Chapter 16

Organizational Culture

True / False Questions

1. Organizational culture shapes and reinforces certain employee attitudes and behaviors by creating a system
of control over employees.

True False

2. Symbols, rituals, and espoused values are three major types of observable artifacts.

True False

3. Physical structures say a lot about a culture.

True False

4. Ceremonies are the daily planned routines that occur in an organization.

True False

5. Espoused values can range from published documents, such as a company's vision or mission statement, to
verbal statements made to employees by executives and managers.

True False

6. When a company holds to its espoused values over time and regardless of the situations it operates in, the
values become less believable to employees.

True False

7. It is easy to stay true to espoused values in times of economic downturns.

True False

8. Whatever a company's underlying assumptions are, its hidden beliefs are those that are the most likely to
dictate employee behavior and affect employee attitudes.

True False
9. Organizations that have cultures in which employees think alike but are not friendly to one another can be
considered communal cultures.

True False

10. Organizations that have mercenary cultures are likely to be very political.

True False

11. As companies grow, they tend to move toward a networked culture, because solidarity is harder to foster
when groups get really large.

True False

12. A positive service culture has been shown to reduce accidents and increase safety-based citizenship
behaviors.

True False

13. Creativity cultures affect the quality, not the quantity, of creative ideas within an organization.

True False

14. Strong cultures take a very long time to develop but are easy to change.

True False

15. Strong cultures are always good cultures as they guide their employees toward the most successful
organizational outcomes.

True False

16. Subcultures unite a smaller subset of the organization's employees.

True False

17. Subcultures are more likely to exist in small companies.

True False

18. When the values of subcultures do not match those of the larger organization, they are known as fragmented
cultures.

True False

19. Attraction and selection processes do not always align employees' personalities with organizational culture.

True False
20. An outsider can fully grasp or understand the culture of an organization simply by looking at artifacts visible
from outside the company.

True False

21. The socialization process ends once the employee starts handling the job all by himself/herself.

True False

22. Socialization happens in five relatively distinct stages.

True False

23. The anticipatory stage begins the day an employee starts work.

True False

24. The goal of an organization's socialization efforts should be to minimize reality shock as much as possible.

True False

25. The length of the socialization process varies depending solely on the characteristics of the company.

True False

26. Mergers often result in the creation of a strong culture.

True False

27. One of the major reasons that one company purchases another is simply to acquire the technology that it
has.

True False

28. When employees feel they fit with their organization's culture, the effects of fit on job performance are very
strong.

True False

29. One of the main disadvantages of realistic job previews is that it is very expensive.

True False

30. Realistic job previews occur during the anticipatory stage of socialization during the recruitment process.

True False
31. Orientation programs provide social knowledge, resources, and psychological support to the protégé both at
the beginning of employment and as the protégé continues his/her career with the company.

True False

32. Mentoring has always existed in companies on a formal basis.

True False

33. Scenario: Verve, Inc.

Marie is the department manager at Verve, Inc. She has been working in the position for five years. Marie
starts every Monday morning with a 60-minute department meeting where each member in the department
gets five minutes to report progress, share stories of success and failure, and seek general input, advice, and
information. Jeremy is responsible for sharing an anecdote, an account, or a legend about the company for
every first Monday of the month to keep everyone reminded of where they work and what is important.
Marie has created the workplace for her department in a totally open forum. There are no walls or cubicles,
and everyone including Marie is in one open room. Marie has created a skull with a victory flag on its
forehead as her department's corporate logo representing the "victory or die trying" motto for her group. The
group has succeeded in achieving some exceptional results in the past two years.

The workspace of Marie's department with no walls or cubicles represents the observable artifact known as
a symbol.

True False

34. Scenario: Verve, Inc.

Marie is the department manager at Verve, Inc. She has been working in the position for five years. Marie
starts every Monday morning with a 60-minute department meeting where each member in the department
gets five minutes to report progress, share stories of success and failure, and seek general input, advice, and
information. Jeremy is responsible for sharing an anecdote, an account, or a legend about the company for
every first Monday of the month to keep everyone reminded of where they work and what is important.
Marie has created the workplace for her department in a totally open forum. There are no walls or cubicles,
and everyone including Marie is in one open room. Marie has created a skull with a victory flag on its
forehead as her department's corporate logo representing the "victory or die trying" motto for her group. The
group has succeeded in achieving some exceptional results in the past two years.

What Marie and Jeremy are doing are parts of the observable artifacts component of culture.

True False

Multiple Choice Questions

35. The shared social knowledge within an organization regarding the rules, norms, and values that shape the
attitudes and behaviors of its employees refers to organizational:

A. structure.
B. chart.
C. strength.
D. culture.
E. rituals.

36. The three major components to any organizational culture are:

A. observable artifacts, espoused values, and basic underlying assumptions.

B. observable artifacts, hidden artifacts, and semi-public artifacts.
C. internal values, espoused values, and external values.
D. symbols, physical structures, and ceremonies.
E. language, stories, and rituals.

37. _____ are the manifestations of an organizational culture that everyone can see or talk about.

A. Basic underlying assumptions

B. Observable artifacts
C. Espoused values
D. Safety cultures
E. Service cultures

38. The physical layout of workspaces, dress codes, and the level of technology used are all examples of _____
that are represented by the organization's culture.

A. basic underlying assumptions

B. espoused values
C. observable artifacts
D. mnemonics
E. subcultures
39. Which of the following supply the primary means of transmitting an organization's culture to its workforce?

A. Underlying assumptions
B. Artifacts
C. Espoused values
D. Competitive responses
E. Norms

40. During her stay at the Renaissance Hotel, Ginny noticed that all the staff wore the same color and style of
clothes. Which of the following layers of organizational culture would such a dress code represent?

A. Espoused values
B. Enacted values
C. Observable artifacts
D. Mnemonics
E. Basic underlying assumptions

41. An organization's corporate logo is an example of a:

A. symbol.
B. belief.
C. value.
D. ritual.
E. language.

42. Nike's "swoosh" is an example of a:

A. language.
B. belief.
C. value.
D. ritual.
E. symbol.

43. _____ reflect(s) the jargon, slang, and slogans used within the walls of an organization.

A. Rituals
B. Beliefs
C. Values
D. Language
E. Symbols
44. _____ consist(s) of anecdotes, accounts, legends, and myths that are passed down from cohort to cohort
within an organization.

A. Rituals
B. Stories
C. Values
D. Language
E. Symbols

45. The daily or weekly planned routines that occur in an organization are called:

A. rituals.
B. stories.
C. values.
D. representations.
E. symbols.

46. At Rolce Technologies, the core design team of 10 employees has daily "stand-up" meetings. All the core
design team members gather standing up for a rapid-fire update on the project. These stand-up meetings are
representative of which of the following components of the organization's culture?

A. Stories
B. Ceremonies
C. Enacted values
D. Rituals
E. Symbols

47. At Delta Diamonds, Inc., managers start every week with a two-hour meeting, focusing on goals for that
week and open communication between team members in their department and ways to achieve the goals.
This routine describes:

A. a ritual.
B. a story.
C. the company's values.
D. the company's language.
E. a symbol.
48. Formal events that are generally performed in front of an audience of organizational members are known
as:

A. rituals.
B. stories.
C. ceremonies.
D. language.
E. symbols.

49. Every year, 7 Days, a large retail chain, organizes a large annual function in which it gives an "Employee of
the Year" award to a deserving employee, along with a $5,000 cash prize and an opportunity to launch the
retail chain's new product. This is an example of which of the following components of organizational
culture?

A. Stories
B. Symbols
C. Espoused values
D. Basic underlying assumptions
E. Ceremonies

50. Which of the following are the beliefs, philosophies, and norms that a company explicitly states?

A. Rituals
B. Stories
C. Ceremonies
D. Espoused values
E. Observable artifacts

51. Quest, Inc., has a sign hanging in every employee's cubicle that reads: "Together we are greater than any
one of us." This is an example of a(n):

A. ritual.
B. espoused value.
C. enacted value.
D. basic underlying assumption.
E. physical structure.
52. The published mission statement at Dunlop, Inc., is an example of:

A. espoused values.
B. stories.
C. basic underlying assumptions.
D. rituals.
E. observable artifacts.

53. Walker International has recently published its vision statement. This is an example of:

A. observable artifacts.
B. stories.
C. basic underlying assumptions.
D. rituals.
E. espoused values.

54. _____ are the taken-for-granted beliefs and philosophies that are so ingrained that employees simply act on
them rather than questioning the validity of their behavior in a given situation.

A. Espoused values
B. Stories
C. Basic underlying assumptions
D. Rituals
E. Observable artifacts

55. _____ represent the deepest and least observable part of a culture.

A. Espoused values
B. Stories
C. Basic underlying assumptions
D. Rituals
E. Observable artifacts
56. _____ is/are the degree to which group members think and act alike, and _____ represent(s) how friendly
employees are to one another.

A. Espoused values; basic underlying assumptions

B. Solidarity; sociability
C. Basic underlying assumptions; observable artifacts
D. Sociability; solidarity
E. Observable artifacts; espoused values

57. At NoFrills Corporation, employees are distant and disconnected from one another. Based on this, the
organizational culture at NoFrills can be described as:

A. communal.
B. mercenary.
C. networked.
D. fragmented.
E. collective.

58. In organizations with fragmented cultures, there is _____ sociability and _____ solidarity.

A. low; low
B. moderate; high
C. high; moderate
D. high; high
E. moderate; moderate

59. In organizations with mercenary cultures, we tend to find _____ sociability and _____ solidarity.

A. moderate; low
B. low; high
C. high; low
D. high; moderate
E. moderate; moderate
60. In organizations with networked cultures, we tend to find _____ sociability and _____ solidarity.

A. low; low
B. low; moderate
C. high; low
D. moderate; high
E. moderate; low

61. In organizations with communal cultures, there is _____ sociability and _____ solidarity.

A. low; low
B. moderate; high
C. moderate; low
D. high; high
E. low; moderate

62. Organizations that have cultures in which employees think alike but are not friendly to one another can be
considered _____ cultures.

A. communal
B. mercenary
C. networked
D. fragmented
E. collective

63. The environment at National Studio, Inc., is very political and employees generally are always thinking
"What's in it for me?" Such a culture can be described as which of the following?

A. Communal
B. Mercenary
C. Networked
D. Fragmented
E. Collective
64. _____ cultures are those where all employees are friendly to one another, but everyone thinks differently
and does his/her own thing.

A. Communal
B. Mercenary
C. Networked
D. Fragmented
E. Complex

65. Organizations with friendly employees who all think alike are _____ cultures.

A. communal
B. mercenary
C. networked
D. fragmented
E. individualistic

66. Organizations that have successfully created a _____ culture have been shown to change employee attitudes
and behaviors toward customers.

A. service
B. mercenary
C. safety
D. fragmented
E. creativity

67. Manufacturing and medical companies have a tendency to create which of the following specific culture
types?

A. Creativity culture
B. Networked culture
C. Safety culture
D. Diversity culture
E. Communal culture
68. Which of the following culture types reduces treatment errors in medical settings?

A. Creativity culture
B. Service culture
C. Safety culture
D. Diversity culture
E. Communal culture

69. MicroTrac allows its engineers to spend 20 percent of their working time pursuing projects that they are
passionate about to encourage innovation at the organization. This describes which of the following specific
cultures?

A. Creativity culture
B. Service culture
C. Safety culture
D. Diversity culture
E. Communal culture

70. A high level of _____ exists when employees definitively agree about the way things are supposed to
happen within the organization and when their subsequent behaviors are consistent with those expectations.

A. culture shock
B. culture strength
C. ASA framework
D. safety culture
E. reality shock

71. _____ exist when the overall organizational culture is supplemented by another culture governing a more
specific set of employees.

A. ASA frameworks
B. Networked cultures
C. Subcultures
D. Countercultures
E. Reality shocks
72. Which of the following is a disadvantage of a strong culture?

A. It differentiates the organization from others.

B. It allows employees to identify themselves in the organization.
C. It attracts and retains similar kinds of employees.
D. It creates stability within the organization.
E. It facilitates the desired behaviors among employees.

73. Which of the following is an advantage of a strong culture?

A. It makes merging with another organization more simple.

B. It allows employees to identify themselves with the organization.
C. It can be "too much of a good thing" if it creates extreme behaviors.
D. It makes adapting to the environment less difficult.
E. It attracts and retains similar kinds of employees.

74. The values of the marketing department culture at Clean Toothpaste Manufacturing, Inc., do not match with
those of the overall organization and it consistently challenges the values of Clean Toothpaste and signifies
the need for change. The marketing department's culture can be described as a(n):

A. ASA framework.
B. counterculture.
C. safety culture.
D. networked culture.
E. distractive culture.

75. ASA in the "ASA framework," a process that can help keep culture of the organization strong, stands for:

A. anticipation-socialization-articulation.
B. attraction-selection-attrition.
C. ask-substitute-attract.
D. allocation-submission-anticipation.
E. assertion-supplementation-apprehension.
76. Which of the following hold(s) that potential employees will be attracted to organizations whose cultures
match their own personality, organizations will weed out the potential misfits, and the remaining misfits will
leave because of being unhappy or ineffective?

A. Mentoring
B. Countercultures
C. ASA framework
D. Socialization
E. Subcultures

77. _____ is/are the primary process by which employees learn the knowledge that enables them to understand
and adapt to the organization's culture.

A. Mentoring
B. Countercultures
C. ASA framework
D. Socialization
E. Subculturing

78. Which of the following is a process that begins before an employee starts work and does not end until an
employee leaves the organization?

A. Mentoring
B. Counterculture
C. ASA framework
D. Socialization
E. Job analysis

79. Which of the following represents the first stage in the socialization process?

A. Attritio
n
B. Anticipatory
C. Encounter
D. Adaptation
E. Understanding
80. Laura, currently employed at Regent International, is looking for a new job. In the process of doing so, she
comes across the website of Global Vision and finds that the values and culture of the company match with
her own personal values. She also learns about the various activities that take place in Global Vision on a
yearly basis and its various achievements. It is clear from this example that Laura is in the _____ stage of
the socialization process.

A. anticipatory
B. encounter
C. understanding
D. adaptation
E. attrition

81. Which of the following statements about the encounter stage of socialization is true?

A. It happens prior to an employee spending even one second on the job.

B. New employees compare the information they acquired as outsiders during the first stage with what the
organization is really like now that they are insiders.
C. Newcomers come to learn the content areas of socialization and internalize the norms and expected
behaviors of the organization.
D. It is the adoption of the spoken and unspoken goals and values of the organization.
E. It is the last stage in the socialization process.

82. Which stage of socialization begins the day an employee starts work?

A. Encounter
B. Attritio
n
C. Anticipatory
D. Adaptation and understanding
E. Selection

83. In your final semester, you are interviewing at Raintree, Inc. You have collected preliminary information
from Raintree's website and other employees. You are getting additional information during the interview
process from the managers. You can be described at which stage of the socialization process?

A. Encounter
B. Attritio
n
C. Anticipatory
D. Adaptation and understanding
E. Selection
84. You have recently been hired by TellMe, Inc. Today is your first day. You can be described at which stage
of the socialization process?

A. Encounter
B. Attritio
n
C. Anticipatory
D. Adaptation and understanding
E. Selection

85. Having recently started his job at 7 Days Supermarket, Peter was heard making a comment that "Working at
7 Days Supermarket was not nearly what I expected it to be." This is an example of _____ that occurs in the
_____ stage of the socialization process.

A. counterculture; encounter
B. reverse adaptation; attrition
C. culture shock; anticipatory
D. reality shock; encounter
E. reverse adaptation; understanding

86. The goal of an organization's socialization efforts should be to minimize _____ as much as possible.

A. mentoring
B. diversity
C. reality shock
D. espoused values
E. newcomer orientation

87. Which of the following is the final stage of the socialization process?

A. Encounter
B. Attritio
n
C. Anticipatory
D. Understanding and adaptation
E. Selection
88. During which stage of socialization do newcomers come to learn the content areas of socialization and
internalize the norms and expected behaviors of the organization?

A. Encounter
B. Attritio
n
C. Anticipatory
D. Understanding and adaptation
E. Selection

89. In which stage of socialization do employees adopt the goals and values of the organization, recognize what
the organization has been through, and converse with others in the organization using technical language
and specific terms that only insiders would comprehend?

A. Encounter
B. Attritio
n
C. Anticipatory
D. Understanding and adaptation
E. Selection

90. In practice, there are two common ways to change a culture. They are:

A. ASA framework and socialization.

B. changes in leadership and mergers or acquisitions.
C. ASA framework and changes in leadership.
D. socialization and mergers or acquisitions.
E. mergers and ASA framework.

91. Who amongst the following represent probably the biggest driver of culture?

A. Middle managers
B. Frontline employees
C. Top executives
D. First-line managers
E. Stockholders
92. Most merged companies operate under a _____ for an extended period of time.

A. strong culture
B. weak culture
C. subculture
D. differentiated culture
E. counterculture

93. _____ is the degree to which an individual's personality and values match the culture of an organization.

A. ASA framework
B. Person-organization fit
C. Socialization
D. Mentoring
E. Organizational commitment

94. Realistic job previews occur during which stage of socialization?

A. Encounter
B. Attritio
n
C. Anticipatory
D. Adaptation
E. Understanding

95. Which of the following involve(s) making sure a potential employee has an accurate picture of what
working for an organization is going to be like by providing both the positive and the negative aspects of the
job?

A. Mentoring
B. Reality shock
C. Off-the-job training
D. Realistic job previews
E. Countercultures
96. A process by which a junior-level employee develops a deep and long-lasting relationship with a more
senior-level employee within the organization refers to:

A. mentoring.
B. promotion.
C. ASA framework.
D. socialization.
E. orientation.

97. Which of the following tactics is designed to encourage adaptation to the organization's culture?

A. Use no examples of what an employee is supposed to be like.

B. Constantly remind newcomers that they are now part of a group and that this new group helps define who
they are.
C. Allow newcomers to interact with current employees while they are being oriented.
D. Allow organizational membership regardless of whether or not any specific requirements have been met.
E. Orient new employees by themselves.

98. Which of the following is a tactic designed to discourage adaptation to the organization's culture?

A. Orient new employees along with a group of other new employees.

B. Provide hurdles that are required to be met prior to organizational membership.
C. Provide role models for newcomers.
D. Put newcomers through orientation apart from current organizational members.
E. Constantly affirm to newcomers that they are to be themselves and that they were chosen for the
organization based on who they are.
99. Scenario: Verve, Inc.
Marie is the department manager at Verve, Inc. She has been working in the position for five years. Marie
starts every Monday morning with a 60-minute department meeting where each member in the department
gets five minutes to report progress, share stories of success and failure, and seek general input, advice, and
information. Jeremy is responsible for sharing an anecdote, an account, or a legend about the company for
every first Monday of the month to keep everyone reminded of where they work and what is important.
Marie has created the workplace for her department in a totally open forum. There are no walls or cubicles,
and everyone including Marie is in one open room. Marie has created a skull with a victory flag on its
forehead as her department's corporate logo representing the "victory or die trying" motto for her group. The
group has succeeded in achieving some exceptional results in the past two years.

What Marie does every Monday morning can be described as a(n):

A. ritual.
B. story.
C. espoused value.
D. ceremony.
E. symbol.

100. Scenario: Verve, Inc.

Marie is the department manager at Verve, Inc. She has been working in the position for five years. Marie
starts every Monday morning with a 60-minute department meeting where each member in the department
gets five minutes to report progress, share stories of success and failure, and seek general input, advice, and
information. Jeremy is responsible for sharing an anecdote, an account, or a legend about the company for
every first Monday of the month to keep everyone reminded of where they work and what is important.
Marie has created the workplace for her department in a totally open forum. There are no walls or cubicles,
and everyone including Marie is in one open room. Marie has created a skull with a victory flag on its
forehead as her department's corporate logo representing the "victory or die trying" motto for her group. The
group has succeeded in achieving some exceptional results in the past two years.

Jeremy has the responsibility for sharing which of the following every first Monday of the month?

A. Symbols
B. Stories
C. Espoused values
D. Ceremonies
E. Language
101. Scenario: Verve, Inc.
Marie is the department manager at Verve, Inc. She has been working in the position for five years. Marie
starts every Monday morning with a 60-minute department meeting where each member in the department
gets five minutes to report progress, share stories of success and failure, and seek general input, advice, and
information. Jeremy is responsible for sharing an anecdote, an account, or a legend about the company for
every first Monday of the month to keep everyone reminded of where they work and what is important.
Marie has created the workplace for her department in a totally open forum. There are no walls or cubicles,
and everyone including Marie is in one open room. Marie has created a skull with a victory flag on its
forehead as her department's corporate logo representing the "victory or die trying" motto for her group. The
group has succeeded in achieving some exceptional results in the past two years.

Marie's logo can be described as a(n):

A. ritual.
B. story.
C. espoused value.
D. ceremony.
E. symbol.

102. Scenario: Four Friends

Molly, Lily, Rosy, and Cathy are four friends working at four different organizations. In Molly's firm,
employees are both distant and disconnected from one another, whereas in Lily's company, it is quite the
opposite—employees are friendly and they all think alike. Rosy works for an organization where employees
think alike but are not friendly to one another. Finally, Cathy is at a firm where employees are friendly but
they think differently and do their own thing.

Molly's firm can be described as having which of the following culture types?

A. Communal
B. Mercenary
C. Networked
D. Fragmented
E. Collective
103. Scenario: Four Friends
Molly, Lily, Rosy, and Cathy are four friends working at four different organizations. In Molly's firm,
employees are both distant and disconnected from one another, whereas in Lily's company, it is quite the
opposite—employees are friendly and they all think alike. Rosy works for an organization where employees
think alike but are not friendly to one another. Finally, Cathy is at a firm where employees are friendly but
they think differently and do their own thing.

Lily's firm can be described as having a(n) _____ culture.

A. communal
B. mercenary
C. networked
D. fragmented
E. individualistic

104. Scenario: Four Friends

Molly, Lily, Rosy, and Cathy are four friends working at four different organizations. In Molly's firm,
employees are both distant and disconnected from one another, whereas in Lily's company, it is quite the
opposite—employees are friendly and they all think alike. Rosy works for an organization where employees
think alike but are not friendly to one another. Finally, Cathy is at a firm where employees are friendly but
they think differently and do their own thing.
Cathy's firm can be described as having which culture type?

A. Communal
B. Mercenary
C. Networked
D. Fragmented
E. Complex

105. Scenario: Four Friends

Molly, Lily, Rosy, and Cathy are four friends working at four different organizations. In Molly's firm,
employees are both distant and disconnected from one another, whereas in Lily's company, it is quite the
opposite—employees are friendly and they all think alike. Rosy works for an organization where employees
think alike but are not friendly to one another. Finally, Cathy is at a firm where employees are friendly but
they think differently and do their own thing.

Rosy's firm can be described as having a _____ culture.

A. communal
B. mercenary
C. networked
D. fragmented
E. collective
Essay Questions

106. Briefly describe the three major components of culture. Provide an example of each.

107. Identify and describe the six major types of artifacts.

108. Explain the general culture types based on the dimensions of solidarity and sociability.
109. Explain a customer service culture and its advantages.

110. Discuss the pros and cons of a strong culture.

111. What processes can be used to keep an organization's culture strong? Explain in brief.
112. Discuss the three stages of the socialization process.

113. How does the anticipatory stage of the socialization process differ from the encounter stage?

114. Discuss the qualities of a perfectly socialized employee.

115. Discuss the two common methods by which an organization can change its culture.

116. Why are mergers and acquisitions not considered one of the best methods to change an organization's
culture?

117. What is meant by person-organization fit? What are its advantages?

118. Explain the three ways in which organizations routinely and effectively help speed up the socialization
process of newcomers.
 Chapter 16 Organizational Culture Answer Key

True / False Questions

1. Organizational culture shapes and reinforces certain employee attitudes and behaviors by creating a
(p. 519) system of control over employees.

TRUE

Organizational culture shapes and reinforces certain employee attitudes and behaviors by creating a
system of control over employees.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Organizational Culture

2. Symbols, rituals, and espoused values are three major types of observable artifacts.
(p. 520)
FALSE

There are six major types of artifacts: symbols, physical structures, language, stories, rituals, and
ceremonies.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

3. Physical structures say a lot about a culture.

(p. 520)
TRUE

Physical structures say a lot about a culture.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
4. Ceremonies are the daily planned routines that occur in an organization.
(p. 521)
FALSE

Rituals are the daily or weekly planned routines that occur in an organization. Ceremonies are formal
events, generally performed in front of an audience of organizational members.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

5. Espoused values can range from published documents, such as a company's vision or mission statement,
(p. 522) to verbal statements made to employees by executives and managers.

TRUE

Espoused values can range from published documents, such as a company's vision or mission statement,
to verbal statements made to employees by executives and managers.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

6. When a company holds to its espoused values over time and regardless of the situations it operates in, the
(p. 522) values become less believable to employees.

FALSE

When a company holds to its espoused values over time and regardless of the situations it operates in, the
values become more believable both to employees and outsiders.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
7. It is easy to stay true to espoused values in times of economic downturns.
(p. 522)
FALSE

In times of economic downturns, staying true to espoused values is not always easy.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

8. Whatever a company's underlying assumptions are, its hidden beliefs are those that are the most likely to
(p. 523) dictate employee behavior and affect employee attitudes.

TRUE

Whatever a company's underlying assumptions are, its hidden beliefs are those that are the most likely to
dictate employee behavior and affect employee attitudes.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

9. Organizations that have cultures in which employees think alike but are not friendly to one another can
(p. 523) be considered communal cultures.

FALSE

Organizations that have cultures in which employees think alike but are not friendly to one another can
be considered mercenary cultures.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-02 What general and specific types can be used to describe an organization's culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
10. Organizations that have mercenary cultures are likely to be very political.
(p. 523)
TRUE

Organizations that have cultures in which employees think alike but are not friendly to one another can
be considered mercenary cultures. These types of organizations are likely to be very political, "what's in
it for me" environments.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-02 What general and specific types can be used to describe an organization's culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

11. As companies grow, they tend to move toward a networked culture, because solidarity is harder to foster
(p. 524) when groups get really large.

TRUE

As companies grow, they tend to move toward a networked culture, because solidarity is harder to foster
when groups get really large.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-02 What general and specific types can be used to describe an organization's culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

12. A positive service culture has been shown to reduce accidents and increase safety-based citizenship
(p. 525) behaviors.

FALSE

A positive safety culture has been shown to reduce accidents and increase safety-based citizenship
behaviors.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-02 What general and specific types can be used to describe an organization's culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
13. Creativity cultures affect the quality, not the quantity, of creative ideas within an organization.
(p. 526)
FALSE

Creativity cultures affect both the quantity and quality of creative ideas within an organization.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-02 What general and specific types can be used to describe an organization's culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

14. Strong cultures take a very long time to develop but are easy to change.
(p. 526)
FALSE

Strong cultures take a long time to develop and are very difficult to change.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-03 What makes a culture strong; and is it always good for an organization to have a strong culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

15. Strong cultures are always good cultures as they guide their employees toward the most successful
(p. 526) organizational outcomes.

FALSE

"Strong" cultures are not always "good" cultures. Strong cultures guide employee attitudes and
behaviors, but that does not always mean that they guide them toward the most successful organizational
outcomes.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-03 What makes a culture strong; and is it always good for an organization to have a strong culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

16. Subcultures unite a smaller subset of the organization's employees.

(p. 527)
TRUE

In some cases, the culture of an organization is not really strong or weak. Instead, there might be
subcultures that unite a smaller subset of the organization's employees.

AACSB: Analytic
 Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-03 What makes a culture strong; and is it always good for an organization to have a strong culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

17. Subcultures are more likely to exist in small companies.

(p. 528)
FALSE

Subcultures are more likely to exist in large organizations than they are in small companies.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-03 What makes a culture strong; and is it always good for an organization to have a strong culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

18. When the values of subcultures do not match those of the larger organization, they are known as
(p. 528) fragmented cultures.

FALSE

When the values of subcultures do not match those of the larger organization, the subcultures are called
countercultures.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-03 What makes a culture strong; and is it always good for an organization to have a strong culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

19. Attraction and selection processes do not always align employees' personalities with organizational
(p. 530) culture.

TRUE

Attraction and selection processes do not always align employees' personalities with organizational
culture—one reason voluntary and involuntary turnover occurs in every organization.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
20. An outsider can fully grasp or understand the culture of an organization simply by looking at artifacts
(p. 530) visible from outside the company.

FALSE

In reality, no outsider can fully grasp or understand the culture of an organization simply by looking at
artifacts visible from outside the company.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

21. The socialization process ends once the employee starts handling the job all by himself/herself.
(p. 530)
FALSE

Socialization is a process that begins before an employee starts work and does not end until an employee
leaves the organization.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

22. Socialization happens in five relatively distinct stages.

(p. 531)
FALSE

Socialization happens in three relatively distinct stages.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

23. The anticipatory stage begins the day an employee starts work.
(p. 531)
FALSE

The anticipatory stage happens prior to an employee spending even one second on the job. It starts the
moment a potential employee hears the name of the organization.

AACSB: Analytic
 Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

24. The goal of an organization's socialization efforts should be to minimize reality shock as much as
(p. 531) possible.

TRUE

The goal of the organization's socialization efforts should be to minimize reality shock as much as
possible.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

25. The length of the socialization process varies depending solely on the characteristics of the company.
(p. 531)
FALSE

The length of the socialization process varies depending on the characteristics of the employee, not just
the company.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

26. Mergers often result in the creation of a strong culture.

(p. 532)
FALSE

Mergers rarely result in the strong culture that managers hope will appear when they make the decision
to merge.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
27. One of the major reasons that one company purchases another is simply to acquire the technology that it
(p. 533) has.

TRUE

One of the major reasons that one company purchases another is simply to acquire the technology that it
has.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

28. When employees feel they fit with their organization's culture, the effects of fit on job performance are
(p. 535) very strong.

FALSE

When employees feel they fit with their organization's culture, they are much more likely to develop an
emotional attachment to the company. The effects of fit on job performance are weaker, however.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-05 What is person-organization fit and how does it affect job performance and organizational commitment?
Topic: How Important Is Organizational Culture?

29. One of the main disadvantages of realistic job previews is that it is very expensive.
(p. 535)
FALSE

One of the most inexpensive and effective ways of reducing early turnover among new employees is
through the use of realistic job previews.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-06 What steps can organizations take to make sure that newcomers will fit with their culture?
Topic: Application: Managing Socialization
30. Realistic job previews occur during the anticipatory stage of socialization during the recruitment
(p. 535) process.

TRUE

Realistic job previews (RJPs) occur during the anticipatory stage of socialization during the recruitment
process.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-06 What steps can organizations take to make sure that newcomers will fit with their culture?
Topic: Application: Managing Socialization

31. Orientation programs provide social knowledge, resources, and psychological support to the protégé both
(p. 537- at the beginning of employment and as the protégé continues his/her career with the company.
538)

FALSE

One effective way to start the socialization process is by having new employees attend some form of
newcomer orientation session. Mentoring provides social knowledge, resources, and psychological
support to the protégé both at the beginning of employment and as the protégé continues his/her career
with the company.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-06 What steps can organizations take to make sure that newcomers will fit with their culture?
Topic: Application: Managing Socialization

32. Mentoring has always existed in companies on a formal basis.

(p. 538)
FALSE

Mentoring has always existed in companies on an informal basis.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-06 What steps can organizations take to make sure that newcomers will fit with their culture?
Topic: Application: Managing Socialization
33. Scenario: Verve, Inc.
(p. 520) Marie is the department manager at Verve, Inc. She has been working in the position for five years.
Marie starts every Monday morning with a 60-minute department meeting where each member in the
department gets five minutes to report progress, share stories of success and failure, and seek general
input, advice, and information. Jeremy is responsible for sharing an anecdote, an account, or a legend
about the company for every first Monday of the month to keep everyone reminded of where they work
and what is important. Marie has created the workplace for her department in a totally open forum. There
are no walls or cubicles, and everyone including Marie is in one open room. Marie has created a skull
with a victory flag on its forehead as her department's corporate logo representing the "victory or die
trying" motto for her group. The group has succeeded in achieving some exceptional results in the past
two years.

The workspace of Marie's department with no walls or cubicles represents the observable artifact known
as a symbol.

FALSE

Symbols can be found throughout an organization, from its corporate logo to the images it places on its
website to the uniforms its employees wear. However, workspaces and open offices represent the
observable artifacts known as physical structures.

AACSB: Analytic
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
34. Scenario: Verve, Inc.
(p. 520) Marie is the department manager at Verve, Inc. She has been working in the position for five years.
Marie starts every Monday morning with a 60-minute department meeting where each member in the
department gets five minutes to report progress, share stories of success and failure, and seek general
input, advice, and information. Jeremy is responsible for sharing an anecdote, an account, or a legend
about the company for every first Monday of the month to keep everyone reminded of where they work
and what is important. Marie has created the workplace for her department in a totally open forum. There
are no walls or cubicles, and everyone including Marie is in one open room. Marie has created a skull
with a victory flag on its forehead as her department's corporate logo representing the "victory or die
trying" motto for her group. The group has succeeded in achieving some exceptional results in the past
two years.

What Marie and Jeremy are doing are parts of the observable artifacts component of culture.

TRUE

Observable artifacts are the manifestations of an organization's culture that employees can easily see or
talk about. They supply the signals that employees interpret to gauge how they should act during the
workday. There are six major types of artifacts: symbols, physical structures, language, stories, rituals,
and ceremonies.

AACSB: Analytic
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

Multiple Choice Questions

35. The shared social knowledge within an organization regarding the rules, norms, and values that shape the
(p. 518) attitudes and behaviors of its employees refers to organizational:

A. structure.
B. chart.
C. strength.
D. culture.
E. rituals.

Organizational culture is defined as the shared social knowledge within an organization regarding the
rules, norms, and values that shape the attitudes and behaviors of its employees.

AACSB: Analytic
 Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Organizational Culture

36. The three major components to any organizational culture are:

(p. 519)

A. observable artifacts, espoused values, and basic underlying assumptions.

B. observable artifacts, hidden artifacts, and semi-public artifacts.
C. internal values, espoused values, and external values.
D. symbols, physical structures, and ceremonies.
E. language, stories, and rituals.

There are three major components to any organization's culture: observable artifacts, espoused values,
and basic underlying assumptions.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

37. _____ are the manifestations of an organizational culture that everyone can see or talk about.
(p. 520)

A. Basic underlying assumptions

B. Observable artifacts
C. Espoused values
D. Safety cultures
E. Service cultures

Observable artifacts are the manifestations of an organization's culture that employees can easily see or
talk about.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
38. The physical layout of workspaces, dress codes, and the level of technology used are all examples of
(p. 520) _____ that are represented by the organization's culture.

A. basic underlying assumptions

B. espoused values
C. observable artifacts
D. mnemonics
E. subcultures

Observable artifacts are the manifestations of an organization's culture that employees can easily see or
talk about. There are six major types of artifacts: symbols, physical structures, language, stories, rituals,
and ceremonies.

AACSB: Analytic
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

39. Which of the following supply the primary means of transmitting an organization's culture to its
(p. 520) workforce?

A. Underlying assumptions
B. Artifacts
C. Espoused values
D. Competitive responses
E. Norms

Observable artifacts are the manifestations of an organization's culture that employees can easily see or
talk about. Artifacts supply the primary means of transmitting an organization's culture to its workforce.

AACSB: Analytic
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
40. During her stay at the Renaissance Hotel, Ginny noticed that all the staff wore the same color and style
(p. 520) of clothes. Which of the following layers of organizational culture would such a dress code represent?

A. Espoused values
B. Enacted values
C. Observable artifacts
D. Mnemonics
E. Basic underlying assumptions

Observable artifacts are the manifestations of an organization's culture that employees can easily see or
talk about. There are six major types of artifacts: symbols, physical structures, language, stories, rituals,
and ceremonies. Symbols can be found throughout an organization, from its corporate logo to the images
it places on its website to the uniforms its employees wear.

AACSB: Analytic
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

41. An organization's corporate logo is an example of a:

(p. 520)

A. symbol.
B. belief.
C. value.
D. ritual.
E. language.

Symbols can be found throughout an organization, from its corporate logo to the images it places on its
website to the uniforms its employees wear.

AACSB: Analytic
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
42. Nike's "swoosh" is an example of a:
(p. 520)

A. language.
B. belief.
C. value.
D. ritual.
E. symbol.

Symbols can be found throughout an organization, from its corporate logo to the images it places on its
website to the uniforms its employees wear. Examples include Nike's "swoosh" and Apple Computer's
"apple" logo.

AACSB: Analytic
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

43. _____ reflect(s) the jargon, slang, and slogans used within the walls of an organization.
(p. 520)

A. Rituals
B. Beliefs
C. Values
D. Language
E. Symbols

Language reflects the jargon, slang, and slogans used within the walls of an organization.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
44. _____ consist(s) of anecdotes, accounts, legends, and myths that are passed down from cohort to cohort
(p. 521) within an organization.

A. Rituals
B. Stories
C. Values
D. Language
E. Symbols

Stories consist of anecdotes, accounts, legends, and myths that are passed down from cohort to cohort
within an organization.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

45. The daily or weekly planned routines that occur in an organization are called:
(p. 521)

A. rituals.
B. stories.
C. values.
D. representations.
E. symbols.

Rituals are the daily or weekly planned routines that occur in an organization.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
46. At Rolce Technologies, the core design team of 10 employees has daily "stand-up" meetings. All the
(p. 521) core design team members gather standing up for a rapid-fire update on the project. These stand-up
meetings are representative of which of the following components of the organization's culture?

A. Stories
B. Ceremonies
C. Enacted values
D. Rituals
E. Symbols

Rituals are the daily or weekly planned routines that occur in an organization.

AACSB: Analytic
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

47. At Delta Diamonds, Inc., managers start every week with a two-hour meeting, focusing on goals for that
(p. 521) week and open communication between team members in their department and ways to achieve the
goals. This routine describes:

A. a ritual.
B. a story.
C. the company's values.
D. the company's language.
E. a symbol.

Rituals are the daily or weekly planned routines that occur in an organization.

AACSB: Analytic
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
48. Formal events that are generally performed in front of an audience of organizational members are known
(p. 522) as:

A. rituals.
B. stories.
C. ceremonies.
D. language.
E. symbols.

Ceremonies are formal events, generally performed in front of an audience of organizational members.
Some types of ceremonies revolve around celebrations for meeting quality goals, reaching a certain level
of profitability, or launching a new product.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

49. Every year, 7 Days, a large retail chain, organizes a large annual function in which it gives an "Employee
(p. 522) of the Year" award to a deserving employee, along with a $5,000 cash prize and an opportunity to launch
the retail chain's new product. This is an example of which of the following components of
organizational culture?

A. Stories
B. Symbols
C. Espoused values
D. Basic underlying assumptions
E. Ceremonies

Ceremonies are formal events, generally performed in front of an audience of organizational members.
Some types of ceremonies revolve around celebrations for meeting quality goals, reaching a certain level
of profitability, or launching a new product.

AACSB: Analytic
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
50. Which of the following are the beliefs, philosophies, and norms that a company explicitly states?
(p. 522)

A. Rituals
B. Stories
C. Ceremonies
D. Espoused values
E. Observable artifacts

Espoused values are the beliefs, philosophies, and norms that a company explicitly states.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

51. Quest, Inc., has a sign hanging in every employee's cubicle that reads: "Together we are greater than any
(p. 522) one of us." This is an example of a(n):

A. ritual.
B. espoused value.
C. enacted value.
D. basic underlying assumption.
E. physical structure.

Espoused values are the beliefs, philosophies, and norms that a company explicitly states. Espoused
values can range from published documents, such as a company's vision or mission statement, to verbal
statements made to employees by executives and managers.

AACSB: Analytic
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
52. The published mission statement at Dunlop, Inc., is an example of:
(p. 522)

A. espoused values.
B. stories.
C. basic underlying assumptions.
D. rituals.
E. observable artifacts.

Espoused values are the beliefs, philosophies, and norms that a company explicitly states. Espoused
values can range from published documents, such as a company's vision or mission statement, to verbal
statements made to employees by executives and managers.

AACSB: Analytic
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

53. Walker International has recently published its vision statement. This is an example of:
(p. 522)

A. observable artifacts.
B. stories.
C. basic underlying assumptions.
D. rituals.
E. espoused values.

Espoused values are the beliefs, philosophies, and norms that a company explicitly states. Espoused
values can range from published documents, such as a company's vision or mission statement, to verbal
statements made to employees by executives and managers.

AACSB: Analytic
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
54. _____ are the taken-for-granted beliefs and philosophies that are so ingrained that employees simply act
(p. 523) on them rather than questioning the validity of their behavior in a given situation.

A. Espoused values
B. Stories
C. Basic underlying assumptions
D. Rituals
E. Observable artifacts

Basic underlying assumptions are the taken-for-granted beliefs and philosophies that are so ingrained
that employees simply act on them rather than questioning the validity of their behavior in a given
situation.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

55. _____ represent the deepest and least observable part of a culture.
(p. 523)

A. Espoused values
B. Stories
C. Basic underlying assumptions
D. Rituals
E. Observable artifacts

Basic underlying assumptions are the taken-for-granted beliefs and philosophies that are so ingrained
that employees simply act on them rather than questioning the validity of their behavior in a given
situation. These assumptions represent the deepest and least observable part of a culture and may not be
consciously apparent, even to organizational veterans.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
56. _____ is/are the degree to which group members think and act alike, and _____ represent(s) how friendly
(p. 523) employees are to one another.

A. Espoused values; basic underlying assumptions

B. Solidarity; sociability
C. Basic underlying assumptions; observable artifacts
D. Sociability; solidarity
E. Observable artifacts; espoused values

Solidarity is the degree to which group members think and act alike, and sociability represents how
friendly employees are to one another.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-02 What general and specific types can be used to describe an organization's culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

57. At NoFrills Corporation, employees are distant and disconnected from one another. Based on this, the
(p. 523) organizational culture at NoFrills can be described as:

A. communal.
B. mercenary.
C. networked.
D. fragmented.
E. collective.

Organizations that are low on both dimensions (solidarity and sociability) have a fragmented culture in
which employees are distant and disconnected from one another.

AACSB: Analytic
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 16-02 What general and specific types can be used to describe an organization's culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
58. In organizations with fragmented cultures, there is _____ sociability and _____ solidarity.
(p. 523)

A. low; low
B. moderate; high
C. high; moderate
D. high; high
E. moderate; moderate

Organizations that are low on both dimensions (solidarity and sociability) have a fragmented culture in
which employees are distant and disconnected from one another.

Refer: Figure 16-2

AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 16-02 What general and specific types can be used to describe an organization's culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

59. In organizations with mercenary cultures, we tend to find _____ sociability and _____ solidarity.
(p. 523)

A. moderate; low
B. low; high
C. high; low
D. high; moderate
E. moderate; moderate

Organizations that have cultures in which employees think alike but are not friendly to one another can
be considered mercenary cultures.

Refer: Figure 16-2

AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 16-02 What general and specific types can be used to describe an organization's culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
60. In organizations with networked cultures, we tend to find _____ sociability and _____ solidarity.
(p. 523)

A. low; low
B. low; moderate
C. high; low
D. moderate; high
E. moderate; low

Cultures in which all employees are friendly to one another, but everyone thinks differently and does
his/her own thing, are networked cultures.

Refer: Figure 16-2

AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 16-02 What general and specific types can be used to describe an organization's culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

61. In organizations with communal cultures, there is _____ sociability and _____ solidarity.
(p. 523)

A. low; low
B. moderate; high
C. moderate; low
D. high; high
E. low; moderate

Organizations with friendly employees who all think alike are communal cultures.

AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 16-02 What general and specific types can be used to describe an organization's culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
62. Organizations that have cultures in which employees think alike but are not friendly to one another can
(p. 523) be considered _____ cultures.

A. communal
B. mercenary
C. networked
D. fragmented
E. collective

Organizations that have cultures in which employees think alike but are not friendly to one another can
be considered mercenary cultures.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-02 What general and specific types can be used to describe an organization's culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

63. The environment at National Studio, Inc., is very political and employees generally are always thinking
(p. 523) "What's in it for me?" Such a culture can be described as which of the following?

A. Communal
B. Mercenary
C. Networked
D. Fragmented
E. Collective

Organizations that have cultures in which employees think alike but are not friendly to one another can
be considered mercenary cultures. These types of organizations are likely to be very political, "what's in
it for me" environments.

AACSB: Analytic
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 16-02 What general and specific types can be used to describe an organization's culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
64. _____ cultures are those where all employees are friendly to one another, but everyone thinks differently
(p. 523) and does his/her own thing.

A. Communal
B. Mercenary
C. Networked
D. Fragmented
E. Complex

Cultures in which all employees are friendly to one another, but everyone thinks differently and does
his/her own thing, are networked cultures. Many highly creative organizations have a networked culture.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-02 What general and specific types can be used to describe an organization's culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

65. Organizations with friendly employees who all think alike are _____ cultures.
(p. 523)

A. communal
B. mercenary
C. networked
D. fragmented
E. individualistic

Organizations with friendly employees who all think alike are communal cultures.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-02 What general and specific types can be used to describe an organization's culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
66. Organizations that have successfully created a _____ culture have been shown to change employee
(p. 524) attitudes and behaviors toward customers.

A. service
B. mercenary
C. safety
D. fragmented
E. creativity

Organizations that have successfully created a service culture have been shown to change employee
attitudes and behaviors toward customers.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-02 What general and specific types can be used to describe an organization's culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

67. Manufacturing and medical companies have a tendency to create which of the following specific culture
(p. 525) types?

A. Creativity culture
B. Networked culture
C. Safety culture
D. Diversity culture
E. Communal culture

It is not uncommon for manufacturing or medical companies to go through a string of accidents or

injuries that potentially harm their employees. For these organizations, creating a safety culture is of
paramount importance.

AACSB: Analytic
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 16-02 What general and specific types can be used to describe an organization's culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
68. Which of the following culture types reduces treatment errors in medical settings?
(p. 525)

A. Creativity culture
B. Service culture
C. Safety culture
D. Diversity culture
E. Communal culture

A positive safety culture has been shown to reduce accidents and increase safety-based citizenship
behaviors. A safety culture also reduces treatment errors in medical settings.

AACSB: Analytic
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 16-02 What general and specific types can be used to describe an organization's culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

69. MicroTrac allows its engineers to spend 20 percent of their working time pursuing projects that they are
(p. 526) passionate about to encourage innovation at the organization. This describes which of the following
specific cultures?

A. Creativity culture
B. Service culture
C. Safety culture
D. Diversity culture
E. Communal culture

Given the importance of new ideas and innovation in many industries, it is understandable that some
organizations focus on fostering a creativity culture. Creativity cultures affect both the quantity and
quality of creative ideas within an organization.

AACSB: Reflective Thinking

Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 16-02 What general and specific types can be used to describe an organization's culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
70. A high level of _____ exists when employees definitively agree about the way things are supposed to
(p. 526) happen within the organization and when their subsequent behaviors are consistent with those
expectations.

A. culture shock
B. culture strength
C. ASA framework
D. safety culture
E. reality shock

A high level of culture strength exists when employees definitively agree about the way things are
supposed to happen within the organization (high consensus) and when their subsequent behaviors are
consistent with those expectations (high intensity).

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-03 What makes a culture strong; and is it always good for an organization to have a strong culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

71. _____ exist when the overall organizational culture is supplemented by another culture governing a more
(p. 528) specific set of employees.

A. ASA frameworks
B. Networked cultures
C. Subcultures
D. Countercultures
E. Reality shocks

Subcultures exist when the overall organizational culture is supplemented by another culture governing a
more specific set of employees. Subcultures are more likely to exist in large organizations than they are
in small companies.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-03 What makes a culture strong; and is it always good for an organization to have a strong culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
72. Which of the following is a disadvantage of a strong culture?
(p. 528)

A. It differentiates the organization from others.

B. It allows employees to identify themselves in the organization.
C. It attracts and retains similar kinds of employees.
D. It creates stability within the organization.
E. It facilitates the desired behaviors among employees.

One disadvantage of a strong culture is that it attracts and retains similar kinds of employees, thereby
limiting diversity of thought.

Refer: Table 16-2

AACSB: Reflective Thinking

Blooms: Understand
Difficulty: 3 Hard
Learning Objective: 16-03 What makes a culture strong; and is it always good for an organization to have a strong culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

73. Which of the following is an advantage of a strong culture?

(p. 528)

A. It makes merging with another organization more simple.

B. It allows employees to identify themselves with the organization.
C. It can be "too much of a good thing" if it creates extreme behaviors.
D. It makes adapting to the environment less difficult.
E. It attracts and retains similar kinds of employees.

One of the main advantages of strong culture is that it allows employees to identify with the
organization.

Refer: Table 16-2

AACSB: Reflective Thinking

Blooms: Understand
Difficulty: 3 Hard
Learning Objective: 16-03 What makes a culture strong; and is it always good for an organization to have a strong culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
74. The values of the marketing department culture at Clean Toothpaste Manufacturing, Inc., do not match
(p. 528) with those of the overall organization and it consistently challenges the values of Clean Toothpaste and
signifies the need for change. The marketing department's culture can be described as a(n):

A. ASA framework.
B. counterculture.
C. safety culture.
D. networked culture.
E. distractive culture.

When their values do not match those of the larger organization, we call subcultures countercultures.
Countercultures can sometimes serve a useful purpose by challenging the values of the overall
organization or signifying the need for change.

AACSB: Analytic
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 16-03 What makes a culture strong; and is it always good for an organization to have a strong culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

75. ASA in the "ASA framework," a process that can help keep culture of the organization strong, stands
(p. 529- for:
530)

A. anticipation-socialization-articulation.
B. attraction-selection-attrition.
C. ask-substitute-attract.
D. allocation-submission-anticipation.
E. assertion-supplementation-apprehension.

ASA stands for Attraction-Selection-Attrition. The ASA framework holds that potential employees will
be attracted to organizations whose cultures match their own personality, meaning that some potential
job applicants will not apply due to a perceived lack of fit.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
76. Which of the following hold(s) that potential employees will be attracted to organizations whose cultures
(p. 530) match their own personality, organizations will weed out the potential misfits, and the remaining misfits
will leave because of being unhappy or ineffective?

A. Mentoring
B. Countercultures
C. ASA framework
D. Socialization
E. Subcultures

The ASA (attraction-selection-attrition) framework holds that potential employees will be attracted to
organizations whose cultures match their own personality, meaning that some potential job applicants
will not apply due to a perceived lack of fit.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

77. _____ is/are the primary process by which employees learn the knowledge that enables them to
(p. 530) understand and adapt to the organization's culture.

A. Mentoring
B. Countercultures
C. ASA framework
D. Socialization
E. Subculturing

Socialization is the primary process by which employees learn the social knowledge that enables them to
understand and adapt to the organization's culture.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
78. Which of the following is a process that begins before an employee starts work and does not end until an
(p. 530) employee leaves the organization?

A. Mentoring
B. Counterculture
C. ASA framework
D. Socialization
E. Job analysis

Socialization is a process that begins before an employee starts work and does not end until an employee
leaves the organization.

AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

79. Which of the following represents the first stage in the socialization process?
(p. 531)

A. Attritio
n
B. Anticipatory
C. Encounter
D. Adaptation
E. Understanding

Socialization happens in three relatively distinct stages. The anticipatory stage happens prior to an
employee spending even one second on the job.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
80. Laura, currently employed at Regent International, is looking for a new job. In the process of doing so,
(p. 531) she comes across the website of Global Vision and finds that the values and culture of the company
match with her own personal values. She also learns about the various activities that take place in Global
Vision on a yearly basis and its various achievements. It is clear from this example that Laura is in the
_____ stage of the socialization process.

A. anticipatory
B. encounter
C. understanding
D. adaptation
E. attrition

Anticipatory socialization begins as soon as a potential employee develops an image of what it must be
like to work for a given company. The bulk of the information acquired during this stage occurs during
the recruitment and selection processes that employees go through prior to joining an organization.

AACSB: Reflective Thinking

Blooms: Apply
Difficulty: 3 Hard
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

81. Which of the following statements about the encounter stage of socialization is true?
(p. 531)

A. It happens prior to an employee spending even one second on the job.

B. New employees compare the information they acquired as outsiders during the first stage with what
the organization is really like now that they are insiders.
C. Newcomers come to learn the content areas of socialization and internalize the norms and expected
behaviors of the organization.
D. It is the adoption of the spoken and unspoken goals and values of the organization.
E. It is the last stage in the socialization process.

The encounter stage is the second stage in the socialization process. During this stage, new employees
compare the information they acquired as outsiders during the anticipatory stage with what the
organization is really like now that they are insiders.

AACSB: Analytic
Blooms: Understand
Difficulty: 3 Hard
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
82. Which stage of socialization begins the day an employee starts work?
(p. 531)

A. Encounter
B. Attritio
n
C. Anticipatory
D. Adaptation and understanding
E. Selection

The encounter stage begins the day an employee starts work.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

83. In your final semester, you are interviewing at Raintree, Inc. You have collected preliminary information
(p. 531) from Raintree's website and other employees. You are getting additional information during the
interview process from the managers. You can be described at which stage of the socialization process?

A. Encounter
B. Attritio
n
C. Anticipatory
D. Adaptation and understanding
E. Selection

Anticipatory socialization begins as soon as a potential employee develops an image of what it must be
like to work for a given company. The bulk of the information acquired during this stage occurs during
the recruitment and selection processes that employees go through prior to joining an organization.

AACSB: Analytic
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
84. You have recently been hired by TellMe, Inc. Today is your first day. You can be described at which
(p. 531) stage of the socialization process?

A. Encounter
B. Attritio
n
C. Anticipatory
D. Adaptation and understanding
E. Selection

The encounter stage begins the day an employee starts work.

AACSB: Analytic
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

85. Having recently started his job at 7 Days Supermarket, Peter was heard making a comment that
(p. 531) "Working at 7 Days Supermarket was not nearly what I expected it to be." This is an example of _____
that occurs in the _____ stage of the socialization process.

A. counterculture; encounter
B. reverse adaptation; attrition
C. culture shock; anticipatory
D. reality shock; encounter
E. reverse adaptation; understanding

During the encounter stage, new employees compare the information they acquired as outsiders during
the anticipatory stage with what the organization is really like now that they are insiders. To the degree
that the information in the two stages is similar, employees will have a smoother time adjusting to the
organization. Problems occur when the two sets of information do not quite match. This mismatch of
information is called reality shock.

AACSB: Reflective Thinking

Blooms: Apply
Difficulty: 3 Hard
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
86. The goal of an organization's socialization efforts should be to minimize _____ as much as possible.
(p. 531)

A. mentoring
B. diversity
C. reality shock
D. espoused values
E. newcomer orientation

The goal of the organization's socialization efforts should be to minimize reality shock as much as
possible.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

87. Which of the following is the final stage of the socialization process?
(p. 531)

A. Encounter
B. Attritio
n
C. Anticipatory
D. Understanding and adaptation
E. Selection

The final stage of socialization is one of understanding and adaptation. During this stage, newcomers
come to learn the content areas of socialization and internalize the norms and expected behaviors of the
organization.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
88. During which stage of socialization do newcomers come to learn the content areas of socialization and
(p. 531) internalize the norms and expected behaviors of the organization?

A. Encounter
B. Attritio
n
C. Anticipatory
D. Understanding and adaptation
E. Selection

The final stage of socialization is one of understanding and adaptation. During this stage, newcomers
come to learn the content areas of socialization and internalize the norms and expected behaviors of the
organization.

AACSB: Analytic
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

89. In which stage of socialization do employees adopt the goals and values of the organization, recognize
(p. 531) what the organization has been through, and converse with others in the organization using technical
language and specific terms that only insiders would comprehend?

A. Encounter
B. Attritio
n
C. Anticipatory
D. Understanding and adaptation
E. Selection

The final stage of socialization is one of understanding and adaptation. The employee has adopted the
goals and values of the organization, understands what the organization has been through, and can
converse with others in the organization using technical language and specific terms that only insiders
would understand.

AACSB: Analytic
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
90. In practice, there are two common ways to change a culture. They are:
(p. 532)

A. ASA framework and socialization.

B. changes in leadership and mergers or acquisitions.
C. ASA framework and changes in leadership.
D. socialization and mergers or acquisitions.
E. mergers and ASA framework.

In practice, two ways are common methods to change a culture: changes in leadership and mergers or
acquisitions.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

91. Who amongst the following represent probably the biggest driver of culture?
(p. 532)

A. Middle managers
B. Frontline employees
C. Top executives
D. First-line managers
E. Stockholders

There is perhaps no bigger driver of culture than the leaders and top executives of organizations.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
92. Most merged companies operate under a _____ for an extended period of time.
(p. 532)

A. strong culture
B. weak culture
C. subculture
D. differentiated culture
E. counterculture

Mergers rarely result in the strong culture that managers hope will appear when they make the decision
to merge. In fact, most merged companies operate under a differentiated culture for an extended period
of time.

AACSB: Analytic
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

93. _____ is the degree to which an individual's personality and values match the culture of an organization.
(p. 535)

A. ASA framework
B. Person-organization fit
C. Socialization
D. Mentoring
E. Organizational commitment

Person-organization fit is the degree to which a person's personality and values match the culture of an
organization.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-05 What is person-organization fit and how does it affect job performance and organizational commitment?
Topic: How Important Is Organizational Culture?
94. Realistic job previews occur during which stage of socialization?
(p. 535)

A. Encounter
B. Attritio
n
C. Anticipatory
D. Adaptation
E. Understanding

Realistic job previews (RJPs) occur during the anticipatory stage of socialization during the recruitment
process.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-06 What steps can organizations take to make sure that newcomers will fit with their culture?
Topic: Application: Managing Socialization

95. Which of the following involve(s) making sure a potential employee has an accurate picture of what
(p. 535- working for an organization is going to be like by providing both the positive and the negative aspects of
536)
the job?

A. Mentoring
B. Reality shock
C. Off-the-job training
D. Realistic job previews
E. Countercultures

Realistic job previews (RJPs) occur during the anticipatory stage of socialization during the recruitment
process. They involve making sure a potential employee has an accurate picture of what working for an
organization is going to be like by highlighting both the positive and the negative aspects of the job.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-06 What steps can organizations take to make sure that newcomers will fit with their culture?
Topic: Application: Managing Socialization
96. A process by which a junior-level employee develops a deep and long-lasting relationship with a more
(p. 537- senior-level employee within the organization refers to:
538)

A. mentoring.
B. promotion.
C. ASA framework.
D. socialization.
E. orientation.

Mentoring is a process by which a junior-level employee (protégé) develops a deep and long-lasting
relationship with a more senior-level employee (mentor) within the organization.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 16-06 What steps can organizations take to make sure that newcomers will fit with their culture?
Topic: Application: Managing Socialization

97. Which of the following tactics is designed to encourage adaptation to the organization's culture?
(p. 538)

A. Use no examples of what an employee is supposed to be like.

B. Constantly remind newcomers that they are now part of a group and that this new group helps define
who they are.
C. Allow newcomers to interact with current employees while they are being oriented.
D. Allow organizational membership regardless of whether or not any specific requirements have been
met.
E. Orient new employees by themselves.

Constantly reminding newcomers that they are now part of a group and that this new group helps define
who they are helps in encouraging adaptation to the organization's culture.

Refer: Table 16-4

AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 16-06 What steps can organizations take to make sure that newcomers will fit with their culture?
Topic: Application: Managing Socialization
98. Which of the following is a tactic designed to discourage adaptation to the organization's culture?
(p. 538)

A. Orient new employees along with a group of other new employees.

B. Provide hurdles that are required to be met prior to organizational membership.
C. Provide role models for newcomers.
D. Put newcomers through orientation apart from current organizational members.
E. Constantly affirm to newcomers that they are to be themselves and that they were chosen for the
organization based on who they are.

Constantly affirming to newcomers that they are to be themselves and that they were chosen for the
organization based on who they are discourages adaptation to the organization's culture.

Refer: Table 16-4

AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 16-06 What steps can organizations take to make sure that newcomers will fit with their culture?
Topic: Application: Managing Socialization

99. Scenario: Verve, Inc.

(p. 521) Marie is the department manager at Verve, Inc. She has been working in the position for five years.
Marie starts every Monday morning with a 60-minute department meeting where each member in the
department gets five minutes to report progress, share stories of success and failure, and seek general
input, advice, and information. Jeremy is responsible for sharing an anecdote, an account, or a legend
about the company for every first Monday of the month to keep everyone reminded of where they work
and what is important. Marie has created the workplace for her department in a totally open forum. There
are no walls or cubicles, and everyone including Marie is in one open room. Marie has created a skull
with a victory flag on its forehead as her department's corporate logo representing the "victory or die
trying" motto for her group. The group has succeeded in achieving some exceptional results in the past
two years.

What Marie does every Monday morning can be described as a(n):

A. ritual.
B. story.
C. espoused value.
D. ceremony.
E. symbol.

Rituals are the daily or weekly planned routines that occur in an organization.

AACSB: Analytic
Blooms: Apply
Difficulty: 2 Medium
 Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

100. Scenario: Verve, Inc.

(p. 521) Marie is the department manager at Verve, Inc. She has been working in the position for five years.
Marie starts every Monday morning with a 60-minute department meeting where each member in the
department gets five minutes to report progress, share stories of success and failure, and seek general
input, advice, and information. Jeremy is responsible for sharing an anecdote, an account, or a legend
about the company for every first Monday of the month to keep everyone reminded of where they work
and what is important. Marie has created the workplace for her department in a totally open forum. There
are no walls or cubicles, and everyone including Marie is in one open room. Marie has created a skull
with a victory flag on its forehead as her department's corporate logo representing the "victory or die
trying" motto for her group. The group has succeeded in achieving some exceptional results in the past
two years.

Jeremy has the responsibility for sharing which of the following every first Monday of the month?

A. Symbols
B. Stories
C. Espoused values
D. Ceremonies
E. Language

Stories consist of anecdotes, accounts, legends, and myths that are passed down from cohort to cohort
within an organization. Telling stories can be a major mechanism through which leaders and employees
describe what the company values or finds important.

AACSB: Analytic
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
101. Scenario: Verve, Inc.
(p. 520) Marie is the department manager at Verve, Inc. She has been working in the position for five years.
Marie starts every Monday morning with a 60-minute department meeting where each member in the
department gets five minutes to report progress, share stories of success and failure, and seek general
input, advice, and information. Jeremy is responsible for sharing an anecdote, an account, or a legend
about the company for every first Monday of the month to keep everyone reminded of where they work
and what is important. Marie has created the workplace for her department in a totally open forum. There
are no walls or cubicles, and everyone including Marie is in one open room. Marie has created a skull
with a victory flag on its forehead as her department's corporate logo representing the "victory or die
trying" motto for her group. The group has succeeded in achieving some exceptional results in the past
two years.

Marie's logo can be described as a(n):

A. ritual.
B. story.
C. espoused value.
D. ceremony.
E. symbol.

Symbols can be found throughout an organization, from its corporate logo to the images it places on its
website to the uniforms its employees wear.

AACSB: Analytic
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
102. Scenario: Four Friends
(p. 523) Molly, Lily, Rosy, and Cathy are four friends working at four different organizations. In Molly's firm,
employees are both distant and disconnected from one another, whereas in Lily's company, it is quite the
opposite—employees are friendly and they all think alike. Rosy works for an organization where
employees think alike but are not friendly to one another. Finally, Cathy is at a firm where employees are
friendly but they think differently and do their own thing.

Molly's firm can be described as having which of the following culture types?

A. Communal
B. Mercenary
C. Networked
D. Fragmented
E. Collective

Organizations that are low on both dimensions (solidarity and sociability) have a fragmented culture in
which employees are distant and disconnected from one another.

Refer: Figure 16-2

AACSB: Analytic
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 16-02 What general and specific types can be used to describe an organization's culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
103. Scenario: Four Friends
(p. 523) Molly, Lily, Rosy, and Cathy are four friends working at four different organizations. In Molly's firm,
employees are both distant and disconnected from one another, whereas in Lily's company, it is quite the
opposite—employees are friendly and they all think alike. Rosy works for an organization where
employees think alike but are not friendly to one another. Finally, Cathy is at a firm where employees are
friendly but they think differently and do their own thing.

Lily's firm can be described as having a(n) _____ culture.

A. communal
B. mercenary
C. networked
D. fragmented
E. individualistic

Organizations with friendly employees who all think alike are communal cultures.

Refer: Figure 16-2

AACSB: Analytic
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 16-02 What general and specific types can be used to describe an organization's culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
104. Scenario: Four Friends
(p. 523) Molly, Lily, Rosy, and Cathy are four friends working at four different organizations. In Molly's firm,
employees are both distant and disconnected from one another, whereas in Lily's company, it is quite the
opposite—employees are friendly and they all think alike. Rosy works for an organization where
employees think alike but are not friendly to one another. Finally, Cathy is at a firm where employees are
friendly but they think differently and do their own thing.
Cathy's firm can be described as having which culture type?

A. Communal
B. Mercenary
C. Networked
D. Fragmented
E. Complex

Cultures in which all employees are friendly to one another, but everyone thinks differently and does
his/her own thing, are networked cultures.

Refer: Figure 16-2

AACSB: Analytic
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 16-02 What general and specific types can be used to describe an organization's culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
105. Scenario: Four Friends
(p. 523) Molly, Lily, Rosy, and Cathy are four friends working at four different organizations. In Molly's firm,
employees are both distant and disconnected from one another, whereas in Lily's company, it is quite the
opposite—employees are friendly and they all think alike. Rosy works for an organization where
employees think alike but are not friendly to one another. Finally, Cathy is at a firm where employees are
friendly but they think differently and do their own thing.

Rosy's firm can be described as having a _____ culture.

A. communal
B. mercenary
C. networked
D. fragmented
E. collective

Organizations that have cultures in which employees think alike but are not friendly to one another can
be considered mercenary cultures.

Refer: Figure 16-2

AACSB: Analytic
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 16-02 What general and specific types can be used to describe an organization's culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

Essay Questions
106. Briefly describe the three major components of culture. Provide an example of each.
(p. 519-
523)

There are three major components to any organization's culture: observable artifacts, espoused values,
and basic underlying assumptions. Observable artifacts are the manifestations of an organization's
culture that employees can easily see or talk about. There are six major types of artifacts: symbols,
physical structures, language, stories, rituals, and ceremonies. Espoused values are the beliefs,
philosophies, and norms that a company explicitly states. Basic underlying assumptions are the taken-
for-granted beliefs and philosophies that are so ingrained that employees simply act on them rather than
questioning the validity of their behavior in a given situation.
Examples provided can vary from person to person but have to be in line with the meaning of the
respective components.

AACSB: Reflective Thinking

Blooms: Apply
Difficulty: 3 Hard
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

107. Identify and describe the six major types of artifacts.

(p. 520-
522)

The major types of artifacts are: symbols, physical structures, language, stories, rituals, and ceremonies.
Symbols can be found throughout an organization, from its corporate logo to the images it places on its
website to the uniforms its employees wear. Physical structures refer to the physical buildings, furniture,
room design, décor, etc. Language reflects the jargon, slang, and slogans used within the walls of an
organization. Stories consist of anecdotes, accounts, legends, and myths that are passed down from
cohort to cohort within an organization. Rituals are daily or weekly planned routines that occur in an
organization. Ceremonies are formal events, generally performed in front of an audience of
organizational members.

AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 16-01 What is organizational culture; and what are its components?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
108. Explain the general culture types based on the dimensions of solidarity and sociability.
(p. 523)

One popular general typology divides organizational culture along two dimensions: solidarity and
sociability. Solidarity is the degree to which group members think and act alike, and sociability
represents how friendly employees are to one another. Organizations that are low on both dimensions
have a fragmented culture in which employees are distant and disconnected from one another.
Organizations that have cultures in which employees think alike but are not friendly to one another can
be considered mercenary cultures. These types of organizations are likely to be very political, "what's in
it for me" environments. Cultures in which all employees are friendly to one another, but everyone thinks
differently and does his/her own thing, are networked cultures. Many highly creative organizations have
a networked culture. Organizations with friendly employees who all think alike are communal cultures.

Feedback: Refer: Figure 16-2

AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 16-02 What general and specific types can be used to describe an organization's culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

109. Explain a customer service culture and its advantages.

(p. 524-
525)

Many organizations try to create a customer service culture focused on service quality. Organizations
that have successfully created a service culture have been shown to change employee attitudes and
behaviors toward customers. These changes in attitudes and behaviors then manifest themselves in
higher levels of customer satisfaction and sales. Numerous companies claim that the sole reason for their
continued existence is their ability to create a service culture in their organization when it was not
originally present. Companies might go out of their way to hire customer-oriented employees, but
research also shows that a customer service culture can lead to even more customer-oriented behaviors
on the part of their employees and a larger bottom-line profit as a result.

AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 16-02 What general and specific types can be used to describe an organization's culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
110. Discuss the pros and cons of a strong culture.
(p. 526-
528)

A high level of culture strength exists when employees definitively agree about the way things are
supposed to happen within the organization (high consensus) and when their subsequent behaviors are
consistent with those expectations (high intensity). A strong culture serves to unite and direct employees.
Strong cultures take a long time to develop and are very difficult to change. Individuals working within
strong cultures are typically very aware of it. However, "strong" cultures are not always "good" cultures.
Strong cultures guide employee attitudes and behaviors, but that does not always mean that they guide
them toward the most successful organizational outcomes. Please refer to Table 16-2 on page 528 in the
text for the pros and cons of a strong culture.

AACSB: Reflective Thinking

Blooms: Understand
Difficulty: 3 Hard
Learning Objective: 16-03 What makes a culture strong; and is it always good for an organization to have a strong culture?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

111. What processes can be used to keep an organization's culture strong? Explain in brief.
(p. 529-
531)

Two processes can be used to keep an organization's culture strong: Attraction-selection-attrition (ASA)
framework and socialization. The ASA framework holds that potential employees will be attracted to
organizations whose cultures match their own personality, meaning that some potential job applicants
will not apply due to a perceived lack of fit. In addition, organizations will select candidates based on
whether their personalities fit the culture, further weeding out potential "misfits." Socialization is the
primary process by which employees learn the social knowledge that enables them to understand and
adapt to the organization's culture. It is a process that begins before an employee starts work and does
not end until an employee leaves the organization. Please refer to Figure 16-5 on page 530 in the text for
the six dimensions that are important areas in the process of socialization.

AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
112. Discuss the three stages of the socialization process.
(p. 531)

Socialization happens in three relatively distinct stages: anticipatory, encounter, and understanding and
adaptation. The anticipatory stage happens prior to an employee spending even one second on the job. It
starts the moment a potential employee hears the name of the organization. Anticipatory socialization
begins as soon as a potential employee develops an image of what it must be like to work for a given
company. The encounter stage begins the day an employee starts work. During this stage, new
employees compare the information they acquired as outsiders during the anticipatory stage with what
the organization is really like now that they are insiders. To the degree that the information in the two
stages is similar, employees will have a smoother time adjusting to the organization. The final stage of
socialization is one of understanding and adaptation. During this stage, newcomers come to learn the
content areas of socialization and internalize the norms and expected behaviors of the organization. The
important part of this stage is change on the part of the employee.

AACSB: Reflective Thinking

Blooms: Understand
Difficulty: 3 Hard
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

113. How does the anticipatory stage of the socialization process differ from the encounter stage?
(p. 531)

The anticipatory stage is the first stage of the socialization process. It happens prior to an employee
spending even one second on the job. It starts the moment a potential employee hears the name of the
organization. Anticipatory socialization begins as soon as a potential employee develops an image of
what it must be like to work for a given company. The bulk of information acquired during the
anticipatory stage occurs during the recruitment and selection processes that employees go through prior
to joining an organization. Relevant information includes the way employees are treated during the
recruitment process, the things that organizational insiders tell them about the organization, and any
other information employees acquire about what the organization is like and what working there entails.
The encounter stage is the second stage in the socialization process. It begins the day an employee starts
work. During this stage, new employees compare the information they acquired as outsiders during the
anticipatory stage with what the organization is really like now that they are insiders.

AACSB: Reflective Thinking

Blooms: Analyze
Difficulty: 3 Hard
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
114. Discuss the qualities of a perfectly socialized employee.
(p. 531)

A perfectly socialized employee is one who has adopted the goals and values of the organization,
understands what the organization has been through, and can converse with others in the organization
using technical language and specific terms that only insiders would understand. In addition, the
employee enjoys and gets along with other employees in the organization, knows who to go to in order to
make things happen, and understands and can perform the key functions of his/her job.

AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

115. Discuss the two common methods by which an organization can change its culture.
(p. 532)

In practice, organizations utilize two common methods to change their culture: changes in leadership and
mergers and acquisitions. There is perhaps no bigger driver of culture than the leaders and top executives
of organizations. Just as the founders and originators of organizations set the tone and develop the
culture of a new company, subsequent CEOs and presidents leave their mark on the culture. Many times,
leaders are expected simply to sustain the culture that has already been created. At other times, leaders
have to be a driving force for change as the environment around the organization shifts. This expectation
is one of the biggest reasons organizations change their top leadership.
Merging two companies with two distinct cultures is a surefire way to change the culture in an
organization. Merging two different cultures has major effects on the attitudes and behaviors of
organizational employees. Slightly less troublesome but still a major hurdle to overcome are acquisitions.
In most instances, the company doing the acquiring has a dominant culture to which the other is expected
to adapt.

AACSB: Reflective Thinking

Blooms: Understand
Difficulty: 3 Hard
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?
116. Why are mergers and acquisitions not considered one of the best methods to change an organization's
(p. 532- culture?
533)

Merging two companies with two distinct cultures is a surefire way to change the culture in an
organization. The problem is that there is just no way to know what the culture will look like after the
merger takes place. What the new culture will resemble is a function of both the strength of the two
cultures involved in the merger and how similar they are to each other. Ideally, a new culture would be
created out of a compromise in which the best of both companies is represented by the new culture.
Mergers rarely result in the strong culture that managers hope will appear when they make the decision
to merge. In fact, most merged companies operate under a differentiated culture for an extended period
of time. Some of them never really adopt a new identity, and when they do, many of them are seen as
failures by the outside world. This perception is especially true in global mergers, in which each of the
companies not only has a different organizational culture but is from a different country as well. Merging
two different cultures also sometimes has major adverse effects on the attitudes and behaviors of the
organizational employees. Slightly less troublesome but still a major hurdle to overcome are acquisitions.
In most instances, the company doing the acquiring has a dominant culture to which the other is expected
to adapt. One of the major reasons that one company purchases another is simply to acquire the
technology that it has. In such cases, the acquired company usually is expected to change to fit the
buyer's culture.

AACSB: Reflective Thinking

Blooms: Analyze
Difficulty: 3 Hard
Learning Objective: 16-04 How do organizations maintain their culture and how do they change it?
Topic: Why Do Some Organizations Have Different Cultures Than Others?

117. What is meant by person-organization fit? What are its advantages?

(p. 535)

Person-organization fit is the degree to which a person's personality and values match the culture of an
organization. Employees judge fit by thinking about the values they prioritize the most, then judging
whether the organization shares those values. Two recent meta-analyses illustrate the importance of
person-organization fit to employees. When employees feel that their values and personality match those
of the organization, they experience higher levels of job satisfaction and feel less stress about their day-
to-day tasks. They also feel higher levels of trust toward their managers. When employees feel they fit
with their organization's culture, they are much more likely to develop an emotional attachment to the
company. The effects of fit on job performance are weaker, however. In general, person-organization fit
is more related to citizenship behaviors than to task performance. Employees who sense a good fit are
therefore more likely to help their colleagues and "go the extra mile" to benefit the company.

AACSB: Reflective Thinking

Blooms: Understand
Difficulty: 3 Hard
Learning Objective: 16-05 What is person-organization fit and how does it affect job performance and organizational commitment?
Topic: How Important Is Organizational Culture?
118. Explain the three ways in which organizations routinely and effectively help speed up the socialization
(p. 535- process of newcomers.
538)

The three ways in which organizations routinely and effectively help speed up the socialization process
of newcomers are realistic job previews, orientation programs, and mentoring.
Realistic job previews (RJPs) occur during the anticipatory stage of socialization during the recruitment
process. They involve making sure a potential employee has an accurate picture of what working for an
organization is going to be like by highlighting both the positive and the negative aspects of the job.
Another effective way to start the socialization process is by having new employees attend some form of
newcomer orientation session. Orientation programs have been shown to be effective transmitters of
socialization content, such that those employees who complete orientation have higher levels of
satisfaction, commitment, and performance than those who do not.
Mentoring is a process by which a junior-level employee (protégé) develops a deep and long-lasting
relationship with a more senior-level employee (mentor) within the organization. The mentor can
provide social knowledge, resources, and psychological support to the protégé both at the beginning of
employment and as the protégé continues his/her career with the company. As organizations continue to
learn about the strong benefits of these relationships, they are more frequently instituting mentoring
programs that formally match newcomers with mentors.

AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 16-06 What steps can organizations take to make sure that newcomers will fit with their culture?
Topic: Application: Managing Socialization