’s
expectations, the employee is most likely to be disillusioned and quit during which stage?
a. prearrival
b. ritual
c. encounter
d. metamorphosis
(c; Easy; p. 496)
45. Employee attitudes and behavior change during the _____ stage of socialization.
a. establishment
b. transformation
c. encounter
d. metamorphosis
(d; Easy; p. 496)
46. The time when a new employee sees what the organization is really like and realizes that expectations and reality may diverge is called:
a. encounter stage.
b. exploration stage.
c. establishment stage.
d. metamorphosis stage.
(a; Moderate; p. 496)
47. The employee has become comfortable by the end of the:
a. encounter stage.
b. exploration stage.
c. establishment stage.
d. metamorphosis stage.
(d; Moderate; p. 497)
How Employees Learn Culture
48. Which of the following is not a form listed in the book by which culture is transmitted to employees?
a. stories
b. metamorphosis
c. rituals
d. language
(b; Easy; p. 498)
49. Which one of the following terms is not consistent with the definition of a ritual?
a. material symbols
b. sequence of activities
c. repetition
d. key values
(a; Challenging; p. 498
50. _____ typically contain(s) a narrative of events about the organization’s founders, rule breaking, or
reactions to past mistakes.
a. Stories
b. Material symbols
c. Rituals
d. Language
(a; Easy; p. 498)
51. According to your text, one of the most potent ways that employees learn culture is through:
a. material symbols.
b. role models.
c. colleagues.
d. mentors.
(a; Moderate; p. 499)
52. _____ are repetitive sequences of activities that express and reinforce the key values of the organization, what goals are important, which people are important, and which are expendable.
a. Stories
b. Rituals
c. Material symbols
d. Formal procedures
(b; Easy; p. 498)
53. All of the following are examples of rituals except:
a. college faculty seeking tenure.
b. annual award meeting.
c. fraternity initiation.
d. the placement of offices within corporate headquarters.
(d; Moderate; p. 498)
54. All of the following are examples of material symbols except:
a. top executives’ use of the company jet.
b. a swimming pool for the employees to use.
c. an annual award meeting.
d. different types of cars for executives.
(c; Moderate; p. 499)
Creating an Ethical Organizational Culture
55. An organizational culture most likely to shape high ethical standards is one that:
a. is high in risk tolerance.
b. is low-to-moderate in aggressiveness.
c. focuses on means as well as outcomes.
d. all of the above
(d; Moderate; p. 500)
56. To create a more ethical culture, management should do all of the following except:
a. Be a visible role model.
b. Hush up unethical acts.
c. Provide ethical training.
d. Communicate ethical expectations.
(b; Easy; p. 500-501)
Creating a Customer-Responsive Culture
57. Which of the following is not a variable evident in customer-responsive cultures?
a. Outgoing and friendly employees.
b. Standardization of responses to customer needs.
c. Good listening skills.
d. Organizational citizenship behavior.
(b; Moderate; p. 501)
58. Once a customer-responsive culture hires service-oriented employees, the organization must:
a. Clarify their roles.
b. Conduct formal orientation sessions.
c. Allow role ambiguity.
d. All of the above
(a; Moderate; p. 501)
59. The place to start in building a customer-responsive culture is:
a. Hire service-contact people who have appropriate personality and attitudes.
b. Conduct orientation and socialization of employees.
c. Reduce rules and regulations.
d. Empower employees with the discretion to make day-to-day decisions.
(a; Moderate; p. 502)
Spirituality and Organizational Culture
60. Organizations that promote a spiritual culture:
a. Have organized religious practices.
b. Adopt a corporate religion.
c. Recognize that people have both a mind and a spirit.
d. All of the above
(c; Moderate; p. 504)
61. Critics of the spirituality movement in organizations focus on what issue(s)?
a. Legitimacy
b. Economics.
c. All the above..
d. None of the above.
(c; Challenging; p. 506)
TRUE/FALSE
Institutionalization: A Forerunner of Culture
62. A strong organizational culture creates volatility within an organization.
(False; Moderate; p. 484)
63. The idea of viewing organizations as cultures is a relatively recent phenomenon.
(True; Easy; p. 484)
64. When an organization has become institutionalized, its original goals become ingrained throughout the organization.
(False; Easy; p. 484)
65. Culture as an independent variable affecting employee’s attitudes and behavior can be traced back more than 70 years to the notion of institutionalization.
(False; Challenging; p. 484)
What Is Organizational Culture?
66. Organizational culture is a set of key characteristics that the organization values.
(True; Easy; p. 485)
67. The degree to which employees are encouraged to be innovative and take risks is termed aggressiveness.
(False; Moderate; p. 485)
68. The degree to which management decisions take into consideration the effect of outcomes on people within the organization is termed outcome orientation.
(False; Moderate; p. 485)
69. The degree to which management focuses on results rather than on techniques and processes is termed results orientation.
(False; Moderate; p. 485)
70. The degree to which organizational activities emphasize maintaining the status quo in contrast to growth is termed stability.
(True; Moderate; p. 485)
71. Individuals with different backgrounds or at different levels in the organization will tend to describe the organization’s culture in similar terms because of the organizational indoctrination.
(False; Moderate; p. 486)
72. The primary or dominant values that are accepted throughout the organization are the core principles.
(False; Moderate; p. 489)
73. “Giving your best effort” is part of every organization’s culture.
(False; Moderate; p. 487)
74. The key element in organizational culture is that it gives meaning to the organization that different employees can share.
(True; Moderate; p. 490)
75. “Dominant culture” refers to cultures that value aggressive personalities.
(False; Moderate; p. 487)
76. Research demonstrates that subcultures act to undermine the dominant culture.
(False; Moderate; p. 487-488)