LAW 122 Lecture : -14
28 Apr 2018
School
Department
Course
Professor
-14
Student: ___________________________________________________________________________
1. Organizational culture consists of the values and assumptions shared within an organization.
True False
2. Organizational culture defines what is important and unimportant in the company and, consequently,
directs everyone in the organization toward the "right way" of doing things.
True False
3. Values represent an important invisible part of an organization's culture.
True False
4. Values represent the deepest part of an organization's culture.
True False
5. Shared assumptions are easily uncovered by surveying employees.
True False
6. Organizational culture is not represented by espoused values.
True False
7. An organization's culture is defined by its espoused values.
True False
8. The most accurate way to determine an organization's culture is by interviewing senior executives about
their perceptions of that culture.
True False
9. Organizational cultures include shared assumptions.
True False
10. Organizational culture models and surveys present a distorted view of organizational culture.
True False
11. Most organizational culture models oversimplify the diversity of cultural values in organizations.
True False
12. An organization's culture is usually quite fuzzy and difficult to define using simple models and
surveys.
True False
13. Popular organizational culture models and measures falsely presume that organizations have a fairly
clear, unified culture.
True False
14. Subcultures are groups of employees whose values are opposed to the organization's dominant
values.
True False
15. Organizational countercultures further strengthen the organization's dominant culture.
True False
16. Organizational countercultures can potentially create conflict and dissension among employees.
True False
17. Organizational countercultures can potentially help the organization maintain its ethical conduct.
True False
18. An organizational counterculture is a type of subculture.
True False
19. Artifacts of organizational culture may include the building's design, the way people are greeted, and the
food served in the company's cafeteria.
True False
20. Artifacts refer mainly to the paintings and other tangible objects that appear throughout the
organization.
True False
21. Organizational culture is not directly observable, but it may be loosely interpreted through visible
artifacts.
True False
22. Researchers have found that an organization's culture may be identified very easily and quickly by
looking at one or two observable artifacts.
True False
23. Organizational stories support organizational culture by providing social prescriptions of the ways things
should or should not be done around the organization.
True False
24. Stories have the greatest effect on communication corporate culture when they describe real people and
are assumed to be true.
True False
25. Organizational stories are most effective at communicating corporate culture when they describe real
people and seem to represent true past events.
True False
26. Language reflects an organization's dominant values, but not the values of its subcultures.
True False
27. Rituals represent the organization's deliberate and usually dramatic displays of its dominant culture.
True False
28. Ceremonies are more formal artifacts than rituals.
True False
29. A ritual would include how visitors are greeted as they enter the company's offices.
True False
30. The organization's physical structure and use of space often communicate its dominant cultural
values.
True False
31. Office space and paintings hung on walls can be artifacts that symbolize the organization's culture.
True False
32. Organizational culture is a deeply embedded form of social control that influences the thoughts and
actions of organizational members.
True False
33. A strong corporate culture bonds employees together and makes them feel part of the organization.
True False
34. The stronger the corporate culture, the more difficult it is for employees to embrace the dominant
values.
True False
35. Companies with strong organizational cultures are potentially more effective.
True False
36. A strong organizational culture exists when most employees understand and accept the dominant
values.
True False
37. A strong corporate culture exists when employees are forced to abide by a particular set of organizational
values whether or not they believe in those values.
True False
38. Companies with strong corporate cultures invariably have much higher performance than companies with
weak cultures.
True False
39. A strong organizational culture improves the firm's effectiveness, but only if the cultural values are
aligned with its external environment.
True False
40. In corporate cults, the culture is so strong that it focuses employees so much on one mental model that
they may fail to see issues from different perspectives.
True False
41. Organizations with very strong cultures may become dysfunctional because they suppress dissenting
subcultural values.
True False
42. Most organizational behaviour writers suggest that organizations are more effective when they become
corporate cults.
True False
43. Corporate cults are preferred, because they help suppress subcultures within organizations.
True False
44. Organizations with adaptive cultures are unable to maintain a stable value system and, consequently, tend
to perform poorly in the long run.
True False
45. Adaptive cultures focus employees on the changing needs of customers and other stakeholders and
support initiative and leadership to keep pace with these changes.
True False
46. An adaptive organizational culture is one where employees pay attention to organizational goals, not the
processes to achieve those goals.
True False
47. An organization's culture can either support or undermine ethical conduct among employees.
True False
48. An adaptive culture has a strong learning orientation.
True False
49. Studies suggest that only 30 to 50 percent of corporate acquisitions add any financial value.
True False
50. In mergers and acquisitions, companies with clashing cultures tend to undermine employee performance
and customer service.
True False
