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1、Chapter 3 Organizational Culture In the symbolic view of management, managers are seen as directly responsible for an organizations success or failure.False (easy)The current dominant assumption in management theory suggests managers are omnipotent.True (moderate)An organizational culture refers to
2、a system of shared meaning.True (moderate)Organizational culture is a perception, not reality.True (moderate)Strong cultures have more influence on employees than weak ones.True (moderate)An organizations founder has little influence on its culture.False (moderate)The link between values and manager
3、ial behavior is fairly straightforward.True (moderate)Multiple-Choice QuestionsWhat view suggests that managers are directly responsible for an organizations success or failure?a.Symbolic view of managementb.Autocratic view of managementc.Omnipotent view of management (moderate)d.Linear view of mana
4、gemente.Quality view of managementOrganizational culture is similar to an individuals _.a.skillsb.personality (easy)c.motivationd.abilitye.knowledgeWhich of the following phrases is associated with the definition of organizational culture?a.Individual responseb.Shared meaning (easy)c.Diversity of th
5、oughtd.Explicit directionse.Internal growthThe organizational _ is (are) a system of shared meaning held by members that distinguish(es) the organization from other organizations.a.culture (easy)b.valuesc.ritualsd.structuree.hierarchyWhich of the following is not implied by your texts definition of
6、culture?a.Culture is a perception.b.Individuals tend to describe an organizations culture in dissimilar terms. (difficult)c.There is a shared aspect of culture.d.Organizational culture is a descriptive term.e.Research suggests seven dimensions to an organizations culture.Most organizations have _ cu
7、ltures.a.very weakb.weak to moderatec.moderated.moderate to strong (moderate)e.strong to very strongWhat is the original source of an organizations culture?a.The organizations industryb.The organizations sizec.The organizations aged.The organizations geographic locatione.The organizations founder (m
8、oderate)_ are repetitive sequences of activities that express and reinforce key values of the organization.a.Rituals (easy)b.Storiesc.Symbolsd.Languagee.HabitsOrganizational _ typically contain a narrative of significant events or people.a.stories (moderate)b.ritualsc.organizational chartd.material
9、symbolse.languageThe link between organizational values and managerial behavior is _.a.uncertainb.fairly straightforward (moderate)c.loose and difficult to seed.unimportante.hiddenScenarios and QuestionsCorporate Takeover (Scenario)Todd works for SeaLan Tech, an environmental consulting firm that ha
10、s just been purchased by Zerex, Inc., a biomedical research organization. Based on his early encounters with the new upper management from Zerex, he feels that SeaLan is a lower-key, friendlier organization. He is concerned that the new company will eliminate this companys old culture, and he does n
11、ot like the prospects.106.If you were talking with Todd and asked him what the term culture meant, he would reply that, basically, it is a.the formal rules of an organization.b.the nationality of the workers in the company.c.a system of shared meaning. (easy)d.a system that reflects diversity and re
12、spect for differences.e.the nonverbal behaviors in an organization.107.Todd is concerned with the degree to which managers focus on results or outcomes rather than techniques and processes used to achieve those outcomes. He is concerned with _.a.stabilityb.aggressivenessc.team orientationd.outcome o
13、rientation (moderate)e.people orientation108.Todd notices that management is very concerned with the effects of outcomes on people within the organization. This is referred to as _.a.stabilityb.aggressivenessc.team orientationd.outcome orientatione.people orientation (moderate)109.Todd is assessing
14、the organizations _, the degree to which organizational activities emphasize maintaining the status quo in contrast to growth.a.stability (moderate)b.aggressivenessc.team orientationd.outcome orientatione.people orientation110.Todd has been learning the seven dimensions of organizational culture. Wh
15、ich of the following is not one of those seven dimensions?a.Stabilityb.Aggressivenessc.Team orientationd.Outcome orientatione.Member orientation (moderate)Changing Organizational Culture (Scenario)Mary has been asked by the company president to change the organizational culture to reflect the compan
16、ys new organizational goals. As executive vice president, she certainly understands the goals, but is really not sure she understands what to do about the culture.111.Mary asked employees if they knew what constituted good employee behavior. She found that very few understood and most had a variety
17、of ideas. This is one indicationa.that her company has a strong culture.b.that her company has a weak culture. (moderate)c.that her company has no culture.d.that her company must have high turnover.e.that her company must not be productive.112.Mary also found out that in order to build a strong new
18、culture, she should do all but which of the following?a.Utilize their recruitment efforts.b.Develop socialization practices to build culture.c.Encourage a high turnover rate.d.Have management make explicit what is valued in the organization. (difficult)e.Encourage employee commitment to organization
19、al values.113.Mary was surprised to find that most organizational culture strengths area.weak.b.weak to moderate.c.moderate to strong. (moderate)d.strong.e.very strong.e.variedEssay Questions123.In a short essay, identify and define the seven dimensions that make up an organizations culture.Answera.
20、 Innovation and risk takingdegree to which employees are encouraged to be innovative and take risksb. Attention to detaildegree to which employees are expected to exhibit precision analysis and attention to detailc. Outcome orientationdegree to which managers focus on results or outcomes rather than
21、 on how these outcomes are achievedd. People orientationdegree to which management decisions take into account the effects on people in the organizatione. Team orientationdegree to which work is organized around teams rather than individualsf. Aggressivenessdegree to which employees are aggressive a
22、nd competitive rather than cooperativeg. Stabilitydegree to which organizational decisions and actions emphasize maintaining the status quo(difficult)125.In a short essay, list and discuss the four most significant ways in which culture is transmitted to employees. Include specific examples of each
23、to support your answer.Answera. Storiesorganizational stories typically contain a narrative of significant events or people including such things as the organizations founders, rule breaking, and reactions to past mistakes. For instance, managers at Nike feel that stories told about the companys pas
24、t help shape the future. Whenever possible, corporate “storytellers” (senior executives) explain the companys heritage and tell stories that celebrate people getting things done. These stories provide prime examples that people can learn from.b. Ritualscorporate rituals are repetitive sequences of a
25、ctivities that express and reinforce the values of the organization, what goals are most important, which people are important, and which are expendable. One of the best-known corporate rituals is Mary Kay Cosmetics annual meeting for its sales representatives. At the meeting, salespeople are reward
26、ed for their success in achieving sales goals with an array of flashy gifts including gold and diamond pins, furs, and pink Cadillacs. This “show” acts as a motivator by publicly acknowledging outstanding sales performance.c. Material symbolsthe layout of an organizations facilities, dress attire, t
27、he types of automobiles top executives are provided, and the availability of corporate aircraft are examples of material symbols. Others include the size of offices, the elegance of furnishings, executive “perks,” the existence of employee lounges or on-site dining facilities, and reserved parking s
28、paces for certain employees. These material symbols convey to employees who is important, the degree of equality desired by top management, and the kinds of behavior that are expected and appropriate.d. Languagemany organizations and units within organizations use language as a way to identify membe
29、rs of a culture. By learning this language, members attest to their acceptance of the culture and their willingness to help to preserve it. For instance, Microsoft has its own unique vocabulary: “work judo” (the art of deflecting a work assignment to someone else without making it appear that youre
30、avoiding it) and “eating your own dog food” (the strategy of using your own software programs or products in the early stages as a way of testing it even if the process is disagreeable). Over time, organizations often develop unique terms to describe equipment, key personnel, suppliers, customers, or products that are related to its business.(moderate)