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A) attention to detail
B) innovation and risk taking
C) process orientation
D) team orientation
E) outcome orientation
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A) low risk taking
B) high outcome orientation
C) high attention to detail
D) low aggressiveness
E) high stability
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A) post-arrival
B) metamorphosis
C) post-encounter
D) analysis
E) evaluation
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A) inform employees about changes in rules and policies
B) transmit company culture to employees
C) inform employees about latest technologies
D) communicate company strategies to the employees
E) update employees regarding performance of the company
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A) micro-cultures
B) subcultures
C) divisional cultures
D) microcosms
E) countercultures
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A) prearrival
B) preencounter
C) evaluation
D) post-arrival
E) post-encounter
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Multiple Choice
A) Today's trend toward decentralized organizations makes it easier to establish a strong culture.
B) In a virtual organization, a strong culture can be established quickly and easily.
C) Employees organized in teams always show greater allegiance to the values of the organization as a whole than to their team and its values.
D) Culture acts as a control mechanism and guides the behaviour of employees.
E) Cultures reduce the stability of the social system.
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A) attention to detail
B) outcome orientation
C) team orientation
D) people orientation
E) stability
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Essay
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A) rewarding more than punishing
B) building on organization strengths
C) emphasizing individual growth
D) encouraging intense unbridled competition
E) focusing on outcomes
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A) rewarding more than punishing
B) building on organization strengths
C) encouraging intense competition
D) building on employee strengths
E) emphasizing short-term gains
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A) autocratic culture
B) subculture
C) highly formalized culture
D) reflective culture
E) dominant culture
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Multiple Choice
A) Founder hires the only employees who think as he/she does.
B) Founder socializes employees to think and feel in similar ways.
C) Founder acts in ways which allow employees to identify with his/her beliefs.
D) Both A and B
E) All A, B, and C
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A) orientation
B) training
C) performance evaluation
D) selection
E) institutionalization
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Multiple Choice
A) Subcultures include core values of the organization.
B) Subcultures typically exist within a department.
C) When we talk about an organization's culture, we are referring to its subculture.
D) If organizations were composed only of numerous subcultures, organizational culture as an independent variable would be significantly less powerful.
E) Subcultures influence members' behaviour.
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A) its top management
B) its environment
C) the country in which the organization operates
D) its founders
E) the sociocultural backgrounds of its employees
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Multiple Choice
A) As compared to managers in Canada, managers in developing economies are less likely to see ethical decisions as embedded in a social environment.
B) Organizations can safely ignore local culture while establishing its operation in another country.
C) Generally, Canadian managers see bribery, nepotism, and favouring personal contacts as highly unethical.
D) Organizational cultures rarely reflect national culture.
E) Most Canadian managers do not view profit maximization as a moral obligation.
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Essay
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Multiple Choice
A) employees are encouraged to be innovative and take risks
B) management focuses on results or outcomes rather than on the techniques and processes used to achieve them
C) management decisions take into consideration the effect of outcomes on people within the organization
D) work activities are organized around teams rather than individuals
E) organizational activities emphasize maintaining the status quo in contrast to growth
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