Chapter 02 Organizational Culture, Organizations
True / False Questions
1. (p. 29) Adaptation to new environments is a common occurrence.
TRUE
2. (p. 30) The culture of a firm can be inferred by looking at those aspects that are perceptible.
TRUE
3. (p. 30) Culture is not defined the same way by any two theorists or researchers.
TRUE
4. (p. 31) According to Schein's three-layer organizational model, visible and audible behavior
patterns are considered visible but often undecipherable.
TRUE
5. (p. 32) Organizations can operate efficiently only when shared values exist among the
employees.
TRUE
6. (p. 32) An individual's personal values guide his or her behavior off the job, but have little
effect in the work environment.
FALSE
Rationale: An individual's personal values guide behavior both on and off the job.
7. (p. 32) Values are passed from one generation to the next.
TRUE
8. (p. 32) American culture has historically given work a peripheral place in the constellation of
values.
FALSE
Rationale: American culture has historically given work a central place in the constellation of values.
9. (p. 32-33) Work in the United States remains a source of self-respect and material reward.
TRUE
10. (p. 33) The more employees share and accept a culture's core values, the stronger the culture
is.
TRUE
11. (p. 33) At Southwest Airlines, employees are expected to learn one job and to focus solely
on the related tasks.
FALSE
Rationale: At Southwest Airlines, employees are expected to learn more than one job and to help one another when needed.
12. (p. 34) Researchers have been able to show that a specific culture can contribute to positive
effectiveness.
FALSE
Rationale: Researchers have been unable to show that a specific culture contributes to positive effectiveness.
13. (p. 36) Some organizations have multiple cultures that exist simultaneously.
TRUE
14. (p. 37) Teams, divisions and units always have their own subculture.
FALSE
Rationale: Teams, divisions and unit may or may not have their own subcultures.
15. (p. 37) Subcultures always detract from the dominant culture.
FALSE
Rationale: In some instances, the subcultures enhance the dominant culture.
16. (p. 37) Subcultures that are opposed to the dominant culture can create conflict, dissension
and frustration among employees.
TRUE
17. (p. 37) Working together to achieve market share and financial performance gains will help
employees develop deeply anchored relationships.
FALSE
Rationale: Working together to achieve these goals will result in cooperation when necessary, but not deeply anchored relationships.
18. (p. 37) Culture is a "soft" factor that shouldn't be considered when contemplating a merger.
FALSE
Rationale: Paying closer attention to the compatibility of cultures is worth both the time and effort.
19. (p. 37) Research indicates that only 50 percent of mergers and acquisitions are financially
successful in terms of return on investment.
FALSE
Rationale: Research indicates that less than one-quarter of mergers and acquisitions are financially successful.
20. (p. 38) Having dissimilar cultures may be sufficient reason not to close a merger deal.
TRUE
21. (p. 38) Deliberate attempts at culture change are the most effective.
FALSE
Rationale: Deliberate attempts at culture change are not really practical.
22. (p. 38) The integration of cultures is a challenging action that only managers who understand
the significance of culture would address.
TRUE
23. (p. 38) Behavioral compliance almost universally means cultural commitment.
FALSE
Rationale: Behavioral compliance does not mean cultural commitment.
24. (p. 38) Cultural communication can include memos, rituals, stories and dress.
TRUE
25. (p. 39) Myths are tales about the organization that are passed down over time and
communicate a story of the organization's underlying values.
TRUE
26. (p. 41) The socialization process goes on only at the beginning of an individual's career.
FALSE
Rationale: The socialization process goes on throughout an individual's career.
27. (p. 42) Over utilizing or underutilizing an employee results in incongruence and,
consequently, poor performance.
TRUE
28. (p. 42) Individuals who experience realism and congruence during the anticipatory stage
have a less stressful accommodation stage.
TRUE
29. (p. 43) Acceptance by the group may be a less valued outcome for someone whose social
needs are satisfied off the job.
TRUE
30. (p. 43) Neither the organization nor the individual are well served by unresolved conflict
between work and family.
TRUE
31. (p. 43) The tolerance level for stress is fairly consistent among individuals.
FALSE
Rationale: The tolerance level for stress varies among individuals.
32. (p. 43) Unmanaged stress works to the disadvantage of the individual but to the advantage of
the organization.
FALSE
Rationale: The existence of unmanaged stress works to the disadvantage of both the individual and the organization.
33. (p. 43) Socialization processes are very similar in form and content from organization to
organization.
FALSE
Rationale: Socialization processes vary in form and content from organization to organization.
34. (p. 43) Individuals experience different socialization processes, even within the same
organization.
TRUE
35. (p. 44) During anticipatory socialization, job-related information is usually general and
subjective, whereas organization-related information is usually specific and objective.
FALSE
Rationale: Job-related information is usually specific and objective, whereas organization-related information is usually general and
subjective.
36. (p. 44) Assigning autocratic bosses is a practice that increases the retention rate of new
employees.
FALSE
Rationale: Assigning demanding bosses increases the retention rate of new employees. Demanding should not be interpreted as autocratic.
37. (p. 44) Orientation programs are often given more attention than they deserve.
FALSE
Rationale: Orientation programs are seldom given the attention they deserve.
38. (p. 44) Assigning challenging work to new employees is a principal feature of effective
socialization programs.
TRUE
39. (p. 45) Most managers have never had a mentoring relationship.
FALSE
Rationale: A majority of managers reported having had at least one mentoring relationship during their careers.
40. (p. 46) Most mentor-mentee relationships develop rather quickly.
FALSE
Rationale: Most mentor-mentee relationships develop over time and go through multiple phases.
41. (p. 47) Generally, people are attracted to mentors who are their opposites.
FALSE
Rationale: People are attracted to mentors who talk, look, act and communicate like them.
Multiple Choice Questions
42. (p. 30) Edgar Schein suggests an organization's culture has three layers. These layers include
all of the following except:
A. Visible artifacts and creations
B. Political or religious affiliations
C. Assumptions to guide behavior choices
D. Conscious values and desires
43. (p. 30) The McDonald's culture emphasizes paying particular attention to all of the following
except:
A. Quality
B. Costs
C. Service
D. Cleanliness
44. (p. 32) ____________________ are a society's ideas about what is right or wrong.
A. Values
B. Beliefs
C. Morals
D. All of the choices are correct
45. (p. 33) Researchers who have studied the impact of culture on employees indicate that it
provides and encourages a form of ____________________.
A. Conditioning
B. Stability
C. Conformity
D. Emulation
46. (p. 33) The atmosphere at Southwest Airlines shows that ____________________ pervades
every part of the organization.
A. Having fun
B. Competition
C. Commitment to quality
D. Cooperation
47. (p. 35) Artificially imposing a culture is often met with ____________________.
A. Resignation
B. Acceptance
C. Resistance
D. Confusion
48. (p. 35) At which of the following companies are employees paid 50 to 100 percent above
industry average and allow to work a "family friendly" shift (9 a.m. to 2 p.m.)?
A. Google
B. Whole Food Market
C. Container Store
D. Genentech
49. (p. 35) At which of the following companies does a salary cap limit the pay of top executives
to no more than 19 times that of the average full-time worker?
A. Google
B. Whole Food Market
C. Container Store
D. Genentech
50. (p. 35) When a disparity exists between reality and a stated set of values, employees are
likely to become all of the following except:
A. Complacent
B. Confused
C. Skeptical
D. Irritated
51. (p. 36) The military, government agencies and firms managed by autocratic managers are
examples of a(n) ____________________ culture.
A. Bureaucratic
B. Clan
C. Entrepreneurial
D. Market
52. (p. 36) Being a part of a working family, following tradition and rituals, teamwork, spirit,
self-management and social influence are characteristics of the ____________________
culture.
A. Market
B. Entrepreneurial
C. Bureaucratic
D. Clan
53. (p. 36) Innovation, creativity, risk taking and aggressively seeking opportunities illustrate
____________________ culture.
A. A market
B. An entrepreneurial
C. A bureaucratic
D. A clan
54. (p. 36) The internal philosophy at 3M is captured by their motto, ____________________.
A. Leave no stone unturned
B. Respect the customer
C. Never kill a product idea
D. Work should be fun
55. (p. 36) In a(n) ____________________ culture, employees are socialized by other members
of the group.
A. Bureaucratic
B. Clan
C. Entrepreneurial
D. Market
56. (p. 36) According to the text, culture can be divided into all of the following types except:
A. Bureaucratic
B. Entrepreneurial
C. Market
D. Open
57. (p. 37) Employees have a contractual relationship with the firm and little feeling of
teamwork or cohesiveness, in a(n) ____________________ culture.
A. Bureaucratic
B. Clan
C. Entrepreneurial
D. Market
58. (p. 38) SmithKline decided against a merger with Glaxo Welcome PLC for all of the
following reasons except:
A. Stockholder opposition
B. Major differences in culture
C. Differing management styles
D. Differing managerial philosophies
59. (p. 39) For an organization to have a strong culture, core values must be all of the following
except:
A. Widely shared
B. Respected
C. Ethical
D. Protected
60. (p. 40) According to the organizational literature, spirituality originates
____________________.
A. At church
B. From within the individual
C. At home
D. From life and death experiences
61. (p. 41) The ____________________ socialization stage involves all those activities the
individual undertakes prior to entering the organization or to taking a different job in the same
organization.
A. Anticipatory
B. Accommodation
C. Role management
62. (p. 41) In terms of culture, socialization involves a transmittal of ____________________
from older to newer employees.
A. Paperwork
B. Technology
C. Values
D. Geography
63. (p. 42) Nordstrom has built such a strong culture around serving the customer that the entire
employee manual is a 5x8-inch card with a one rule on it: ____________________.
A. The customer always comes first
B. Use your good judgment in all situations
C. The customer serviced today will return tomorrow
D. Actions speak louder than words
64. (p. 42) During the ____________________ stage, the individual sees the organization and
the job for what they actually are.
A. Anticipatory
B. Accommodation
C. Role management
65. (p. 43) The ____________________ stage requires the individual to adjust to the demands
and expectations of the immediate work group.
A. Anticipatory
B. Accommodation
C. Role management
66. (p. 43) Conflict arises during the ____________________ stage of socialization.
A. Anticipatory
B. Accommodation
C. Role management
67. (p. 44) The first jobs of new employees often demand ____________________.
A. Far more of them than they can deliver
B. Far less of them than they can deliver
C. Exactly as much as they can deliver
68. (p. 45) In work organizations, a mentor generally provides all of the following except:
A. Coaching
B. Friendship
C. Role modeling
D. Performance incentives
69. (p. 45) Which of the following is a practice associated with anticipatory socialization?
A. Recruitment using realistic job previews
B. Social as well as technical skills training
C. Adaptive and flexible work assignments
D. Supportive and accurate feedback
70. (p. 47) During the ____________________ phase, the relationship is ended or takes on a
more peer like friendship.
A. Initiation
B. Cultivation
C. Separation
D. Redefinition
71. (p. 47) ____________________ can play a role in the mentor-mentee matching process.
A. Computers
B. Gender
C. Religion
D. All of the choices are correct
72. (p. 48) All of the following are secondary dimensions of diversity except:
A. Ethnicity
B. Health disabilities
C. Religious belief
D. Marital status
73. (p. 49) Who among the following is not considered Hispanic?
A. Cubans
B. Mexicans
C. Salvadorans
D. Hawaiian
Fill in the Blank Questions
74. (p. 30) Organizational culture is what the employees perceive and how this perception
creates a pattern of beliefs, values and ____________________.
expectations
75. (p. 32) ____________________ are the conscious, affective desires or wants of people that
guide their behavior.
Values
76. (p. 33) Work serves as a place to achieve personal growth and ____________________.
fulfillment
77. (p. 39) ____________________ are recurring events or activities that reflect important
aspects of the underlying culture.
Rituals
78. (p. 42) If the fit between the individual and the organization is to be optimal, two conditions
are necessary: realism and ____________________.
congruence
79. (p. 43) The four outcomes of the accommodation stage are acceptance, competence, role
definition and ____________________.
congruence of evaluation
80. (p. 43) The primary activities conducted during the first stage of socialization are
recruitment, selection and ____________________.
placement
81. (p. 48) ____________________ is the vast array of physical and cultural differences that
constitute the spectrum of human differences.
Diversity
Short Answer Questions
82. (p. 31) List five examples of cultural attributes, as defined in Schein's three-level
organizational model.
Any five of the following: documents, physical layouts, furnishings, language, jargon, work
ethic and practice, fair day's pay for a fair day's work, loyalty, commitment, helping others,
performance leads to rewards, management equity, competency counts.
83. (p. 32) How are values passed from one generation to the next?
Values are passed from one generation to the next through education systems, religion,
families, communities and organizations.
84. (p. 32) Society's values have an impact on organizational values. Why?
Society's values impact organizational values because of the interactive nature of work,
leisure, family and community.
85. (p. 38) Identify five compatibility issues that should be investigated and considered before
going ahead with a merger.
Any five of the following: financial issues, marketing issues, cultural compatibility,
compatibility of the information technology systems, the compensation and reward system
and the human resource talent pool.
86. (p. 40) Why do people naturally resist change to a new culture?
Cultures sustain people through periods of difficulty and serve to ward off anxiety by
providing continuity and stability. Thus, people will naturally resist change to a new culture.
87. (p. 41) At what point in a career is socialization most important?
Socialization is most important when an individual first takes a job or when he/she takes a
different job within the same organization.
88. (p. 41) List the three stages of socialization.
Anticipatory, accommodation and role management
89. (p. 42) People are vitally interested in two kinds of information prior to entering a new job or
organization. First, they want to know what working for the organization is really like. What
is the second thing they want to know?
They want to know if they are suited to the jobs available in the organization.
90. (p. 43) Conflict between the demands of work and family is almost inevitable. Why?
Because there is a fixed amount of time and the demands of work and family are seemingly
insatiable.
91. (p. 48) List the six core dimensions of diversity.
Age, ethnicity, gender, physical attributes, race and sexual/affectional orientation.
Essay Questions
92. (p. 30-31) Edgar Schein contends that an organization's culture has three layers. Explain what
each layer includes and give examples.
Layer I — includes artifacts and creations that are visible but often not interpretable. An
annual report, a newsletter, wall dividers between workers and furnishings are examples of
artifacts and creations.
Layer II — includes values or the things that are important to people. Values are conscious,
affective desires or wants.
Layer III — includes the basic assumptions that people make that guide their behavior. This
includes assumptions that tell individuals how to perceive, think about and feel about work,
performance goals, human relationships and the performance of colleagues.
93. (p. 33) What is it about Walt Disney that employees found attractive enough to make them
apply for a job there, develop their skills and then remain on the payroll?
Walt Disney is able to attract, develop and retain top-quality employees because of the firm's
stability and the pride of identity that goes with being part of the Disney team. In addition to
stability and identity, the culture there promotes hard work and competition, which creates a
sense of "we" and "me." This involves loyalty and remaining committed to the goals of the
organization.
94. (p. 34) List three methods that can be used to promote a sense of membership among the
employees of an organization.
Any three of the following: reward systems, career management and job security, recruiting
and staffing, socialization of new staff members, training and development.
95. (p. 39) There are five changing culture intervention points. Identify each point and explain
what should management try to accomplish during each.
(1) Behavior: managers must get employees to change their behavior. (2) Justifications of
behavior: employees must see the value in behaving in a new way. (3) Cultural
communication: managers must motivate the new behaviors through the use of
announcements, memos, rituals, stories, dress and other forms of communication. (4)
Socialization of new members: new members must be socialized in order to fit in with the
culture. (5) Removal: members who deviate from the culture should be removed.
96. (p. 40) In addition to improved effectiveness and a broader worldview, what benefits can
spirituality bring to the workplace?
Spirituality can bring a concern for working with integrity; acquiring a strong sense of
community; a willingness to work to make a positive difference; and the individual benefit of
creating a more reasonable work/life balance, attitude and set of behaviors.
97. (p. 40) List at least three of the spiritual values espoused by the Tom's of Maine Company.
Any three of the following: set aside your ego and connect to a universal force; know who
you are and what you care about in life; envision your future in your heart and in your mind;
listen to everyone carefully; align your business strategy with your values; use continual
assessment to stay on course; and pass your good fortune, gifts, knowledge and profits to
others.
98. (p. 40) Language concerns the jargon or idiosyncratic terms used by and within an
organization. Identify three purposes that jargon serves, relevant to culture.
First, use of jargon indicates who is in the culture and who is not. Second, it provides
information about how people within a culture view others. And third, it can be used to help
create a culture.
99. (p. 42-43) Employees perform four major activities during the accommodation stage. What
are they?
(1) Establishing new interpersonal relationships with coworkers and supervisors. (2) Learning
the tasks required to perform the job. (3) Clarifying their role in the organization and in the
formal and informal groups relevant to that role. (4) Evaluating the progress they are making
toward satisfying the demands of the job and the role.
100. (p. 44) Effective socialization comprises five different activities. The first is designing
orientation programs. What are the other four activities?
Structuring training programs; providing performance evaluation information; assigning
challenging work; assigning demanding bosses.
101. (p. 45) Identify three career functions and three psychosocial functions of mentoring.
Any three of these career functions: sponsorship, exposure, visibility, coaching, production
and challenging assignments.
Any three of these psychosocial functions: role modeling, acceptance, confirmation,
counseling and friendship.
102. (p. 49) Identify three obvious issues with which managers of ethnically diverse workforces
must contend.
Any three of the following:
(a) Coping with employees' unfamiliarity with the English language.
(b) Increased training for service jobs that require verbal skills
(c) Cultural (national) awareness training for the current workforce
(d) Learning which rewards are valued by different ethnic groups
(e) Developing career development programs that fit the skills, needs and values of the ethnic
group
(f) Rewarding managers for effectively recruiting, hiring and integrating a diverse workforce
(g) Learning about ethnic diversity, as well as age, gender and disabled workers
Matching Questions
103. (p. 36-37) Match the type of culture to the correct description.
1. Entrepreneurial
An organization that emphasizes rules, policies,
culture
procedures, chain of command.
An organization of tradition and rituals, teamwork and
2. Clan culture
spirit and self-management.
An organization characterized by innovation,
3. Market culture
creativity and risk taking.
An organization that places emphasis on sales growth,
4. Bureaucratic
increased market share, financial stability and
culture
profitability.
4
2
1
3
104. (p. 45) Match the socialization stages to the appropriate practices or statements.
1. Anticipatory socialization
Recruitment using realistic job previews. 1
2. Accommodation
Tailor-made and individualized orientation
socialization
programs. 2
3. Accommodation
socialization
Challenging work assignments. 2
4. Anticipatory socialization
Supportive and accurate feedback. 2
5. Role management
socialization
Demanding but fair supervisors. 2
6. Accommodation
socialization
Sincere, person-oriented managers. 5
7. Accommodation
socialization
Provision of professional counseling. 5
8. Accommodation
socialization
Adaptive and flexible work assignments. 5
9. Role management
Selection and placement using realistic
socialization
career paths. 1
10. Role management
socialization
Social as well as technical skills training. 2