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Choose a firm with which you are very familiar and discuss how culture was created and is maintained in that firm.Use the culture creation-maintenance model to frame your discussion.

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A founder's values could be one explanation for the difficulty encountered when trying to change a culture.

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The marketing department at Langston Industries meets once a week for a pizza luncheon after which the marketing manager holds his weekly "venting session" where department members can express their concerns about what is going right and wrong in the department and firm.The finance department,on the other hand,never meets.The finance manager simply sends emails to his subordinates each Monday with a list of the items to be accomplished each week and tries to get around to seeing each individual sometime during the week for any questions the employee might have.Langston appears to have _________ in its organization.


A) countercultures
B) subcultures
C) onboarding
D) strong cultures

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Which of the following statements regarding the attraction-selection-attrition (ASA) process is INCORRECT?


A) Individuals self-select the companies for which they choose to work.
B) Due to economic circumstances,companies today hire people for fit with the job only and are much less concerned about fit with the culture.
C) The ASA process aids organizations in maintaining the relative homogeneity of employee personalities and values.
D) Person-organization misfit is an important reason for employee turnover.

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What is the first step in increasing the chances of success in effecting a cultural change?


A) creating a sense of urgency
B) role modeling
C) changing the reward system
D) changing key players

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Which of the following statements with regard to steps to effecting successful cultural change is INCORRECT?


A) Renaming a firm and creating a new logo for it enables cultural change and ensures the communication of the new value system.
B) Replacing the staff employees who formerly supported a departed CEO can ensure the establishment of a new value system in a firm.
C) Slowly conveying information on a "need-to-know basis" only to employees ensures the firm establishment of a new value system for the firm.
D) Thoughtfully developed,well administered training programs help establish new corporate norms of behavior.

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Firms that emphasize achievement,results and action are _______ _______ cultures.

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Research suggests that corporate strategy is the most important factor for business success,but organization culture is a close second.

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The three levels of organizational culture are beliefs,assumptions and artifacts.

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The first step in the cultural change process is changing leaders and the leadership team.

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The firm places its employees into five-person groups and gives them projects that are to be completed by each group with minimum direction from a project leader.Compensation in the firm is divided into two parts-that earned for your primary job,and that earned for work in your group.Once each year,training seminars are conducted for all company employees to learn the latest techniques in collaboration.This firm has a(n) ____________ culture.


A) people-oriented
B) detail-oriented
C) team-oriented
D) outcome-oriented

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Founder values are a part of the company culture regardless of the success of the firm.

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Which of the following statements regarding organizational culture and its impact on the firm is INCORRECT?


A) Employees become more aware of their organization's culture when they have an opportunity to compare it to that of another firm.
B) Having a culture that fits with the company leads to good company performance,but having a culture that does not fit has no impact.
C) Organizational cultures that are hard to imitate can create a competitive advantage for a firm.
D) Organizational culture is an effective control mechanism for dictating employee behavior.

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Repetitive activities within an organization that have symbolic meaning are called __________.

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Which of the following statements regarding the organization's role in onboarding and orientation activities is INCORRECT?


A) The mere existence of mentoring programs does not guarantee their success.
B) The speed with which new employees learn the company's culture is strongly influenced by the support of supervisors and managers.
C) Adjustment to a new company is facilitated by information provided by peers and leaders.
D) How companies do onboarding doesn't really matter much.

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In completing a Big 5 personality inventory,Manuel was found to have high openness to experience.He would be attracted to an organization like


A) Target where jobs tend to be structured in their duties and responsibilities.
B) the IRS,which has a bureaucratic structure and authoritarian decision making processes.
C) Google with a laid-back,innovative culture.
D) General Motors with a tradition-bound culture experiencing serious viability issues.

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What is the final step in a successful cultural change process?


A) training
B) role modeling
C) changing the reward system
D) creating new stories and symbols

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If performance pressures increase too much,individuals begin to see their peers as competitors and short-term results become important,which can create unethical behaviors.

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To ensure all cast members share the history of Walt Disney World,new hires at the resort must take the courses on traditions at Disney.With these classes,the Walt Disney Company is creating a


A) weak culture.
B) counterculture.
C) strong culture.
D) subculture.

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Computer-oriented orientation programs are more cost effective and more effective in conveying the firm's culture than classroom-oriented programs.

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