Culture Is Most Likely To Be A Liability When

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Home Student Resources Chapter 17: Organizational culture Chapter Quiz

Use the supplementary practice questions provided below to refresh your memory on the material covered in this chapter. Following completion of the quiz, click on the button that says “Submit Answers for Grading” to see your results. a total of 22 questions are included in this exercise

Institutionalization is the process through which _.

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Chapter 16: Organizational Culture Flashcards

An organization develops a personality of its own. Institutionalization is the process by which is established. Identify which of the following characteristics of corporate culture is NOT true. All of the following are fostered by a strong culture. WITHOUT a doubt, the environment is dynamic. When occurs, culture is most likely to be a liability. Early workers are polled by the company’s founders to identify the right cultural values. Which of the following is NOT a method of fostering cultural development?

  1. EXCEPT .
  2. When it comes to transmitting culture to employees, which of the following is NOT a frequent method?
  3. When it comes to customer-responsive cultures, which of the following is NOT a variable to look for?
  4. When it comes to spiritual organizations, which of the following characteristics is NOT true?
  5. instead Outcome orientation refers to the degree to which management choices take into account the impact of results on the people who work for the business.
  6. When a business is confronted with a changing environment, consistency in conduct is a valuable asset.
  7. Selection techniques, promotion policies, and socialization methods are three factors that are extremely crucial in the maintenance of culture.
  8. Employees will be more influenced by a strong company culture than they will be by a poor one.
  9. Workplace spirituality refers to the opportunity for organized religious rituals to take place in the setting of one’s place of employment.

Test – Organizational Culture Ch 16 Flashcards by jesse petty

Chapter 17 (Page 351) Organizational Culture is defined as follows: MULTIPLE OPTIONS AVAILABLE Institutionalization as a Precursor to Cultural Development We can say that an organization has acquired a culture when it has _.a.developed subcultures when it has evolvedd when it has become immortalized when it has become institutionalized when an organization has acquired a culture when it has developed subcultures when it has evolvedd when an organization has become immortalized 2.Which of the following statements concerning institutionalization is not correct?

  1. a.Its purpose is to facilitate the development of common understandings regarding proper behavior.
  2. C.It implies that the group has attained invincibility.
  3. e.The organization begins to be appreciated for its own sake.
  4. It 3.
  5. The process of institutionalization, organizational culture, socialization, and formalization tione.
  6. 5.
  7. a.Humanisticb.Communityc.Teamd.Peoplee.Relationship _.a.
  8. competitivenessc.
  9. risk takinge.

15.2 Understanding Organizational Culture

  1. Define the culture of the company. Recognize the significance of organizational culture in your organization. Acquaint yourself with the various layers of organizational culture

What Is Organizational Culture?

A system of shared assumptions, attitudes, and ideas that instructs employees on what constitutes proper and wrong behavior is referred to as organizational culture. These principles have a significant impact on employee behavior as well as on the overall effectiveness of the firm. According to Peters and Waterman’s best-selling bookIn Search of Excellence, the term “organizational culture” first gained widespread recognition in the 1980s, when they made the argument that company success could be attributed to an organizational culture that was decisive, customer focused, empowering, and people focused.

  1. Organizational culture, on the other hand, is still a relatively new idea.
  2. Individuals are largely unaware of the existence of culture.
  3. This is something you can attest to if you have worked in a variety of organizations.
  4. In a meeting, it was entirely unacceptable to challenge your employer; such behavior would only be allowed in private conversations.
  5. To illustrate, consider the difference between one firm and another where staff dress more casually.
  6. It is more vital to find the best answer to any situation than it is to keep one’s first opinion.
  7. Additionally, you are not expected to work at night or on weekends unless there is a deadline to meet with your supervisor.
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Why Does Organizational Culture Matter?

The culture of a company may be one of its most valuable assets, as well as one of its most significant liabilities. In fact, it has been claimed that firms that have a unique and difficult-to-copy organizational culture gain a competitive advantage as a result of having such a culture. According to a poll performed by the management consulting company BainCompany in 2007, international business executives rated corporate culture as being as essential as corporate strategy in terms of achieving success in the marketplace.

Increased performance may be associated with an organization’s culture, or with the values that are held by all members of the company.

At the same time, it is critical to establish a business culture that is compatible with the needs of the firm’s environment, as described above.

As an example, if a firm is in the high-tech area, having an organizational culture that supports innovativeness and flexibility can help the company perform better.

In other words, just as having the “correct” culture may provide a competitive advantage for an organization, having the “wrong” culture can cause performance problems, may be a contributing factor to organizational failure, and may function as a barrier to the company’s ability to change and take risks.

Organizational culture, rather than rules and regulations, is a more effective means of controlling and managing employee behavior than these latter.

As an alternative, cultivating a culture of customer service achieves the same purpose by encouraging staff to think like consumers, with the understanding that the company’s priorities in this scenario are crystal clear: Keeping the consumer satisfied is more important than other considerations, such as minimizing the cost of a refund.

Levels of Organizational Culture

Components of organizational culture that are more obvious to the public are there, but there are other aspects that are less visible and may be hidden from one’s conscious awareness. Organizational culture may be conceived of as consisting of three layers that are interconnected with one another. Figure 15.3There are three layers of organizational culture to consider. The following is an adaptation of Schein, E. H. (1992). Organizational culture and leadership are important considerations. Jossey-Bass Publishers, San Francisco.

  1. When assumptions are made, they represent views about human nature and reality that are taken for granted.
  2. Values are a set of principles, norms, and objectives that everyone adheres to.
  3. For example, in a company, one of the fundamental beliefs that employees and managers hold is that satisfied employees are beneficial to their employers.
  4. Consider Alcoa, who constructed its headquarters to reflect the principles of making employees more visible and accessible as well as promoting teamwork, among other things.
  5. It is absolutely a good idea to observe the physical surroundings, people’s clothing choices, where they rest, and how they interact with one another while you are applying for a position to get a sense of the company’s culture while you are there.
  6. A significant portion of what constitutes culture resides below the level of consciousness of the individual.
  7. Inquiring about employees’ beliefs and perceptions about what is right and appropriate behavior can also reveal the values and assumptions that shape an organization’s culture.
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Key Takeaway

Individuals inside an organization can better grasp which actions are and are not suitable within an organization when they are exposed to the common assumptions, values, and beliefs that exist within the organization. Organizations’ cultures may be a source of competitive advantage if they are designed properly.

Organizations with strong organizational cultures can function as both an organizing and a governing mechanism. In the ultimate analysis, organizational culture may be divided into three categories: assumptions, which are found below the surface of the organization, values, and artifacts.


  1. What is the importance of culture in businesses? In your company’s culture, please give an example of both a positive and a negative feature. When it comes to governing mechanisms, how does culture play a role? Why are assumptions important if they are hidden under the surface? Examples of artifacts you have observed at various organizations should be discussed.

163 A strong culture builds all of the following EXCEPT cohesiveness Page

Companies require culture for a variety of reasons. Give an example of a feature of business culture that is a strength and an aspect that is a problem. When it comes to governing mechanisms, how does culture play a part? What is the point of assumptions if they are hidden under the surface? Examples of artifacts you have observed at various companies should be shared.


Term Unlike leadership research, research on power tends to focus on _.a. individual styles in using powerb. strategies for goal attainmentc. tactics for gaining complianced. the administration of rewardse. the effective use of threats Definition Unlike leadership research, research on power tends to focus on _.c. tactics for gaining compliance(p. 451) Term Which of the following is least likely to create dependency?a. importanceb.

  • nonsubstitutabilityd.
  • supply and demand Definition d.
  • 455-456 Term Which of the following is least likely to create dependency?a.
  • scarcityc.
  • power legitimacye.
  • the only legitimate sources of powerb.
  • strategies for gathering and maintain supportd.

approaches for winning arguments Definition b.

a.power c.reasonableness d.abuse Definition Term Political behaviors usually _.

a.admitting responsibility b.capitulating c.flattery d.granting favors e.ingratiating Definition Term According to the interactionist’s perspective, a group that functions without conflict is _. accepted by all members of a group satisfying to the individual members of the group c.causes group members to argue d.causes turnover e.none of the above Definition Term For process conflict to be productive, it must be _.

a.kept high b.kept low c.kept at low-to-moderate levels d.kept at moderate levels e.subject to managerial control Definition kept at low-to-moderate levels Term The categories of causes or souces of conflict include all of the followingexcepta.


personal variablese.

a.achieving the desired conflict level b.resolving conflict c.stimulating conflict d.identifying conflict e.assessing the source of conflict Definition a.achieving the desired conflict level Term The two general approaches to bargaining are known as _.

b.affective and reflective c.distributive and integrative d.formal and informal.

a.definition of ground rules b.clarification and justification c.bargaining and problem solving d.process evaluation e.preparation and planning Definition Term Organizational structure has six key elements.Which of the following isnotone of these elements?

  1. a.Wider spans of control b.Narrower spans of control c.Matrix structures d.Simple structures Definition a.Wider spans of control TermWhich of the following isnota common organizational design?
  2. a.high centralization b.high horizontal differentiation c.high employee discretion d.standardization Definition Term Which of the following is not a weakness of the simple structure?a.
  3. It is prone to information overloadc.
  4. It can lead to slower decision makinge.
  5. It is often insufficient in larger organization Term The virtual is also called the _ or_ organizations.a.
  6. team; socialc.
  7. boundaryless; globale.

a.ownership b.teams c.imposing limits d.directives e.manipulation Definition Term Which of the following isnota determinant of an organization’s structure?

b.a mixture of loose with tight properties.

d.high technology. Definition c.low specialization and low formalization. Term The _ of an environment refers to the degree to which it can support growth.


team orientatione.

includes core values of the organizationb.

includes values shared only within the organizationd.

includes values unique to members of a department or group Definition c.

a.institutionalization b.formalization c.socialization d.organizational rules support Definition Term Culture ismostlikely to be a liability when _.

a.prearrival b.encounter c.metamorphosis d.ritual e.none of the above Definition Term An organizational culture most likely to shape high ethical standards is one that _.

a.uses positive reinforcement instead of punishment b.rarely uses rewards c.emphasizes individual growth d.emphasizes building on the organization’s strengths e.emphasizes organizational vitality Definition c.emphasizes individual growth Term Which of the following is true regarding behavioral structured interviews?

  1. b.They decrease an interviewer’s reliance on his or her “gut feelings.” c.They are most useful when interviewing high-performing workers.
  2. e.They increase the effectiveness of the interview technique. Definition e.They increase the effectiveness of the interview technique. TermThe behavioral structured interview is built on the assumption that _.
  3. b.technical c.problem solving d.interpersonal Definition Term Performance evaluations are used as a mechanism for all of the followingexcept_.
  4. a.BARS b.critical incident c.graphic rating scale d.behavioral structured ratings e.MBWA Definition Term Managing resistance to change that is _ is extreamely difficult.a.
  5. resolutec.
  6. explicite.

a.Structural motion b.Security c.Unlimited focus of change d.Support of established power relationships e.Threat to resource allocations Definition e.Threat to resource allocations Term Politics suggest that the impetus for change is more likely to come from _.

d.all of the above e.none of the above Definition Term In the process of action research, diagnosis is followed Definition Term Which of the following isnottrue of Organizational Development?a.Problems should be condensed.b.Problems should be openly confronted.c.Effective organizations are characterized by trust.d.People should be treated with dignity and respect. Definition a.Problems should be condensed. Term Which of the following isnota step in the Appreciative Inquiry process?b.dreamingc.devised.destiny Definition Term Which has been the most studied potential source of innovation?a.culturalb.structuralc.human resourcesd.champions Definition Term Which of the following isnota characteristic of a learning organization?

a.There is a shared vision upon which everyone agrees.

c.Members integrate old ways of thinking with new ideas.

Definition c.Members integrate old ways of thinking with new ideas. Term Which isnota strategy for managers to make their firms learning organizations?

Establish a strategy that makes management’s commitment to innovation explicit.

Redesign the organization’s structure by flattening the structure and increasing the use of cross-functional teams c.


make it clear that people high in the organization are behind any proposed change. Definition d. Systematically collect data and then select a change action based on the analyzed data

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