Which Of The Following Statements Is True Of Organizational Culture


Which of the following statements is true of organizational culture A Changes in

Which of the following statements about organizational culture is correct? A. Cultural shifts occur far too frequently to have any significant impact on strategic implementation. The creation of a relevant culture, structure, and strategy by founder CEOs is preferable during the early stages of the company. C. It is always preferable to put more emphasis on output control and performance rather than on organizational culture in any situation. D. According to research, more than half of businesses are successful in changing their corporate culture.

It eventually yields to corerigidity and complies with the VRIO principles (A).

does not demonstrate causal ambiguity, and D.


Which of the following methods does the company use?


The company encourages employees to be innovative and creative, as well as to go the extra mile in order to provide a wonderful customer experience.

Which of the following statements is true regarding an organization’s culture? A) Organizational culture is evaluative rather than descriptive. B) Large organizations rarely have subcultures. C) A dominant culture expresses the core values shared by a maj

Which of the following assertions is correct with regards to an organization’s organizational culture? 1. Organizational culture is evaluative rather than descriptive, according to A. The existence of subcultures in large organizations is unusual. C) A dominant culture is a way of expressing the basic beliefs that are held by the majority of the organization’s members. The presence of a strong culture diminishes employee happiness while simultaneously increasing staff turnover. No similar values exist between subcultures and dominant civilizations, as evidenced by E).


It refers to the beliefs of a group of people or the beliefs of a group of people, and it helps individuals to adhere to the rules or conventions set by their forefathers or grandfathers. It also helps people develop a sense of their personal identity as well as the identity of their community.

Answer and Explanation:

It is acceptable to say thatC) A dominant culture conveys the basic values that are held by the majority of an organization’s members. This is due to the fact that it is dominant. See the complete response below for more information.

Learn more about this topic:

What Factors Influence the Development of a Culture? In Chapter 1, Lesson 11, you will learn vocabulary words. The habits, traditions, arts, and social standards of a nation or people are referred to as its culture. Review the terminology we use to talk about culture, and then look at customs, characteristics, and cultural hearths.

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According to Peter Drucker, “culture will eat strategy for breakfast.” This fact is widely repeated. It was the first time I heard him speak that I was struck by how straightforward, sincere, and authentic what he had to say was. You see, even the most carefully designed strategy is only as good as a wonderful term paper or essay if it is not put into action, and how well it is put into action is directly related to how the business functions, or its culture. When individuals work in companies, their behavior is governed by a set of common assumptions, values, and beliefs, which are known as their organizational culture.

  1. In fact, let us go back a step.
  2. The ultimate strategic decisions that the organization takes, as well as the manner in which it implements these choices, will be shaped in significant part by its organizational culture.
  3. As a result of the firm’s values (what it wants to achieve), how it does it (its procedures) and the assistance it provides will be determined throughout the process (resource allocation).
  4. True.

The “Corporate Core Values” that have been stated are only words that may or may not correspond to the true culture of the firm.

Culture is not the Mission statement or Corporate value statement!

In a really innovative business, people will be comfortable exchanging ideas, experimenting with new concepts, failing without fear, and then starting over from the beginning. The ideal of innovation is only given lip respect by a company that purports to be innovative but keeps failure and those responsible for it hidden behind closed doors, or by an organization that needs to coerce ideas out of people through “incentives.” In an organization with a truly open organizational culture, the Contrarian in the room will be welcomed and accepted with open arms.

In short order, a culture of Silent Lies will emerge, marked by whispers, silence save for fervent acquiescence in the “proper” fora, and other signs of general employee disengagement, as well as other signs of general employee disengagement.

Organizational Culture can be dysfuntional or toxic. Sometimes it’s merely “misaligned” with who You are!

However, there are circumstances in which the culture is not truly dysfunctional or poisonous, but rather is merely mismatched with the nature of the individuals involved. In contrast to toxic or dysfunctional, misalignment is not a negative state. An environment driven by competition and aggression in terms of targets and market dominance will prove difficult for a more cerebral person, someone who becomes flustered, anxious and stressed out in such an environment, because it is at odds with their personality.

If, on the other hand, you are a risk taker with a lot of enthusiasm, you will find working in an atmosphere that is characterized by delayed decision making, hesitant pushes ahead, and where every choice is taken only after considerable study to be extremely irritating.

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You will either flourish or fade, depending on the Organizational Culture

Not only can culture influence strategic decisions and the manner in which those decisions are implemented, but it also has an impact on your own personal performance and well-being. Consider the implications of this. If you are dissatisfied with your work, your output will suffer. Here’s a piece I wrote about finding pleasure at work. How do you proceed when the organization’s culture is not a good match for your own preferences?

At odds with the prevailing culture? Two words: Exit. Plan.Unless.

Not only does culture have an influence on strategic decisions and how those decisions are implemented, but it also has an impact on your own personal performance and well-being as an individual.

Put it this way: The quality of your work will suffer if you are depressed or anxious in any way. Workplace happiness was the subject of a previous blog post. How do you proceed when the organization’s culture does not mesh with your personal values?

Pragmatism: YourEssentialResponse to Organizational Culture where you can’t flourish

Creating an exit strategy is essential when the company’s culture does not fit you, when there is no indication that change is near, and when you are unable to protect yourself and your team from the company’s prevalent culture, among other things. In the meanwhile, while you’re working on your exit strategy and waiting for the right moment to go, here are some practical actions you can do to make your stay with the company more bearable:

  1. Identify chances to play to your talents as much as feasible while still in your present position within your existing area of work. Additional responsibilities on your part may be required, or you may be required to switch responsibilities with someone else. Decide what you’re excellent at and what you enjoy doing and move from there. This and other professional strength finding tools are available for you to utilize in order to identify and communicate your personal and professional talents. Then search for possibilities to capitalize on these advantages exactly where you are currently
  2. Identify chances outside of work where you can use your skills and abilities to your advantage. Playing to your abilities instills a sense of purpose and value in you, which is vitally necessary as a coping method. Do you have a natural aptitude for teaching? Participate at a homework center once or twice a week as a volunteer. Are you unable to express your creative side as a result of the organizational culture that exists in your workplace? Join a band, take some music or dancing lessons, or establish a blog to express yourself. Allowing your work to lead you to lose touch with your core and dull your light is not a good idea. Update your LinkedIn profile as well as your résumé, then get out there and network. Taking tangible efforts to improve your situation is a fantastic confidence and morale booster, and it will result in a shift in perspective that will help you to deal while you are still in the situation. Develop strategies for maximizing your downtime: road vacations, interacting with friends, going to the beach, reading, and writing are all excellent methods to remind yourself that you are more than your work, and that there is more to life than that 9-to-5 that seems like it is suffocating you
  3. As a person of faith, you should place your trust in God without reservation. Having faith is a wonderful perspective changer, and having a new viewpoint is frequently so crucial to dealing

Accept the prospect of change, no matter how frightening it may seem. Your reactions to the new and different you that emerges from a fresh setting may surprise and delight you! And, while you’re waiting to make your decision, perhaps my advice on how to deal with the situation would be of use.


Working through this quiz will allow you to assess your grasp of important chapter ideas. It is possible to double-check your answer by clicking on either the arrow to the right or on the answer that you believe is accurate. After that, you will be informed of the proper response to that particular question. The term “culture” refers to what is included in the following definition.

  1. A pattern of assumptions that have been taught and shared
  2. How things are done, or how they are expected to be done, in a certain organization
  3. The framing of how individuals of an organization think, perceive, and feel is important. all of the foregoing

Inferences about the world that have been learnt and communicated. Describes how things are done, or are expected to be done, in a certain organization. How organizational members think, see, and feel is defined by the framework in which they are placed. I agree with what you said above.

  1. A set of assumptions that have been taught and shared
  2. How things are done, or are expected to be done, in a given organization
  3. The structuring of how people of an organization think, see, and feel
  4. All of the foregoing

Which of the following is true of an organization if all of its members understand, agree with, and are dedicated to its systems of ideas and values?

  1. Sub-cultures
  2. A culture that is strong
  3. A culture that is weak
  4. A comprehensive institution

Sub-cultures; A culture that is powerful; a culture that is weak; an institution that is comprehensive. The correct answer is C5. Which of the following is a false assumption regarding having a “strong” company culture?

  1. A strong organizational culture implies that everyone in the organization understands and supports the organization’s values and conventions. Organizations with strong cultures will always surpass their counterparts in terms of performance. A strong organizational culture can contribute to difficulties such as groupthink inside the organization. Both a and b are correct

Correct answer: B6. The argument that a strong organizational culture leads to superior organizational performance was first articulated in the writings of .

  1. Theodor W. Karl Marx, Kono and Clegg, Peters and Waterman, Terence and Patrick, and many others.

In the case of subcultures that reflect coherent groups and act as defenders of viable beliefs, they may be referred to as .

  1. A threat to the culture of the company
  2. A subculture that is not recognized by the authorities
  3. The existence of a respectable subculture
  4. None of the options listed above

Answer:C8. When subcultures dispute legitimate ideals, they are referred to be .

  1. It might be a counterculture, a dominating culture, a respectable subculture, a lethal subculture, or anything else.

Answer:A9. When considering organizational culture from a fragmentation viewpoint, which of the following is NOT true?

  1. Individuals are defragmented and brought together to form a coherent, powerful culture. Cultural ambiguity serves as a protective cloak against the meaninglessness of regular corporate activity, and it is encouraged by leaders. As a result, culture is neither stable nor unambiguously disputed
  2. Rather, it emerges around specific emergent themes and then dissipates as people control their positions within cultural spaces that have been built for and around them. all of the foregoing

Answer:A10. Which of the following claims is a feature of ‘postmodernist’ theories of organizational culture as a kind of textual communication?

  1. It is possible to interpret bits of organizational culture since it is a complicated phenomenon. Culture may be considered more as a ‘text’ than anything else. All writings repress, mute, and marginalize some aspects of discursive reality
  2. Nevertheless, some texts go much further. all of the foregoing
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Answer:D11. Hofstede’s cultural dimensions are comprised of which of the following structures is NOT one of them?

  1. Macho distance
  2. Indulgence against self-restraint
  3. Power position
  4. Masculine versus feminine characteristics.

Identify which of the following constructs is NOT one of the cultural variables found by the GLOBE Project in response to Question 12.

  1. Power distance, humane orientation, in-group collectivism, and risk avoidance are all characteristics of power distance.

Six Components of a Great Corporate Culture

The advantages of having a strong company culture seem apparent, but they are also validated by social research. According to James L. Heskett, “when compared to ‘culturally unremarkable’ competitors, culture can account for 20-30 percent of the difference in corporate performance between the two.” And HBR authors have provided guidance on a variety of themes, including navigating diverse geographic cultures, picking positions based on culture, changing cultures, and providing feedback across cultures, among others.

  • Each culture is distinct, and a variety of variables contribute to its formation, but I’ve seen at least six characteristics that are shared by all outstanding cultures.
  • 1.
  • These simple bits of phrase serve to shape a company’s beliefs and give it a sense of direction.
  • Customer orientation may be aided by strong vision statements that are truly real and widely presented, as can the orientation of suppliers and other stakeholders.
  • According to the Alzheimer’s Association, “a world free of Alzheimer’s” is their mission.
  • A vision statement is a straightforward, but essential, component of organizational culture.
  • Values: The values of a corporation form the foundation of its culture.

For example, McKinseyCompany has a well established set of principles that are widely presented to all employees and include the manner in which the company pledges to serve customers, treat colleagues, and preserve professional standards.

However, they are also inscribed in the “10 truths we know to be true” that they have said.


“People are our most valuable asset,” says an organization, and as a result, the organization should be prepared to invest in people in visible ways.

A similar approach is required for organizations that promote flat hierarchies, which must encourage more junior team members to express their opinions in meetings without fear of penalties.

The fourth element is people.

As a result, the world’s most successful companies also have some of the most strict hiring standards in the world.

Ellis points out that big companies often have 8-20 individuals interview each candidate, according to Ellis.

People tend to remain with cultures they enjoy, and bringing on the correct “culture bearers” helps to reinforce the culture that already exists in a business.

The Narrative: Marshall Ganz was a prominent member of Caesar Chavez’s United Farm Workers organization and was instrumental in the development of Barack Obama’s organizing strategy for his presidential campaign in 2008.

Every business has a distinct history – a distinct tale to tell.

The elements of that narrative can be formal — as in the case of Coca-Cola, which has dedicated a significant amount of resources to celebrating its heritage and even has a World of Coke museum in Atlanta — or informal, as in the case of stories about Steve Jobs’ early fascination with calligraphy, which helped shape Apple’s aesthetically oriented culture.

  1. Why does Pixar have a vast open atriumengineering a setting where firm members stumble into each other throughout the day and engage in an informal, spontaneous manner?
  2. Place: Why does Mayor Michael Bloomberg want his workers to work in a “bullpen” atmosphere rather than in separate offices with soundproof doors?
  3. In addition, why do technology companies cluster in Silicon Valley, whereas finance corporations concentrate in London and New York City?
  4. Open architecture is more favorable to certain workplace habits, such as teamwork, than closed design.
  5. People’s attitudes and actions in the workplace are influenced by their environment, whether it is location, architecture, or aesthetic design.
  6. However, these six components might serve as a solid basis for establishing the culture of a new corporation.

Identification and deeper knowledge of these factors in an existing organization may be the first step toward revitalizing or reshaping culture in an organization that is looking to make a change.

What Is Organizational Culture?

Organizational culture may be defined as the underlying ideas, assumptions, values, and methods of interacting that contribute to the distinctive social and psychological environment that exists inside a company or group of companies.

Organizational Culture Definition and Characteristics

Organizational culture encompasses an organization’s expectations, experiences, philosophy, as well as the values that influence member conduct. It manifests itself in members’ self-image, inner workings, interactions with the outside world, and expectations for the organization’s future success. Culture is founded on common attitudes, beliefs, practices, and written and unwritten regulations that have formed over time and are deemed valid by the majority of people in a certain society or region (The Business Dictionary).

  • Organizational culture may be defined as “the way things are done around here,” to put it another way (DealKennedy, 2000).
  • Organizational culture, according to this collection of concepts, is a set of common ideas that influence what happens in organizations by defining proper conduct for particular contexts (RavasiSchultz, 2006).
  • Additionally, corporate culture may have an impact on how strongly employees identify with their company (Schrodt, 2002).
  • ProMedica’s Chief Human Resources Officer (CHRO) ​

We’re experts at guiding you through the maze of organizational hurdles.

Business executives have an important role in the development and dissemination of their company’s culture. The link between leadership and culture, on the other hand, is not a one-way street. While leaders are the primary architects of culture, the type of leadership that is conceivable is influenced by the culture that has been developed (Schein, 2010). Leaders must recognize and acknowledge their contribution to the preservation or evolution of an organization’s culture. A deeply ingrained and well-established culture serves as an example of how people should behave, which can aid employees in achieving their objectives.

Organizational culture, leadership, and work happiness are all intertwined in this way, according to this viewpoint.

Many distinct workplace cultures may be produced or affected by leaders, and leaders themselves can be generated or impacted by many different workplace cultures. These distinctions can present themselves in a variety of ways, including, but not limited to, the following:


Individual and market culture are both strongly influenced by how members of a company do business, treat workers, customers, and the broader community, among other things. Person culture is a culture in which horizontal structures are the most relevant, as opposed to vertical structures. Everyone is considered to be more valuable than the organization as a whole, according to the organization. The organization may suffer as a result of conflicting persons and objectives, which makes it difficult to maintain this model (Boundless, 2015).

Adaptive Culture and Adhocracy Culture

The amount to which decision-making flexibility, the development of new ideas, and the expression of one’s individuality are permitted are critical components of adaptive cultures and adhocracy cultures. Adaptive cultures place a high priority on change and are action-oriented, which increases their chances of survival through time (Costanza et al., 2015). Adhocracy cultures are dynamic and entrepreneurial, with a strong emphasis on risk-taking, creativity, and the ability to be the first to accomplish things (ArtsFWD, 2013).

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Power Culture, Role Culture, and Hierarchy Culture

Power cultures, role cultures, and hierarchy cultures all have an impact on how power and information are distributed within an organization’s structure and system of communication. Power cultures are characterized by a single leader who makes quick choices and maintains control over the strategy. This sort of culture necessitates a high level of respect for the person in control (Boundless, 2015). Role cultures are those in which functional structures are established, in which employees understand their roles, report to their superiors, and place a high importance on efficiency and correctness above all other considerations (Boundless, 2015).

They are concerned with efficiency, stability, and doing things well (ArtsFWD, 2013).

Task Culture and Clan Culture

The degree to which personnel are devoted to the achievement of common goals is a component of task cultures and clan cultures. In a task culture, teams are created with skilled individuals to address specific issues that have been identified. Due to the importance of the tasks and the large number of small teams involved in this sort of culture, a matrix structure is popular (Boundless, 2015). Clan cultures are family-like in nature, with a strong emphasis on mentoring, nurturing, and doing things as a group of people (ArtsFWD, 2013).

Want to fine-tune your organization’s executive leadership? gothamCulture has the perfect engagement to address skills gaps and improve team performance.​

The culture of an organization does not remain static. Throughout their interactions, members of an organization come to have a common understanding of “what right looks like.” They learn what works and what doesn’t and how to apply that knowledge to their own situations. When those ideas and assumptions lead to less-than-successful outcomes, the culture of the business must change in order for the firm to remain relevant in a rapidly evolving world. Achieving a shift in company culture is a difficult endeavor.

Leaders must persuade their staff of the benefits of change and demonstrate via collective experience with new behaviors that the new culture is the most effective way to function in order to achieve success.

President of Customer Service for JetBlue Airways


In order for future culture change to take place, this vision must be set forward and followed.

Display top-management commitment.

Culture change must be supported at the highest levels of the business in order for it to be effectively implemented across the rest of the organization.

Model culture change at the highest level.

The behavior of the management team must serve as a model for the sorts of values and behaviors that should be emulated across the organization. Change agents are critical to the success of this cultural change process, and they are also vital communicators of the new values that are being introduced.

Modify the organization to support organizational change.

This involves assessing which present processes, policies, procedures, and norms need to be updated in order to bring the organization into line with the new values and desired culture.

Select and socialize newcomers and terminate deviants.

Employee motivation and commitment to the firm will be encouraged, resulting in a positive corporate culture. All staff should get training to assist them grasp the new procedures, expectations, and systems that have been implemented.

Develop ethical and legal sensitivity.

This phase can help to identify change impediments and resistant personnel, as well as recognize and reward employee improvement, hence promoting continuing change and engagement on the part of the organization.

Our approach to culture change is designed to help organizations yield sustainable performance results.

As an alternative to altering the culture of a whole business, an organization can become more adaptive and agile by enabling certain types of subcultures to arise. The common trait of organizational subcultures is a shared standard or belief that unites the members of the group (BoisnierChatman, 2002). It is possible to categorize subcultures as either augmenting, orthogonal, or counterculture, with each representing a different amount of congruence with the ideals of the prevailing culture (MartinSiehl, 1983).

People who belong to orthogonal subcultures are those who both embrace the ideals of the prevailing culture and have their own set of values that are unique from but complementary to the dominant culture.

While having a deeply rooted organizational culture is typically associated with superior performance, it is possible that these businesses will not be able to adjust in time to secure their long-term survival.

Meet the members of the gothamCulture team.

We can help you plan strategically for change in your organization.

While there is universal agreement that organizational cultures do exist and that they are a significant factor in the formation of organizational behaviour, defining the term precisely is a challenging task to do. In addition to permitting a more thorough study of organizational culture, an absolute definition would improve our knowledge of how it effects other organizational outcomes such as productivity, employee engagement, and commitment, among other things, Unquestionably, there is one thing that can be said about culture: it is continuously being produced and modified, and it is continually being fragmented in order to secure the success of the parent institution.

Cancialosi, C., et al (2017, July 17) What is the definition of organizational culture?

E., and Kennedy, A.

(1982, 2000) Corporate Cultures: The Rites and Rituals of Corporate Life is a book about corporate cultures.

Perseus Books published a book in 2000 titled The Business Dictionary is a great resource.

Introduction to Business and Its Environment in Context: An Introduction to Business and Its Environment D.

Schultz have published a paper in Science (2006).

The Academy of Management Journal, vol.

3, pp.


Organizational culture and identity are intertwined in a retail sales organization, as evidenced by employee views of culture and identification in a retail sales company.

53, no.

189–202 Organizational Culture and Leadership, edited by Edgar H.

Jossey-Bass Publishers, San Francisco, 2010.

Tsai, Y., and Tsai, Y.

In this study, we looked at the relationship between organizational culture, leadership behavior, and employee satisfaction.

BMC Health Services Research BMC Health Serv Res(11)1, 98.

Management that knows no bounds.

boundless.com was used to obtain this information.

“4 Types of Organizational Culture,” according to the author.

From David P., Nikki Blacksmith, Meredith R.

Severt, and Arwen H.


Journal of Business and Psychology, 1-21.


Cummings and Christopher G.


Chatman, A.

Chatman, J.

The Contribution of Subcultures to the Success of Agile Organizations People management and leadership in fast-paced businesses.

The book will be published in 2002. Siehl, J., and Martin, J. (1983). Organizational culture and counterculture are in a state of uncomfortable coexistence. Organizational Dynamics, vol. 122, no. 2, pp. 52-65.

Test – Organizational Culture Ch 16 Flashcards by jesse petty

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