Answered step by step
Verified Expert Solution
Question
1 Approved Answer
The assumptions and values shared most widely by employees represent: Question 4 options: the organization's dominant culture. the organization's deculturation process. the organization's counterculture. artifacts
The assumptions and values shared most widely by employees represent: Question options: the organization's dominant culture. the organization's deculturation process. the organization's counterculture. artifacts held mainly by senior executives in the organization. organizational rituals. Question point Subcultures tend to have what effect on organizations? Question options: They encourage constructive conflict and more creative thinking about how the organization should interact with its environment. They can be an important source of surveillance and critical review of the dominant order. They are spawning grounds for emerging values that keep the firm aligned with the external environment. They may cause conflict and dissension among employees. Subcultures tend to have all of these effects on organizations. Question point The observable symbols and signs of an organization's culture: Question options: are called artifacts. are found only in companies with very strong cultures. communicate an organization's culture only when more direct means are unavailable. are very easy to interpret. are all of these. Question point Which of the following is potentially an artifact of organizational culture? Question options: Artwork on office walls. The way visitors to the organization are greeted. The names employees give to conference rooms. All of these are potentially artifacts. Artwork, greeting visitors, and conference room names are rarely, if ever, considered artifacts. Question point At meetings of a major consumer products firm, employees habitually stand up when the most senior executive at the meeting enters the room. This practice most likely is: Question options: evidence that the meeting has employees who hold countercultural values. evidence that the company has an adaptive culture. a ritual that symbolizes the organization's dominant culture. evidence that the company encourages regular exercise. evidence that the company's espoused values differ from its enacted values. Question point Whenever an advertising firm lands a new contract, the successful team rings a loud bell. In organizational culture, this practice would be considered: Question options: evidence of a counterculture. a ceremony. an organizational story. psychological contract violation. a ritual. Question point The design of workplace buildings: Question options: can potentially change an organization's culture. can potentially be influenced by an organization's culture. can potentially support an organization's culture. can potentially strengthen an organization's culture. can potentially have all of these relationships with organizational culture. Question point Compared to competitive and controlling cultures, collaborative and creative cultures tend to have workspaces that: Question options: are more structured and symmetrical. encourage more individual privacy. are more formal with fixed placement of desks and chairs. encourage more spontaneous group discussion. assign much more space to individuals working alone. Question point Employees at SuperTech Services seek out opportunities rather than wait for them to arrive. They also have a strong sense of responsibility for the organization's performance. SuperTech likely has: Question options: a weak organizational culture. employees with dysfunctional psychological contracts. relatively few artifacts representing the organization's culture. a culture that is misaligned with its external environment. an adaptive culture. Question point In a merger or acquisition, the process of diagnosing cultural relations between the companies and determining the extent to which cultural clashes will likely occur is called: Question options: organizational socialization. a realistic job preview. attractionselectionattrition. a bicultural audit. avoiding an adaptive culture. Question point The process of organizational socialization: Question options: begins with the role management stage. is rare today compared to two decades ago. begins with the company's onboarding activities on the first day of work. begins long before the employee's first day of work. is found only among people in management positions. Question point The two main underlying processes in organizational socialization are: Question options: cooperation and stability. power and restructuring. negotiation and concessionmaking. learning and adjustment. separation and assimilation.
The assumptions and values shared most widely by employees represent:
Question options:
the organization's dominant culture.
the organization's deculturation process.
the organization's counterculture.
artifacts held mainly by senior executives in the organization.
organizational rituals.
Question point
Subcultures tend to have what effect on organizations?
Question options:
They encourage constructive conflict and more creative thinking about how the organization should interact with its environment.
They can be an important source of surveillance and critical review of the dominant order.
They are spawning grounds for emerging values that keep the firm aligned with the external environment.
They may cause conflict and dissension among employees.
Subcultures tend to have all of these effects on organizations.
Question point
The observable symbols and signs of an organization's culture:
Question options:
are called artifacts.
are found only in companies with very strong cultures.
communicate an organization's culture only when more direct means are unavailable.
are very easy to interpret.
are all of these.
Question point
Which of the following is potentially an artifact of organizational culture?
Question options:
Artwork on office walls.
The way visitors to the organization are greeted.
The names employees give to conference rooms.
All of these are potentially artifacts.
Artwork, greeting visitors, and conference room names are rarely, if ever, considered artifacts.
Question point
At meetings of a major consumer products firm, employees habitually stand up when the most senior executive at the meeting enters the room. This practice most likely is:
Question options:
evidence that the meeting has employees who hold countercultural values.
evidence that the company has an adaptive culture.
a ritual that symbolizes the organization's dominant culture.
evidence that the company encourages regular exercise.
evidence that the company's espoused values differ from its enacted values.
Question point
Whenever an advertising firm lands a new contract, the successful team rings a loud bell. In organizational culture, this practice would be considered:
Question options:
evidence of a counterculture.
a ceremony.
an organizational story.
psychological contract violation.
a ritual.
Question point
The design of workplace buildings:
Question options:
can potentially change an organization's culture.
can potentially be influenced by an organization's culture.
can potentially support an organization's culture.
can potentially strengthen an organization's culture.
can potentially have all of these relationships with organizational culture.
Question point
Compared to competitive and controlling cultures, collaborative and creative cultures tend to have workspaces that:
Question options:
are more structured and symmetrical.
encourage more individual privacy.
are more formal with fixed placement of desks and chairs.
encourage more spontaneous group discussion.
assign much more space to individuals working alone.
Question point
Employees at SuperTech Services seek out opportunities rather than wait for them to arrive. They also have a strong sense of responsibility for the organization's performance. SuperTech likely has:
Question options:
a weak organizational culture.
employees with dysfunctional psychological contracts.
relatively few artifacts representing the organization's culture.
a culture that is misaligned with its external environment.
an adaptive culture.
Question point
In a merger or acquisition, the process of diagnosing cultural relations between the companies and determining the extent to which cultural clashes will likely occur is called:
Question options:
organizational socialization.
a realistic job preview.
attractionselectionattrition.
a bicultural audit.
avoiding an adaptive culture.
Question point
The process of organizational socialization:
Question options:
begins with the role management stage.
is rare today compared to two decades ago.
begins with the company's onboarding activities on the first day of work.
begins long before the employee's first day of work.
is found only among people in management positions.
Question point
The two main underlying processes in organizational socialization are:
Question options:
cooperation and stability.
power and restructuring.
negotiation and concessionmaking.
learning and adjustment.
separation and assimilation.
Step by Step Solution
There are 3 Steps involved in it
Step: 1
Get Instant Access to Expert-Tailored Solutions
See step-by-step solutions with expert insights and AI powered tools for academic success
Step: 2
Step: 3
Ace Your Homework with AI
Get the answers you need in no time with our AI-driven, step-by-step assistance
Get Started