TRUE/FALSE
1. Nordstrom’s has a lengthy employee handbook full of rules and regulations designed to emphasize quality in customer service.
(False)
2. Organizational culture is a system of shared assumptions, values and beliefs that show employees what are appropriate and inappropriate behaviors.
(True)
3. Individuals are more aware of their firm’s culture when they have an opportunity to compare it with that of another firm.
(True)
4. Research suggests that corporate strategy is the most important factor for business success, but organization culture is a close second.
(False)
5. Researchers found a relationship between organizational success, measured by indicators like revenues, sales and market share, and organizational culture.
(True)
6. The three levels of organizational culture are beliefs, assumptions and artifacts.
(False)
7. The deepest or innermost level of organizational culture is values.
(False)
8. Firms with an aggressive culture can face a number of lawsuits because of the focus on outperforming the competitor at all costs.
(True)
9. Outcome-oriented cultures hold managers accountable for performance but not employees.
(False)
10. 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.
(True)
11. Creating a safety culture can reduce accidents, improve employee retention and increase profitability due to reduced workers’ compensation claims.
(True)
12. A strong culture always outperforms a weak culture because of the consistency of expectations.
(False)
13. Subcultures can arise from the personal characteristics of employees and managers or the conditions of the workplace.
(True)
14. Employee perceptions of subcultures have little impact on employee performance or commitment to the organization.
(False)
15. Countercultures are never tolerated in an organization once they are identified.
(False)
16. Organizational structure is the most important factor in the creation of an organization’s culture.
(False)
17. A founder’s values could be one explanation for the difficulty encountered when trying to change a culture.
(True)
18. Founder values are a part of the company culture regardless of the success of the firm.
(False)
19. Companies within the same industry generally have similar organizational cultures, but on occasion, they can be wildly different.
(True)
20. The industry influence over culture suggests that it may not be possible to duplicate the culture of a firm in another industry.
(True)
21. Organizational cultures help determine who is hired by a firm.
(True)
22. Organization choice of individuals for employment is impacted by culture, but that culture also impacts the self-selection out of that process by some individuals.
(True)
23. Individuals high in agreeableness would likely seek out firms with aggressive cultures.
(False)
24. Person-organization misfit is one of the important reasons for employee turnover.
(True)
25. The attraction-selection-attrition process is an example of a method that maintains a certain level of homogeneity in personalities and values within an organization.
(True)
26. Onboarding activities in a firm produce higher levels of job satisfaction in new employees but have little impact on their organizational commitment long term.
(False)
27. The inability to network is a major reason why new employees either leave their jobs voluntarily or are terminated within the first two years of employment.
(True)
28. Computer-oriented orientation programs are more cost effective and more effective in conveying the firm’s culture than classroom-oriented programs.
(False)
29. While managers and supervisors are very important in helping new employees adjust to a firm’s culture, coworkers actually hamper the process.
(False)
30. Mentors and protégés who had input into the matching process were no more satisfied with the outcome of the program then were those who were placed into a mentor-protégé pair.
(False)
31. It is less important to find an individual to serve as a mentor who personifies company values than to find an individual who is enthusiastic about participating in the program.
(False)
32. Leader role modeling is an important influence in the creation or change in an organization’s culture.
(True)
33. A firm that rewards the achievement of goals only, and not the process to achieve those goals, is likely to have an outcome-based culture.
(True)
34. A firm that uses a ranking system where employees are pitted against each other for the top rewards is more likely to have an aggressive culture.
(True)
35. The behaviors that are punished, ignored or rewarded are likely to help determine how a culture evolves in a firm.
(True)
36. All mission statements are effective because they describe who the companies are and what they do.
(False)
37. Extending benefits to full- and part-time employees as well as spouses and domestic partners can convey to those employees the people orientation of the firm.
(True)
38. While a firm’s physical layout impacts motivation and job satisfaction, it does little to convey company culture.
(False)
39. Culture is generally resistant to change efforts.
(True)
40. Two conditions that help effect a cultural change include experiencing failure in a firm and changes in the external environment impacting the firm.
(True)
41. The first step in the cultural change process is changing leaders and the leadership team.
(False)
42. Renovating the firm’s facilities and updating a firm’s logo can help enable a cultural change.
(True)
43. Making ethics assessment a regular part of performance evaluation can ensure ethical behavior becomes part of a firm’s core values.
(True)
44. The culture of a company is heavily impacted by the culture of its nation of origin.
(True)
45. The Japanese culture emphasizes harmony, so it is highly unlikely a Japanese company would have an aggressive culture.
(True)
MULTIPLE CHOICE
Opening Section: Customer Service Culture: The Case of Nordstrom
|
46. Nordstrom is most recognized for and has been ranked in Fortune Magazine’s “100 Best Companies to Work For” because of its
a. upscale environment.
b. quality apparel.
c. service culture.
d. employee rewards.
(c) Medium/Analysis
| Section I: Understanding Organizational Culture |
47. A system of shared assumptions, values, and beliefs that shows employees what is appropriate and inappropriate behavior is
a. culture.
b. mission.
c. goals.
d. strategy.
(a) Easy/Knowledge
48. 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.
(b) Medium/Evaluation
49. Organizational culture consists of three levels:
a. assumptions, orientations, and beliefs.
b. beliefs, values, and artifacts.
c. artifacts, assumptions, and beliefs.
d. assumptions, artifacts, and values.
(d) Easy/Comprehension
50. Cultural assumptions
a. lie below the awareness level and reflect beliefs about human nature and reality.
b. are shared principles, standards and goals.
c. are a set of values unique to a limited cross-section of the organization.
d. are the visible and tangible elements of culture.
(a) Easy/Comprehension
51. The visible and tangible elements of culture are
a. assumptions.
b. values.
c. artifacts.
d. beliefs.
(c) Easy/Knowledge
52. Shared principles, standards and goals are
a. artifacts.
b. values.
c. beliefs.
d. assumptions.
(b) Easy/Comprehension
53. The corner office, mahogany desks and credenzas, gold name plates on office doors and reserved parking places are examples of
a. cultural beliefs.
b. cultural assumptions.
c. cultural artifacts.
d. cultural values.
(c) Medium/Application
54. “People are generally dishonest” is an example of a
a. cultural orientation.
b. cultural artifact.
c. cultural value.
d. cultural assumption.
(d) Difficult/Application
55. Security, safety and social equality are all examples of
a. cultural assumptions.
b. cultural artifacts.
c. cultural values.
d. cultural orientations.
(c) Difficult/Application
| Section II: Characteristics of Organizational Culture |
56. 3M Corporation provides its employees time each week to generate ideas for new products. This practice is responsible for the development of such products as Post-it notes. 3M has a(n) _____________ culture.
a. innovative
b. people-centered
c. detail oriented
d. aggressive
(a) Medium/Application
57. The Internal Revenue Service has many rules and regulations with regard to tax code and the filing of returns. The organization is large and very bureaucratic. If an individual has issues with the agency, getting it resolved is a laborious process filled with “red tape” and takes an extensive amount of time and patience to resolve. The Internal Revenue Service has a(n) _________ culture.
a. team-oriented
b. stable
c. people-oriented
d. outcome-oriented
(b) Medium/Application
58. The school district has established achievement-oriented goals. Teachers are told that their instruction must thoroughly prepare students for high scores on the state achievement tests. Each nine-week grading period, teachers meet to discuss overall progress toward the goals set for increasing state achievement test scores. Recently the superintendent of the school district proposed establishing a bonus fund to reward teachers whose students’ scores increased the most from year to year on those tests. This school has what kind of culture?
a. people-oriented
b. detail-oriented
c. aggressive
d. outcome-oriented
(d) Medium/Application
59. Lincoln Manufacturing has a large sign posted at the entrance to the firm’s parking area that keeps count of the number of days since the last accident in the firm. Currently, the number stands at 150. The count is changed every day in somewhat of a “ceremony,” and every time another 50 days go by without an accident, the firm provides a free lunch to employees. Posters throughout the plant remind workers to wear protective clothing including earplugs, safety hats and glasses and safety shoes. Lincoln has what kind of culture?
a. person-oriented
b. aggressive
c. safety
d. stable
(c) Medium/Application
60. The mother of the young man always has such difficulty getting him jeans to wear to elementary school. He needs the husky size and does not want any color EXCEPT the dark blue denim. The mother needs four pair of jeans. She usually purchases them at a major department store located in the mall near her home. She is at the mall today and is disappointed that only one pair in the size she needs is available. The salesclerk says that more should be available soon, but she is not sure exactly when. The day after the purchase, the phone rings in the mother’s home. It is the salesclerk from the major department store reporting that three pairs of the husky jeans in the child’s size have arrived and she is holding them for the mother. The mother thanks the clerk and asks how she got the mother’s phone number. “It took me some time, says the clerk, “but I found your receipt from yesterday and looked up your phone number through our computer system.” This store has a _________ culture.
a. service
b. detail-oriented
c. stable
d. people-oriented
(a) Medium/Application
61. At Walt Disney World, guests staying at The Grand Floridian Resort and Spa find thick white terrycloth robes hanging in the cupboard when they arrive in the room. Maids do not just place washcloths in the bath area; they form the washcloths into animals and arrange them on the vanity ready for a photograph. At night mints appear on the pillows and when the beds are made in the morning, any plush animals children have purchased or brought from home will be arranged in an entertaining formation on the finished bed. These examples suggest that Walt Disney Company is _______ __________.
a. people-oriented.
b. detail-oriented.
c. team-oriented.
d. outcome oriented.
(b) Medium/Application
62. The firm pays above average wages to its employees. Each employee is given at least two weeks of vacation and any time family matters arise and time is needed, flexible arrangements are made to facilitate the employee. Each Thanksgiving, a turkey is provided to each employee, $15 gift certificates are given for the Christmas holiday, and during the summer, the firm pays for each employee and one other individual to attend an expense-paid day at the local amusement park. This firm seems to be a(n) _________ company.
a. outcome-oriented
b. service-oriented
c. people-oriented
d. team-oriented
(c) Medium/Application
63. ABC Corporation has its sights clearly set on XYZ Company. The firm’s employees often talk about “cutting XYZ off at the knees.” Recently a lawsuit was filed against ABC by XYZ because ABC “raided” the middle-level management level of XYZ and hired away 5 of its 7 managers. ABC has a(n) ____________________ culture.
a. service
b. outcome
c. stable
d. aggressive
(d) Medium/Application
64. 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
(c) Medium/Application
65. Firms that are flexible, adaptable and experiment with new ideas are _________ firms.
a. aggressive
b. innovative
c. stable
d. outcome-oriented
(b) Easy/Knowledge
66. People-oriented cultures
a. value fairness, supportiveness and respecting individual rights.
b. value competitiveness and outperforming competitors.
c. are flexible, adaptable, and experiment with new ideas.
d. emphasize precision and paying attention to details.
(a) Easy/Comprehension
67. Companies that are collaborative and emphasize cooperation among employees have a(n) __________ _________ culture.
a. people-oriented
b. outcome-oriented
c. detail-oriented
d. team-oriented
(d) Easy/Comprehension
68. A company with a stable culture is
a. flexible, adaptable, and experiments with new ideas.
b. predictable, rule-oriented, and bureaucratic.
c. achievement-oriented, results-oriented, and action-oriented.
d. fair, supportive, and respects individual rights.
(b) Easy/Comprehension
69. A culture that emphasizes precision and paying attention to details is
a. a service culture.
b. an aggressive culture.
c. a detail-oriented culture.
d. an outcome-oriented culture.
(c) Easy/Comprehension
70. Those who emphasize achievement, results and action create a(n) _________ __________ culture in their organizations.
a. outcome-oriented
b. team-oriented
c. detail-oriented
d. people-oriented
(a) Easy/Comprehension
71. Which of the following statements regarding culture dimensions is INCORRECT?
a. Employees tend to stay longer in people-oriented cultures.
b. Outcome-oriented cultures hold managers accountable for success, but not other employees.
c. In team-oriented cultures, managers have more positive relationships with their subordinates than in other cultures.
d. Proactive behavior tends to emerge often in service companies.
(b) Medium/Evaluation
72. 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.
(c) Medium/Analysis
73. Strong cultures
a. facilitate the changes that must occur in firms during mergers and acquisitions.
b. outperform weak cultures regardless of the volatility of the environment.
c. are no more difficult to change than weak cultures.
d. are evidenced by consensus among employees on the values of the company.
(d) Medium/Evaluation
74. A defined set of values unique to a limited cross-section of the organization is
a. a subculture.
b. a counterculture.
c. a strong culture.
d. a service culture.
(a) Easy/Comprehension
75. 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
(b) Medium/Application
76. The culture of Altmira Corporation is characterized by participative decision making, innovation and openness. The accounting department, however, is run using authoritarian decision making to ensure efficiency and effectiveness. Accounting manager Gordon Paul believes in tight control to prevent errors. The accounting department’s culture could be classified as a
a. strong culture.
b. weak culture.
c. subculture.
d. counterculture.
(d) Medium/Application
77. Shared values and beliefs that are in direct opposition to the values of the broader organizational culture represent a
a. strong culture.
b. weak culture.
c. subculture.
d. counterculture.
(d) Easy/Comprehension
78. Which of the following statements regarding culture in organizations is INCORRECT?
a. Multiple subcultures can exist in a single organization.
b. Subcultures arise in a firm due to personal characteristics of managers and employees and the different conditions under which work is performed.
c. Countercultures are never tolerated by an organization once they are identified.
d. Employee perceptions on subcultures are related to employee commitment to the organization.
(c) Medium/Evaluation
| Section III: Creating and Maintaining Organizational Cultures |
79. Which of the following statements regarding culture creation is correct?
a. An organization’s culture is shaped only by internal environmental factors.
b. New organization members are rarely taught the “way of business” in the firm; they simply acquire that knowledge through daily activities.
c. When the organization’s way of doing business provides a successful adaptation to environmental challenges, those beliefs and values are retained.
d. Studies show the only factor consistently found to determine culture creation in a firm is the founder’s values.
(c) Difficult/Evaluation
80. Which of the following statements regarding founder’s values is INCORRECT?
a. Founder values continue to be reflected in a firm only to the extent they continue to aid the firm’s success.
b. The difficulty in changing firm culture can be, at least, partially attributed to the shaping provided by founder values.
c. Founder values can provide a competitive advantage for a firm.
d. Founder values lay the cornerstone of the firm’s culture, but values have a rapidly decreasing impact as the firm grows and ages.
(d) Difficult/Evaluation
81. If an industry is highly regulated, firms competing within it likely have
a. bureaucratic structures.
b. dynamic, innovative cultures.
c. low concern for rules and authority.
d. businesses processes characterized by agility and quick action.
(a) Difficult/Synthesis
82. _____________ is (are) part of the culture maintenance phase.
a. Founder values
b. Industry demands
c. Leadership
d. Preferences
(c) Easy/Knowledge
83. 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.
(c) Medium/Application
84. 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.
(b) Difficult/Evaluation
85. The process through which new employees learn the attitudes, knowledge, skills, and behaviors required to function effectively within an organization is
a. attraction-selection-attrition.
b. organizational socialization.
c. mentoring.
d. assessment.
(b) Easy/Comprehension
86. If onboarding activities are successful
a. employees experience greater job satisfaction but are no more likely to remain with the firm than those who do not take part in onboarding.
b. employees feel comfortable in the organization but have no greater belief that their abilities are sufficient for work in the firm than those employees who did not take part in the onboarding activities.
c. employees feel accepted by their peers but do not necessarily share the values and norms of the larger organization.
d. employees are more confident about their ability to perform in the organization and are likely to remain longer with the firm.
(d) Difficult/Analysis
87. During onboarding activities, employees must do all of the following to be successful EXCEPT
a. be reactive.
b. seek feedback.
c. network.
d. be proactive.
(a) Easy/Comprehension
88. Research on the employee role in onboarding activities indicates all of the following to be true EXCEPT
a. feedback-seeking enhances employee adjustment.
b. reactive individuals are more successful than proactive individuals.
c. active relationship building is particularly important to avoid turnover in those firms lacking systematic onboarding activities.
d. failure to network often causes employees to turnover in a job.
(b) Medium/Evaluation
89. Angelina has just accepted a new job. Her career counselor would not offer her which of the following pieces of advice if she wanted to ensure that Angelina gets “on board” in the new firm quickly?
a. Build relationships with your manager and coworkers. Do not leave every day exactly at quitting time; get to know people in your firm.
b. Practice impression management, particularly that of your first impression.
c. Do not ask too many questions, as this would reveal your weaknesses.
d. Try to build success early on in your tenure at the company. Volunteer for projects and complete them effectively. Show your value to the firm.
(c) Difficult/Evaluation
90. A trusted individual who provides the employee with advice and support regarding career-related matters is a
a. coworker.
b. manager.
c. mentor.
d. counselor.
(c) Easy/Comprehension
91. 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.
(d) Easy/Comprehension
92. Research on mentoring suggests
a. the mere existence of the program ensures its success.
b. mentor and protégé input to the program has little impact on satisfaction with the program.
c. mentor training enhances program outcomes.
d. mentor characteristics are less important in their selection to the program than willingness to participate.
(c) Difficult/Evaluation
93. Leaders impact organization culture in all of the following ways or practices EXCEPT
a. role modeling.
b. leader style.
c. leader intelligence.
d. reaction to employee actions.
(c) Easy/Comprehension
94. Which if the following statements regarding the impact of reward systems on culture shaping is correct?
a. A firm that uses a forced choice method of evaluation where a percentage of employees are ranked as excellent, average and failures, and the failures are threatened with turnover, is likely to have a team-oriented culture.
b. Firms that reward based on how an employee meets a goal and not just whether the goal is met are likely to have highly aggressive cultures.
c. A firm that rewards purely on the basis of goal achievement is likely to have an outcome-oriented culture.
d. In outcome oriented cultures, supportive, cooperative behaviors are rewarded.
(c) Difficult/Evaluation
95. Which of the following statements regarding the creation and maintenance of culture is INCORRECT?
a. One reason for the difficulty encountered in trying to change a firm’s culture is the early shaping of culture based on the founder’s vision.
b. If a leader motivates by rewarding for performance, an outcome-oriented culture can develop.
c. The attraction-selection-attrition process is a self-protective mechanism by which a firm maintains a level of homogeneity regarding the values of organization members.
d. Computer-based orientation programs are more cost efficient and are more effective at conveying corporate culture than classroom-based programs.
(d) Difficult/Synthesis
96. Best practices for onboarding programs in firms suggest all of the following EXCEPT
a. Make interaction key to the program. Get participation from all organization members to the greatest extent possible.
b. Keep the program as an informal plan. Formalization of the plan will prevent its adaptation to new types of employees.
c. Be clear on goals of the program and those who are actively participating.
d. Establish milestones for the program and monitor them. Try to build a rhythm for the program.
(b) Medium/Analysis
97. A statement of purpose describing who a company is and what it does is
a. a policy.
b. a ritual.
c. a mission statement.
d. a rule.
(c) Easy/Knowledge
98. Which of the following statements about the effectiveness of a mission statement is INCORRECT?
a. The mission statement must be provided to the employees when they first enter the firm to be effective.
b. The mere act of publishing the mission statement makes it effective as it clarifies to all employees the purpose of the organization.
c. Effective mission statements are well known by employees.
d. Effective mission statements influence employee behaviors.
(b) Medium/Analysis
99. A well known Fortune 500 CEO dresses up in a different outlandish costume each year for his presentation during the annual stockholder meeting. The presentation is simulcasted to all divisions and offices of the firm and employees enthusiastically view the proceedings. This scenario is an example of what visual element of culture?
a. rituals
b. stories
c. policies
d. artifacts
(a) Medium/Comprehension
100. If the firm has a strict dress code policy in its employee handbook calling for male employees to wear “ties and white or light colored shirts, no pastels” and female employees to wear “dark skirts of knee length or below or dress slacks,” the culture of the firm is likely
a. innovative.
b. stable.
c. aggressive.
d. team-based.
(b) Medium/Application
101. Alcoa Corporation’s headquarters facility has a minimal number of traditional offices with four walls and a door. The elevators on each floor are located at the ends of the long corridors in out-of-the-way alcoves. An open-air escalator runs in the center of the building. Workers largely are seated in low-walled cubicles. Copy machines and other office equipment are centrally located on each floor. This physical layout encourages what kind of culture?
a. aggressive
b. team-based
c. detail-oriented
d. outcome-oriented
(b) Medium/Application
102. Which of the following statements regarding visual elements of culture is INCORRECT?
a. Stories highlight critical events faced or heroic efforts put forth by individual employees to instill cultural values in employees.
b. Employee handbooks are developed to convey rules which determine acceptable and unacceptable behavior in an organization.
c. Repetitive activities in an organization, like weekly meetings opened with calisthenics, have symbolic meaning to employees.
d. While physical layouts impact motivational levels in employees, they do little to convey the firm’s culture to those employees.
(d) Medium/Synthesis
| Section IV: Creating Culture Change |
103. 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
(a) Easy/Comprehension
104. 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
(d) Medium/Comprehension
105. 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.
(c) Difficult/Synthesis
| Section V: The Role of Ethics and National Culture |
106. Studies indicate that the most influential factor in creating an ethical culture is
a. the reward system.
b. the training program.
c. leadership.
d. the attraction-selection-attrition process.
(c) Medium/Evaluation
107. Which of the following statements regarding the impact of national culture on the culture of domestic firms is correct?
a. The harmonious culture of Japan is likely to lead to the establishment of more team-oriented corporate cultures in Japanese firms.
b. The hierarchical orientation in Brazilian culture is likely to produce Brazilian companies with flat corporate structures.
c. The high power distance culture of Arab countries is likely to produce people-oriented cultures in Arab companies.
d. National culture has little impact on domestic firms.
(a) Difficult/Evaluation
FILL IN THE BLANK
108. The system of shared assumptions, values and beliefs that show employees what is appropriate and inappropriate behavior is ______________ ___________.
(organizational culture)
109. Beliefs about human nature and reality that are below the awareness level are ___________.
(assumptions.)
110. The corner office is an example of a cultural _____________.
(artifact)
111. Cultures that are flexible, adaptable and experiment with new ideas are __________ cultures.
(innovative)
112. ________ ________ value competitiveness and outperforming competitors and may not feature corporate social responsibility.
(Aggressive cultures)
113. Cultures that value fairness, supportiveness and respecting individual’s rights are ____________ _________ ____________.
(people-oriented cultures)
114. ___________ cultures are predictable, rule-oriented and bureaucratic.
(Stable)
115. Firms that emphasize achievement, results and action are _______ _______ cultures.
(outcome-oriented)
116. Emphasis on precision and paying attention to details characterize a ______ _________ culture.
(detail-oriented)
117. A ___________ culture is one that is shared by organization members and is very difficult to alter in any business situations like mergers or acquisitions.
(strong)
118. Cultures that emerge in different departments, branches or geographic locations are called __________.
(subcultures)
119. A ____________ is a form of a ______________ that shares values and beliefs in direct opposition to the values of the larger organization.
(counterculture, subculture)
120. The most important factors in the creation of an organization’s culture are _________, ____________ and _____________.
(founder values, preferences and industry demands)
121. ___________ refers to the process where new employees learn the attitudes, knowledge, skills and behaviors required to function effectively within the organization.
(Onboarding)
122. __________ or relationship building is an important activity new employees can undertake to ensure their adjustment to a firm.
(Networking)
123. A ______ __________ program indoctrinates new employees to the company culture, as well as introducing them to their new jobs and colleagues.
(formal orientation)
124. A trusted person who provides an employee with advice and support regarding career related matters is a __________.
(mentor)
125. A statement of purpose describing who the company is and what it does is a __________ _________.
(mission statement)
126. Repetitive activities within an organization that have symbolic meaning are called __________.
(rituals)
127. __________ __________ is the process by which employees modify their own beliefs and behaviors to reflect those of the leader.
(Role modeling)
SHORT ANSWERS
128. Define organizational culture.
Organizational culture is shared assumptions, values and beliefs that show employees what is appropriate and inappropriate behavior.
129. What impact does culture have on the organization?
Culture is as important as corporate strategy for business success, according to a study.
130. What are the three levels of culture?
Innermost level is assumptions that are taken for granted, belief in human nature, and reality.
Second layer is values or shared principles, standards and goals.
Outermost layer is artifacts that are the visible and tangible elements of culture.
131. Name two dimensions of culture according to the organizational culture profile and provide an example for each.
The dimensions are detail-oriented, innovative, aggressive, outcome-oriented, stable, people-oriented, and team-oriented.
A detail-oriented firm is the Ritz Carlton, which keeps records of customer preferences.
An innovative firm is 3M, which provides employees time each week to think creatively to develop new products.
An aggressive firm is Microsoft, which is focused on “killing” Netscape.
An outcome-oriented firm emphasizes attaining goals set and rewards the attainment but not the goal process. Many salespeople work under such a culture if they are in a commission-only program.
A stable organization is a school district, where the product and the way to “produce” it vary little over the years.
A people-oriented culture is found at Starbucks, which pays above market wages, offers tuition reimbursement and health care to its employees.
A team-oriented culture is found on many pro sports teams. The Pittsburgh Steelers, for example, feature few Pro-Bowlers yet their record is one of the best in the NFL.
132. What is a strong culture?
A strong culture is one that is shared by all organizational members. Walt Disney Company requires its resort employees to take Traditions I & II to understand the history of Walt Disney Company and the “Disney way”.
133. Describe a subculture and provide an example.
A subculture is a culture that emerges within different departments, branches or geographic locations. An example is that of a department that is divided by age. Older employees could have certain ways they approach their jobs, maybe individually, versus the way that young members of the department approach their jobs, maybe as somewhat of a team.
134. What is a counterculture and what is an example of it?
A counterculture is one whose shared values and beliefs are in direct opposition to the values of the broader organizational culture. An example is in a static, bureaucratic organization, you might find a department that is very innovative and takes risks.
135. How are cultures created?
Key to the creation of a culture is the values and preferences of a founder and the demand of the industry. A founder’s values help determine the way the firm does business. The industry demands also impact a culture. If the industry, for example, is highly regulated, founder values of risk taking and innovativeness have a much less likely chance of supporting success in that firm.
136. What are key factors in maintaining a firm’s culture?
Cultures are maintained by the attraction-selection-attrition process, new employee onboarding, leadership and reward systems.
137. What is the attraction-selection-attrition process?
The attraction process is what initially draws an individual to applying for a position in a firm. What signals is the applicant picking up that suggest the firm will be some place he would want to work? From the standpoint of the firm, what types of personalities and skills will best fit the firm’s needs?
The selection process is a series of techniques where the fit between applicant and firm is further investigated.
Attrition is the process where an individual who has been brought into a firm is “weeded out” when he does not perform as successfully has he might and the selection or attraction processes did not indicate such a scenario.
The attraction-selection-attrition process self defends the organizational culture.
138. What is employee onboarding?
Onboarding is the process through which new employees learn the attitudes, knowledge, skills and behaviors required to function effectively within an organization.
139. What is the new employee’s role in onboarding?
Onboarding is not a passive practice for the new employee. An employee should seek feedback on how she is performing and should network or build relationships. In addition, she needs to gather information, practice impression management and show success early on.
140. What is a mentor?
A mentor is a trusted person who provides an employee with advice and support regarding career related matters.
141. How do leaders influence culture?
Leaders influence culture through their style, role modeling and general reactions to the actions of those around them.
142. What are key factors in a reward system that reflects the culture of the firm?
The key factors are: the kinds of behaviors that are rewarded, punished or ignored in the firm, whether a firm rewards behaviors or results, and whether a firm uses ranking or rating in evaluation of performance.
143. Describe two visual elements of a firm’s culture and provide an example of each.
There are five visual elements: mission statement, rituals, stories, rule and policies and physical layout.
Mission statement may focus wording on employees.
Rituals: Mary Kay pink Cadillac at annual meeting to top sellers.
Stories: Post-it note development.
Rules: Dress code
Physical Layout: Offices versus cubicles
144. What are the six steps to changing a culture?
Create a sense of urgency.
Change leaders and other key players.
Role model.
Train.
Change the reward system.
Create new stories.
145. What is key to maintaining ethics in a firm’s culture?
Recent studies indicate the key element is leadership. Using firms like Enron, Adelphia Cable and others, qualitative analysis consistently points to the need for leaders to role model ethical behavior in order for it to be part of the company culture. Further, the reward systems that the leader puts into place must reflect the ethical standards for them to be effective.
146. What impact does the national culture of a country have upon its domestic company cultures?
The impact of a country’s culture on that of the company is small. The values of the country from which a founder comes are likely to have shaped his value system somewhat, but not to such a degree that country culture dictates company culture.
ESSAY
147. Choose an organization and using the dimensions of culture, describe which dimensions are present in the firm.
Answers will vary. A major research university has an aggressive and innovative culture in that professor pay and teaching load are dictated by the amount of research dollars garnered by grant. That university also has a people-oriented culture in that flexible scheduling is permitted not only for faculty, but much of the staff. Outstanding benefits are provided to all university employees and pay is generally above the average for similar universities. Finally, a service culture is supported in that many university departments have extensive outreach programs to the local and state communities that allow the application of basic research concepts in the real world.
148. 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.
Answers will vary. Students should include, as much as possible given their choices, some of these elements: founder values and preferences, and industry demands. For the maintenance aspect, students should discuss the attraction-selection-attrition process, new employee onboarding, leadership and the reward system.
A popular midsize, local restaurant was created 50 years ago by a now deceased individual who believed in: quality for your money and a friendly face. The founder felt that money was always tight for most people and a restaurant had to offer a better deal and experience than a customer could secure in his own home. Industry barriers to entry are relatively low so the firm had few problems getting started.
The basic meals the firm offers, such as meatloaf, roast, pork chops, and the outstanding desserts, were a great success when the firm first opened and they continue to draw people in today. The founder value of good food has not changed over the years.
The atmosphere of the restaurant has also not changed. Maintenance activities help retain that climate. The founder of the restaurant believed in good conversation over a meal in a friendly, supportive atmosphere. The hiring process reflects this culture. Interview questions focus heavily on assessing the candidate’s personality and ability to withstand stress. Further, a knowledge of the items offered on a daily basis is a key element of the selection decision.
The founder’s son now owns the restaurant and continues the same culture, role modeling the very values that originally made the place a success. Each day and evening, the current owner chats with customers at each table. Many of the customers are such regulars that personal questions about family are answered, further maintaining the key founding values.
149. Design an onboarding program for a firm of your choice. Make sure to include what employee, leader and coworker roles will be during the onboarding.
An onboarding program teaches new employees attitudes, knowledge, skills and behaviors required to function effectively within an organization. While student answers will vary, they should mention what the key values of the organization are that need to be conveyed, how they will be conveyed and the role of the leader, new employee and coworkers will be.
New employees need to seek feedback and network, gather information and manage their first impressions.
Current coworkers need to convey information and support new employees in general.
Leaders need to be cognizant of the style they exhibit and its influence on the program, role model the firm’s values and react consistently to the actions of those around him.
150. You are going to your first full-time position in the morning. What can you do to make sure you get “on board” immediately?
Answers will vary, but some key elements that should be mentioned include:
Gather information. Find out as much as you possibly can about the company and your job as quickly as you can. Be a good observer.
Manage your first impression.
Network.
Seek feedback.
Show success early on.
151. What are some of the visual elements of the culture of your firm?
Again answers will vary but students should mention items like: mission statement, rituals, stories, physical layout, and rules and policies.
Universities are very easy organizations in which to see visual elements of the culture. As an example, a large mid-Atlantic university is physically located in a city but has a campus defined by small park islands on each of the campus’ borders with the city. Each of the buildings is clearly marked with the university emblem.
The deans of each of the university’s colleges cite the mission statement as a means of developing programming that reaches out to various groups and individuals in the city itself.
One interesting ritual each spring is the closing of a portion of a city road located in front of the student union to facilitate gurney and wheelchair races between fraternities and sororities and as a means of uniting the education and medical subdivisions of the university.
One of the campus classroom buildings is a very tall facility and is the most recognizable aspect of the campus. Stories abound, particularly around the Halloween season, of ghosts that haunt the halls. These stories are shared with incoming freshmen, especially with those who have classes in that location.
Regardless of the element, the culture is conveyed successfully.
152. You are applying for a job at a variety of different companies. How will you determine whether you will be a good fit at those firms?
The most important thing you can do is research all the firms. Do not just assume because you know the firm’s products, for example, that you would like to work there. Talk to people, go to job placement centers, use the Internet.
Observe the physical environment when you go to interview. How is the office laid out? Do you like to work in cubicles? What is the dress code? Are employees pleasant?
Read between the lines. Does the firm have an employee handbook? Is it long, short, typed?
How are you treated? Did they go out of their way to make you feel at home? First impressions work both ways.
Ask questions. Take an active part in the interview beyond just answering your interviewer’s questions.
Listen to your gut. How do you feel about your experience?
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