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Exam 16: Organizational Culture

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Question 31

Multiple Choice

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________ are the manifestations of an organizational culture that everyone can see or talk about.

A) Core values
B) Structural traits
C) Communal cultures
D) Networked cultures
E) Observable artifacts

F) A) and E)
G) B) and E)

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Question 32

Multiple Choice

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Corinne is looking forward to starting her new job at Flash Forward, a social-networking platform. Everything she has read suggests the company promotes a healthy work/life balance and supports causes that are important to her, such as sustainability and combating climate change. Walking to her desk on her first day, she sees posters in the hallway outlining the company values of "people over profit" and "work to live, not live to work." She smiles because that is how she feels about things, too. After a week on the job she finds herself eager to get to work each day and tackle new challenges, something she has never felt about a job before. Her co-workers are friendly and supportive, the management team seems genuinely concerned about morale and job satisfaction, and she learns the company gives all employees one week off per year with pay to perform charitable work of their choosing. All this makes Corinne proud to be a Flash Forward employee. Corinne is experiencing a high degree of

A) subculture.
B) reality shock.
C) person-organization fit.
D) anticipatory socialization.
E) basic underlying assumptions.

F) C) and D)
G) None of the above

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Question 33

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A culture that attempts to help the greater social good is a ________ culture.

Marie, the department manager at Verve, Inc., 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. What Marie and Jeremy are doing are parts of the observable artifacts component of culture.

Ulrich finishes college with a degree in computer science. One of his favorite aspects of the discipline is that it is a fairly solitary endeavor. In school he got to work on projects by himself with little social interaction, and that is just how he likes it. After accepting a position as a programmer at VitalTech Resources, he is surprised to learn that he is required to s make a weekly progress report in front of the sales and marketing departments. The mere prospect makes him lightheaded and sweaty. He confesses his misgivings to his supervisor, who pairs him up with a more experienced programmer, Alison. She has been making these kinds of reports for years, and tells him not to worry. With Alison's help, Ulrich is able to feel more confident about making his presentation. He falters a few times during his first attempt, but Alison coaches him on ways to improve, and he is eventually able to confidently deliver a ten-minute report to a room full of thirty people. The arrangement between Alison and Ulrich is an example of

Which of the following is the final stage of the socialization process?

The goal of an organization's socialization efforts should be to minimize ________ as much as possible.

Cheryl, a supervisor with more than a dozen subordinates, is concerned about whether Carlos, a new employee, is fitting in properly with the department and the company as a whole. The best way for her to make that determination is to observe the

Ron works for Advanced Family Medical Systems, often known simply as AdFaMS, and has earned the nickname "Mr. AdFaMS" because of his dedication to the company. Ron says it is not hard to be dedicated to a company he believes in as much as AdFaMS. However, Ron is not perfect. Which of the following is most likely the problem with Ron?

Walker International recently published its vision statement, which is an example of

ASA in the "ASA framework," a process that can help keep culture of the organization strong, stands for

Physical structures say a lot about a culture.

Daisy, Petunia, Constance, and Anna are four friends working at four different organizations. In Petunia's firm, Social Network Development, employees are both distant and disconnected from one another, whereas in Daisy's company, Solar Singularity, it is quite the opposite-employees are friendly, and they all think alike. Constance works for Credit Protection Services, where employees think alike but are not friendly to one another. Finally, Anna is employed at Living Trust Wealth Management, where employees are friendly, but they think differently and do their own thing. Daisy's firm, Solar Singularity, can be described as having a(n) ________ culture.

________ is the degree to which an individual's personality and values match the culture of an organization.

When Mathilda first walked into the glass-enclosed lobby of Data Mining Solutions' headquarters, she observed an enormous three-dimensional recreation of the company's logo-a bright red question mark-hanging from the ceiling. As she was taken on a tour of the building, the same red question mark appeared painted along the hallways, in decals placed on all street-facing windows, and as a screen saver on the company computers. Such corporate branding is an example of which type of observable artifact?

Constance, Petunia, Daisy, and Anna are four friends working at four different organizations. In Petunia's firm, Social Network Development, employees are both distant and disconnected from one another, whereas in Daisy's company, Solar Singularity, it is quite the opposite-employees are friendly, and they all think alike. Constance works for Credit Protection Services, where employees think alike but are not friendly to one another. Finally, Anna is employed at Living Trust Wealth Management, where employees are friendly, but they think differently and do their own thing. Anna's firm, Living Trust Wealth Management, can be described as having which culture type?

________ is the process by which a junior-level employee develops a deep and long-lasting relationship with a more senior-level employee within the organization.

The socialization process ends once the employee stops needing outside help to handle the job.

At Spinner Bearings, Inc., employees are distant and disconnected from one another. Based on this, the organizational culture at Spinner Bearings can be described as

Which of the following is an advantage of a strong culture?