Robbins Ob14 Tif16[1]

8/13/2019 Robbins Ob14 Tif16[1]

http://slidepdf.com/reader/full/robbins-ob14-tif161 1/58

Organizational Behavior, 14e (Robbins/Judge)

Chapter 16 Organizational Culture

1) Alessio's boss doesn't care whether Alessio works at home, at the office, or from his beachhouse. All he cares about is that the project is completed on time, on budget, and with exemplary

quality. hich characteristic of organi!ational culture best describes this aspect of Alessio's job"A) low risk taking#) high outcome orientation$) high attention to detail%) low aggressi&eness) high stabilityAnswer( #xplanation( utcome orientation is the organi!ational culture characteristic that describes thedegree to which management focuses on results or outcomes rather than on the techniques and processes used to achie&e them. Alessio's boss has a high focus on outcome.%iff( * +age ef( -*

/opic( hat 0s rgani!ational $ulture"kill( AA$#( Analytic killsbjecti&e( rgani!ational $ulture2uest. $ategory( Application3( 1

*) hich of the following is not a characteristic of organi!ational culture"A) attention to detail#) inno&ation$) formality orientation%) team orientation) outcome orientationAnswer( $xplanation( e&en primary characteristics seem to capture the essence of an organi!ation'sculture( inno&ation and risk taking, attention to detail, outcome orientation, people orientation,team orientation, aggressi&eness, and stability.%iff( * +age ef( -*/opic( hat 0s rgani!ational $ulture"kill( AA$#( Analytic killsbjecti&e( $haracteristics of an rgani!ational $ulture2uest. $ategory( $oncept4%efinitional3( 1

1

$opyright 5 *11 +earson ducation, 0nc.

8/13/2019 Robbins Ob14 Tif16[1]


6) 7ose is a manager for a manufacturing company in which managers are expected to fullydocument all decisions, and it is important to pro&ide detailed data to support anyrecommendations. hich characteristic of organi!ational culture best describes this aspect of7ose's job"A) low team orientation

#) high aggressi&eness$) low risk taking%) high stability) high people orientationAnswer( $xplanation( 0nno&ation and risk taking describes the degree to which employees are encouragedto be inno&ati&e and take risks. 7ose's company wants full research and documentation and seemsreluctant to take risks and is a low risk taking culture.%iff( * +age ef( -*/opic( hat 0s rgani!ational $ulture"kill( AA$#( Analytic kills

bjecti&e( Attention to %etail2uest. $ategory( Application3( 1

8) 99999999 orientation is the characteristic of organi!ational culture that addresses the degree towhich management decisions take into consideration the effect of outcomes on people within theorgani!ation.A) :umanistic#) $ommunity$) /eam%) +eople) elationshipAnswer( %xplanation( +eople orientation describes the degree to which management decisions take intoconsideration the effect of outcomes on people within the organi!ation. A company in whichmanagement is concerned with high producti&ity, regardless of the impact on employee moraleor turno&er rates low in people orientation.%iff( * +age ef( -*1/opic( hat 0s rgani!ational $ulture"kill( AA$#( Analytic killsbjecti&e( +eople rientation2uest. $ategory( $oncept4%efinitional3( 1

*


8/13/2019 Robbins Ob14 Tif16[1]


-) /he key characteristic of organi!ational culture that addresses the degree to which people arecompetiti&e rather than easygoing is termed 99999999.A) asserti&eness#) competiti&eness$) a&ersi&eness

%) risk taking) aggressi&enessAnswer( xplanation( Aggressi&eness describes the degree to which people are aggressi&e andcompetiti&e rather than easygoing.%iff( * +age ef( -*/opic( hat 0s rgani!ational $ulture"kill( AA$#( Analytic killsbjecti&e( Aggressi&eness2uest. $ategory( $oncept4%efinitional3( 1

;) 0n contrasting organi!ational culture with job satisfaction, organi!ational culture is a<n) 99999999 term, while job satisfaction is a<n) 99999999 term.A) predicti&e= reacti&e#) implied= stated$) reflecti&e= affecti&e%) descripti&e= e&aluati&e) inducti&e= deducti&eAnswer( %xplanation( /he concept of organi!ational culture is concerned with how employees percei&ethe characteristics of an organi!ation's culture, not whether they like them, and is therefore adescripti&e term. n the other hand, the concept of job satisfaction seeks to measure howemployees feel about the organi!ation's expectations, reward practices and therefore is ane&aluati&e term.%iff( * +age ef( -*1>-**/opic( hat 0s rgani!ational $ulture"kill( AA$#( Analytic killsbjecti&e( rgani!ational $ulture and 7ob atisfaction2uest. $ategory( $oncept4%efinitional3( 1

6


8/13/2019 Robbins Ob14 Tif16[1]


?) /he macro &iew of culture that gi&es an organi!ation its distinct personality is its 99999999culture.A) dominant#) sub>$) strong

%) national) marginalAnswer( Axplanation( A dominant culture expresses the core &alues shared by a majority of theorgani!ation's members. hen we talk about an organi!ation's culture, we are referring to itsdominant culture, which gi&es an organi!ation its distinct personality.%iff( 1 +age ef( -**/opic( hat 0s rgani!ational $ulture"kill( AA$#( Analytic killsbjecti&e( %ominant $ulture2uest. $ategory( $oncept4%efinitional

3( 1

@) 7ean works for :7$ publishing which is a publisher of scientific journals. /he company isdominated by low risk taking and high attention to detail. 7ean's department is also committed tohigh team orientation and pro&ides many team>building acti&ities in which 7ean and otherdepartment members work together and sociali!e. hich of the following statements bestdescribes 7ean's department"A) 0t represents the dominant culture.#) 0t does not include core &alues.$) 0t is a subculture sharing core &alues.%) /he organi!ational culture is undefined.) 0t has low stability.Answer( $xplanation( 7ean's department is a subculture that reflects the common situations, orexperiences faced by group members in the same department or location. 0t includes the core&alues of the dominant culture plus additional team &alues unique to members of the department.%iff( * +age ef( -**/opic( hat 0s rgani!ational $ulture"kill( AA$#( Analytic killsbjecti&e( %ominant $ulture2uest. $ategory( Application3( 1

8


8/13/2019 Robbins Ob14 Tif16[1]


) $ultures within an organi!ation that are defined by departmental designations are often called 99999999.A) micro>cultures#) subcultures$) di&isional cultures

%) microcosms) counter culturesAnswer( #xplanation( ubcultures tend to de&elop in large organi!ations to reflect common problems,situations, or experiences faced by groups of members in the same department or location. /he purchasing department can ha&e a subculture that includes the core &alues of the dominantculture plus additional &alues unique to members of the purchasing department.%iff( * +age ef( -**/opic( hat 0s rgani!ational $ulture"kill( AA$#( Analytic killsbjecti&e( ubcultures

2uest. $ategory( $oncept4%efinitional3( 1

1) hich characteristic is not reflecti&e of subcultures"A) includes core &alues of the organi!ation#) typically defined by department designations$) includes &alues shared only within the organi!ation%) can influence indi&iduals beha&ior ) includes &alues unique to members of a department or groupAnswer( $xplanation( ubcultures tend to de&elop in large organi!ations to reflect common problems,situations, or experiences faced by groups of members in the same department or location. /heyinclude the core &alues of the dominant culture plus additional &alues unique to members of adepartment. Bany organi!ations ha&e subcultures that can influence members' beha&ior.%iff( * +age ef( -**/opic( hat 0s rgani!ational $ulture"kill( AA$#( Analytic killsbjecti&e( ubcultures2uest. $ategory( $oncept4%efinitional3( 1

-


8/13/2019 Robbins Ob14 Tif16[1]


11) /he primary or dominant &alues that are accepted throughout the organi!ation are known as 99999999.A) foundational &alues#) core &alues$) shared &alues

%) institutional traits) manifestosAnswer( #xplanation( /he dominant culture includes the core &alues, the primary or dominant &alues thatare accepted throughout the organi!ation.%iff( 1 +age ef( -**>-*6/opic( hat 0s rgani!ational $ulture"kill( AA$#( Analytic killsbjecti&e( $ore Calues2uest. $ategory( $oncept4%efinitional3( 1

1*) hich of the following terms is part of the definition of a strong culture"A) little influence o&er members' beha&ior#) low beha&ioral controls$) narrowly shared &alues%) intensely held &alues) weakly held &aluesAnswer( %xplanation( 0n a strong culture, the organi!ation's core &alues are both intensely held and widelyshared. /he more members who accept the core &alues and the greater their commitment, thestronger the culture and the greater its influence on member beha&ior because the high degree ofsharedness and intensity creates an internal climate of high beha&ioral control.%iff( 1 +age ef( -**/opic( hat 0s rgani!ational $ulture"kill( AA$#( Analytic killsbjecti&e( trong $ultures2uest. $ategory( $oncept4%efinitional3( 1

;


8/13/2019 Robbins Ob14 Tif16[1]


16) 99999999 are indicators of a strong organi!ational culture.A) :igh le&els of dissension#) eak managers$) $ompletely hori!ontal organi!ational charts%) Darrowly defined roles

) idely shared &aluesAnswer( xplanation( 0n a strong culture, the organi!ation's core &alues are both intensely held and widelyshared. /he more members who accept the core &alues and the greater their commitment, thestronger the culture and the greater its influence on member beha&ior because the high degree ofsharedness and intensity creates an internal climate of high beha&ioral control.%iff( * +age ef( -**/opic( hat 0s rgani!ational $ulture"kill( AA$#( Analytic killsbjecti&e( trong $ultures2uest. $ategory( $oncept4%efinitional

3( 1

18) hich of the following is most likely to result from a strong organi!ational culture"A) low employee turno&er#) low employee satisfaction$) high employee turno&er%) high absenteeism) none of the abo&eAnswer( Axplanation( A strong culture should reduce employee turno&er, because it demonstrates highagreement about what the organi!ation represents. uch unanimity of purpose buildscohesi&eness, loyalty, and organi!ational commitment. /hese qualities, in turn, lessenemployees' propensity to lea&e.%iff( * +age ef( -**/opic( hat 0s rgani!ational $ulture"kill( AA$#( Analytic killsbjecti&e( trong $ultures2uest. $ategory( $oncept4%efinitional3( 1

?


8/13/2019 Robbins Ob14 Tif16[1]


1-) /he unanimity of a strong culture contributes to all of the following except 99999999.A) cohesi&eness#) loyalty$) higher product quality%) organi!ational commitment

) close ties between workers within the organi!ationAnswer( $xplanation( 0n a strong culture, the organi!ation's core &alues are both intensely held and widelyshared. uch unanimity of purpose builds cohesi&eness, loyalty, and organi!ational commitment./hese qualities, in turn, lessen employees' propensity to lea&e.%iff( * +age ef( -**/opic( hat 0s rgani!ational $ulture"kill( AA$#( Analytic killsbjecti&e( trong $ultures2uest. $ategory( $oncept4%efinitional3( 1

1;) A strong culture can act as a substitute for which of the following"A) institutionali!ation#) formali!ation$) sociali!ation%) organi!ational rules) social supportAnswer( #xplanation( :igh formali!ation creates predictability, orderliness, and consistency. A strongculture achie&es the same end without the need for written documentation. Eormali!ation andculture can be &iewed as two different roads to a common destination.%iff( * +age ef( -**/opic( hat 0s rgani!ational $ulture"kill( AA$#( Analytic killsbjecti&e( trong $ulture &ersus Eormali!ation2uest. $ategory( $oncept4%efinitional3( 1

@


8/13/2019 Robbins Ob14 Tif16[1]


1?) :igh formali!ation in an organi!ation creates all of the following except 99999999.A) predictability#) cohesi&eness$) orderliness%) consistency

) none of the abo&eAnswer( #xplanation( :igh formali!ation creates predictability, orderliness, and consistency. A strongculture achie&es the same end without the need for written documentation. Eormali!ation andculture can be &iewed as two different roads to a common destination.%iff( * +age ef( -**/opic( hat 0s rgani!ational $ulture"kill( AA$#( Analytic killsbjecti&e( Eormali!ation2uest. $ategory( $oncept4%efinitional3( *

1@) $ulture performs all the following functions except 99999999.A) displaying the dominance of particular organi!ations#) enhancing social system stability$) con&eying a sense of identity for organi!ation members%) facilitating commitment to something larger than indi&idual self>interest) defining boundariesAnswer( Axplanation( $ulture has a boundary>defining role. 0t con&eys a sense of identity for organi!ationmembers. $ulture facilitates the generation of commitment to something larger than indi&idualself>interest. 0t enhances the stability of the social system. 0t does not display organi!ationaldominance.%iff( * +age ef( -*6/opic( hat %o $ultures %o"kill( AA$#( Analytic killsbjecti&e( $ulture's Eunctions2uest. $ategory( $oncept4%efinitional3( *


8/13/2019 Robbins Ob14 Tif16[1]


1) As organi!ations ha&e widened spans of control, flattened structures, introduced teams,reduced formali!ation, and empowered employees, the 99999999 pro&ided by a strong cultureensures that e&eryone is pointed in the same direction.A) rules and regulations#) shared meaning

$) rituals%) sociali!ation) rigid hierarchyAnswer( #xplanation( /oday's trend toward decentrali!ed organi!ations makes culture more importantthan e&er. hen formal authority and control systems are reduced, culture's shared meaning points e&eryone in the same direction.%iff( 6 +age ef( -*8/opic( hat %o $ultures %o"kill( AA$#( Analytic killsbjecti&e( $ulture's Eunctions

2uest. $ategory( $oncept4%efinitional3( *

*) 7anice works for a pet store in which e&eryone is absolutely committed to the happiness ofthe animals. ften employees, bosses and hourly workers alike, come into the store Foff theclockF and spend time sociali!ing and training the animals. &eryone lo&es the store, theanimals, and their jobs. According to the information pro&ided, 7anice encounters a 99999999 inher job.A) positi&e safety climate#) positi&e performance climate$) negati&e safety climate%) positi&e di&ersity climate) negati&e performance climateAnswer( #xplanation( rgani!ational climate refers to the shared perceptions organi!ational membersha&e about their organi!ation and work en&ironment. hen e&eryone has the same generalfeelings about what's important, the effect of these attitudes will be more than the sum of theindi&idual parts. A person who encounters a positi&e climate for performance will think aboutdoing a good job more often and will belie&e others support his or her success. 7anice's job promotes a positi&e performance climate.%iff( * +age ef( -*8/opic( hat %o $ultures %o"kill( AA$#( Analytic kills

bjecti&e( $ulture's Eunctions2uest. $ategory( Application3( *

1


8/13/2019 Robbins Ob14 Tif16[1]


*1) 0nstitutionali!ation can be an asset and a liability. 0n which of the following situations is it aliability"A) 0t doesn't go out of business when a leader is changed.#) Acceptable modes of beha&ior are self e&ident to all.$) Baintaining the organi!ation becomes an end in itself.

%) /he organi!ation is &alued for itself.) /he organi!ation has a life apart from the founders.Answer( $xplanation( #eha&iors and habits that should be questioned and analy!ed become taken forgranted, which can stifle inno&ation and make maintaining the organi!ation's culture an end initself.%iff( * +age ef( -*-/opic( hat %o $ultures %o"kill( AA$#( Analytic killsbjecti&e( $ulture as a 3iability2uest. $ategory( $oncept4%efinitional

3( *

**) $ulture is most likely to be a liability when 99999999.A) it increases the consistency of beha&ior#) the organi!ation's en&ironment is dynamic$) the organi!ation's management is ineffectual%) it reduces ambiguity) countercultures are integrated into the dominant culturesAnswer( #xplanation( $ulture is a liability when the shared &alues are not in agreement with those thatfurther the organi!ation's effecti&eness. /his is most likely when an organi!ation's en&ironmentis dynamic, undergoing rapid change, and its entrenched culture may no longer be appropriate.%iff( * +age ef( -*-/opic( hat %o $ultures %o"kill( AA$#( Analytic killsbjecti&e( #arriers to $hange2uest. $ategory( $oncept4%efinitional3( *

11


8/13/2019 Robbins Ob14 Tif16[1]


*6) $onsistency of beha&ior is an asset to an organi!ation when it faces 99999999.A) a dynamic en&ironment#) an unknown en&ironment$) social uphea&al%) massi&e changes

) a stable en&ironmentAnswer( xplanation( $onsistency of beha&ior, an asset in a stable en&ironment, may then burden theorgani!ation and make it difficult to respond to changes. trong cultures worked well for them inthe past but become barriers to change when Fbusiness as usualF is no longer effecti&e.%iff( * +age ef( -*-/opic( hat %o $ultures %o"kill( AA$#( Analytic killsbjecti&e( #arriers to $hange2uest. $ategory( $oncept4%efinitional3( *

*8) 0n recent years, 99999999 has become the primary concern in acquisitions and mergers.A) cultural compatibility#) cultural synergy$) financial ad&antages%) product synergy) &alue dominanceAnswer( Axplanation( :istorically, when management looked at acquisition or merger decisions, the keyfactors were financial ad&antage and product synergy. 0n recent years, cultural compatibility has become the primary concern. All things being equal, whether the acquisition actually worksseems to ha&e more to do with how well the two organi!ations' cultures match up.%iff( * +age ef( -*-/opic( hat %o $ultures %o"kill( AA$#( Analytic killsbjecti&e( #arriers to Acquisitions and Bergers2uest. $ategory( $oncept4%efinitional3( *

1*


8/13/2019 Robbins Ob14 Tif16[1]


*-) /he ultimate source of an organi!ation's culture is 99999999.A) top management#) the en&ironment$) the country in which the organi!ation operates%) the organi!ation's founders

) the belief systems of it employeesAnswer( %xplanation( An organi!ation's customs, traditions, and general way of doing things are largelydue to what it has done before and how successful it was in doing it. #ecause of this, the ultimatesource of an organi!ation's culture tends to be its founders.%iff( * +age ef( -*;/opic( $reating and ustaining $ulturekill( AA$#( Analytic killsbjecti&e( $ulture $reation2uest. $ategory( $oncept4%efinitional3( 6

*;) $ulture creation occurs in all of the following ways except when 99999999.A) founders hire and keep employees who think and feel the way they do#) founders indoctrinate and sociali!e employees to their way of thinking and feeling$) founders de&elop their &ision co&ertly%) founders' beha&ior acts as a role model) founders refuse to be constrained by pre&ious ideologiesAnswer( $xplanation( $ulture creation occurs in three ways. Eirst, founders hire and keep only employeeswho think and feel the same way they do. econd, they indoctrinate and sociali!e theseemployees to their way of thinking and feeling. And finally, the founders' own beha&iorencourages employees to identify with them and internali!e their beliefs, &alues, andassumptions.%iff( * +age ef( -*;/opic( $reating and ustaining $ulturekill( AA$#( Analytic killsbjecti&e( $ulture $reation2uest. $ategory( $oncept4%efinitional3( 6

16


8/13/2019 Robbins Ob14 Tif16[1]


*?) All of the following are factors that ser&e to sustain organi!ational cultures except 99999999.A) selection#) orientation$) sociali!ation%) top management

) frugalityAnswer( xplanation( /hree forces play a particularly important part in sustaining a culture( selection andorientation practices, the actions of top management, and sociali!ation methods.%iff( * +age ef( -*?/opic( $reating and ustaining $ulturekill( AA$#( Analytic killsbjecti&e( ustaining $ulture2uest. $ategory( $oncept4%efinitional3( 6

*@) /he selection process helps sustain the organi!ation's culture by 99999999.A) establishing and enforcing norms#) ensuring that candidates fit well within the organi!ation$) sociali!ing the applicant%) identifying indi&iduals who ha&e the skills to perform certain jobs) rewarding conformityAnswer( #xplanation( election is a two>way street, allowing employer or applicant to a&oid a mismatchand sustaining an organi!ation's culture by selecting out those who might attack or undermine itscore &alues.%iff( * +age ef( -*?/opic( $reating and ustaining $ulturekill( AA$#( Analytic killsbjecti&e( election2uest. $ategory( $oncept4%efinitional3( 6

18


8/13/2019 Robbins Ob14 Tif16[1]


8/13/2019 Robbins Ob14 Tif16[1]


61) /he process through which employees are adapted to an organi!ation's culture is called 99999999.A) personali!ation#) mentoring$) sociali!ation

%) institutionali!ation) intimidationAnswer( $xplanation( Do matter how good a job the organi!ation does in recruiting and selection, newemployees are not fully indoctrinated in the organi!ation's culture and can disrupt beliefs andcustoms already in place. /he process that helps new employees adapt to the pre&ailing culture issociali!ation.%iff( * +age ef( -*@/opic( $reating and ustaining $ulturekill( AA$#( Analytic killsbjecti&e( ociali!ation

2uest. $ategory( $oncept4%efinitional3( 6

6*) 7ennifer is opening a new clothing boutique and she wants to culti&ate a positi&e, hip, cultureat the store. hich of the following is not something that 7ennifer could do to create the culturethat she desires"A) :ire sales staff that wears the style of clothing that she intends to promote.#) %ress in &ery modern and hip fashions for her staff inter&iews.$) ffer the staff flexible schedules that coordinate with their hobbies or studies.%) stablish firm rules and dress codes during the staff orientation session.) $learly express in a mission statement the type of ser&ice desired at the store.Answer( %xplanation( /hree forces play a particularly important part in sustaining a culture( selection andorientation practices, the actions of top management, and sociali!ation methods. 7ennifer shouldhire people that fit her &alues in attitude and dress, offer positi&e work schedules and express herstatement. he should not ha&e high formali!ation in the form of rules.%iff( * +age ef( -*?>-*@/opic( $reating and ustaining $ulturekill( AA$#( Analytic killsbjecti&e( tages of ociali!ation2uest. $ategory( Application3( 6

1;


8/13/2019 Robbins Ob14 Tif16[1]


66) /he correct order for the stages of the sociali!ation process is 99999999.A) prearri&al, metamorphosis, encounter#) prearri&al, encounter, ritual$) prearri&al, ritual, encounter%) prearri&al, encounter, metamorphosis

) prearri&al, ritual, arri&alAnswer( %xplanation( e can think of sociali!ation as a process with three stages( prearri&al, encounter,and metamorphosis.%iff( * +age ef( -*@/opic( $reating and ustaining $ulturekill( AA$#( Analytic killsbjecti&e( tages of ociali!ation2uest. $ategory( $oncept4%efinitional3( 6

68) lsa joined her new law firm expecting to ha&e a part in exciting en&ironmental law cases,and cutting edge research. After one month at the firm she still hasn't been assigned a case andspends most of her time filing standardi!ed appeals for title disputes with insurance companies.0n which stage of the sociali!ation process is lsa"A) prearri&al#) encounter$) metamorphosis%) ritual) systemicAnswer( #xplanation( n entry into the organi!ation, the new member enters the encounter stage andconfronts the possibility that expectations, about the job, co>workers, the boss, and theorgani!ation in general, may differ from reality. lsa is in the encounter stage.%iff( * +age ef( -*/opic( $reating and ustaining $ulturekill( AA$#( Analytic killsbjecti&e( ncounter tage2uest. $ategory( Application3( 6

1?


8/13/2019 Robbins Ob14 Tif16[1]


6-) /he employee compares her expectations to organi!ational reality in which stage ofsociali!ation"A) prearri&al#) encounter$) metamorphosis

%) ritual) analysisAnswer( #xplanation( n entry into the organi!ation, the new member enters the encounter stage andconfronts the possibility that expectations, about the job, co>workers, the boss, and theorgani!ation in general, may differ from reality.%iff( * +age ef( -*/opic( $reating and ustaining $ulturekill( AA$#( Analytic killsbjecti&e( ncounter tage2uest. $ategory( $oncept4%efinitional

3( 6

6;) 0f there is a basic conflict between the indi&idual's expectations and the reality of working inan organi!ation, the employee is most likely to be disillusioned and quit during which stage ofsociali!ation"A) prearri&al#) ritual$) encounter%) metamorphosis) reflectionAnswer( $xplanation( n entry into the organi!ation, the new member enters the encounter stage andconfronts the possibility that expectations, about the job, co>workers, the boss, and theorgani!ation in general, may differ from reality. A new member may become disillusionedenough with the reality to resign.%iff( * +age ef( -*/opic( $reating and ustaining $ulturekill( AA$#( Analytic killsbjecti&e( ncounter tage2uest. $ategory( $oncept4%efinitional3( 6

1@


8/13/2019 Robbins Ob14 Tif16[1]


6?) /he time when a new employee sees what the organi!ation is really like and reali!es thatexpectations and reality may di&erge is called the 99999999 stage.A) encounter#) exploration$) establishment

%) metamorphosis) mirroringAnswer( Axplanation( n entry into the organi!ation, the new member enters the encounter stage andconfronts the possibility that expectations, about the job, co>workers, the boss, and theorgani!ation in general, may differ from reality.%iff( * +age ef( -*/opic( $reating and ustaining $ulturekill( AA$#( Analytic killsbjecti&e( ncounter tage2uest. $ategory( $oncept4%efinitional

3( 6

6@) 7a&ier is starting a job for an ad&ertising agency as a graphic designer. :e is highly creati&e.hich of the following sociali!ation options would be least effecti&e in 7a&ier's culturalsociali!ation process"A) 7a&ier in allowed to begin designing a small portion of a project without any formal training.#) 7a&ier's boss feels that 7a&ier's skills and experience require little training.$) 7a&ier is not expected to ad&ance to taking on his own project until he's ready%) 7a&ier is appointed a mentor and is told he must follow his mentor's directions.) 7a&ier is sociali!ed through lunches with each of his team members.Answer( %xplanation( $reati&e fields, such as ad&ertising, rely on indi&idual practices. /heir programs areinformal, indi&idual, random, &ariable, and disjuncti&e and emphasi!e in&estiture and are morelikely to gi&e newcomers an inno&ati&e sense of their role and methods of working. 7a&ier would be better left alone, without a mentor tightly monitoring his work.%iff( 6 +age ef( -6/opic( $reating and ustaining $ulturekill( AA$#( Analytic killsbjecti&e( ociali!ation2uest. $ategory( Application3( 6

1


8/13/2019 Robbins Ob14 Tif16[1]


6) Dew employees are usually comfortable with their organi!ations by the end of the 99999999stage of sociali!ation.A) encounter#) exploration$) establishment

%) metamorphosis) adaptationAnswer( %xplanation( /o work out any problems disco&ered during the encounter stage, the new memberchanges or goes through the metamorphosis stage, by the end of which they are usuallycomfortable in their new position.%iff( * +age ef( -*>-6/opic( $reating and ustaining $ulturekill( AA$#( Analytic killsbjecti&e( Betamorphosis tage2uest. $ategory( $oncept4%efinitional

3( 6

8) hich of the following is not a means of transmitting culture within an organi!ation"A) stories#) a&ersion therapy$) rituals%) language) material symbolsAnswer( #xplanation( $ulture is transmitted to employees in a number of forms, the most potent beingstories, rituals, material symbols, and language.%iff( * +age ef( -6/opic( :ow mployees 3earn $ulturekill( AA$#( Analytic killsbjecti&e( /ransmitting $ulture2uest. $ategory( $oncept4%efinitional3( 8

*


8/13/2019 Robbins Ob14 Tif16[1]


81) 99999999 typically contain<s) a narrati&e of e&ents about the organi!ation's founders, rule breaking, or reactions to past mistakes.A) tories#) Baterial symbols$) ituals

%) 3anguage) eflectionsAnswer( Axplanation( tories circulate through organi!ations. /hey typically contain a narrati&e of e&entsabout the organi!ation's founders, rule breaking, rags>to>riches successes, reductions in theworkforce, relocation of employees, reactions to past mistakes, and organi!ational coping.%iff( * +age ef( -61/opic( :ow mployees 3earn $ulturekill( AA$#( Analytic killsbjecti&e( tories2uest. $ategory( $oncept4%efinitional

3( 8

8*) +hil is new at 7+ $orp, but after a week he already knows that the founder of thecorporation started the business in his garage with only G1, and one client. /his informationwas most likely transmitted to +hil by way of 99999999.A) stories#) material symbols$) rituals%) language) reflectionsAnswer( Axplanation( +hil most likely knows this legend through the passing of stories. tories circulatethrough organi!ations. /hey typically contain a narrati&e of e&ents about the organi!ation'sfounders, rule breaking, rags>to>riches successes, reductions in the workforce, relocation ofemployees, and organi!ational coping.%iff( * +age ef( -61/opic( :ow mployees 3earn $ulturekill( AA$#( Analytic killsbjecti&e( tories2uest. $ategory( Application3( 8

*1


8/13/2019 Robbins Ob14 Tif16[1]


86) 99999999 help<s) employees understand the history and past actions of an organi!ation, andmake the current organi!ational culture more legitimate.A) tories#) Baterial symbols$) ituals

%) 3anguage) eflectionsAnswer( Axplanation( tories anchor the present in the past and explain and legitimate current practices.%iff( * +age ef( -61/opic( :ow mployees 3earn $ulturekill( AA$#( Analytic killsbjecti&e( tories2uest. $ategory( Application3( 8

88) hich of the following is not an example of stories"A) how the new standard operating procedures will be implemented#) how the founders started the company$) how the workforce grew from three to three hundred in one year%) how the company had to cut one thousand employees last year ) how the company redesigned their product after near bankruptcyAnswer( Axplanation( tories circulate through organi!ations. /hey typically contain a narrati&e of e&entsabout the organi!ation's founders, rule breaking, rags>to>riches successes, reductions in theworkforce, relocation of employees, and organi!ational coping. 0mplementation of operating procedures are not considered stories.%iff( * +age ef( -61/opic( :ow mployees 3earn $ulturekill( AA$#( Analytic killsbjecti&e( tories2uest. $ategory( Application3( 8

**


8/13/2019 Robbins Ob14 Tif16[1]


8-) hich one of the following terms is not a component of rituals"A) material symbols#) sequenced acti&ities$) repetition%) key &alues

) reinforcementAnswer( Axplanation( ituals are repetiti&e sequences of acti&ities that express and reinforce the key&alues of the organi!ation, what goals are most important, which people are important, andwhich people are expendable.%iff( * +age ef( -61/opic( :ow mployees 3earn $ulturekill( AA$#( Analytic killsbjecti&e( ituals2uest. $ategory( $oncept4%efinitional3( 8

8;) ituals perform all of the following functions except that of 99999999.A) reinforcing the key &alues of the organi!ation#) emphasi!ing the organi!ation's goals$) re&ealing the company's bottom line in terms of net profit%) reinforcing the company's perspecti&e on which people are important) re&ealing the company's &iew of which people are expendableAnswer( $xplanation( ituals are repetiti&e sequences of acti&ities that express and reinforce the key&alues of the organi!ation, what goals are most important, which people are important, andwhich people are expendable.%iff( * +age ef( -61/opic( :ow mployees 3earn $ulturekill( AA$#( Analytic killsbjecti&e( ituals2uest. $ategory( $oncept4%efinitional3( 8

*6


8/13/2019 Robbins Ob14 Tif16[1]


8?) All of the following are examples of rituals except 99999999.A) anni&ersary parties honoring long>time employees#) annual award meetings$) fraternity initiations%) the placement of offices within corporate headquarters

) singing company songsAnswer( %xplanation( ituals are repetiti&e sequences of acti&ities that express and reinforce the key&alues of the organi!ation, what goals are most important, which people are important, andwhich people are expendable. ffice placement is not a ritual.%iff( * +age ef( -61/opic( :ow mployees 3earn $ulturekill( AA$#( Analytic killsbjecti&e( ituals2uest. $ategory( Application3( 8

8@) All of the following are examples of material symbols except 99999999.A) top executi&es' use of the company jet#) a swimming pool for the employees to use$) new employee orientations%) luxury cars for executi&es) pri&ate parking spotsAnswer( $xplanation( /he layout of corporate headquarters, the types of automobiles top executi&es aregi&en, company swimming pools, and the presence or absence of corporate aircraft are a fewexamples of material symbols. thers include the si!e of offices, the elegance of furnishings,executi&e perks, and attire.%iff( * +age ef( -61/opic( :ow mployees 3earn $ulturekill( AA$#( Analytic killsbjecti&e( Baterial ymbols2uest. $ategory( Application3( 8

*8


8/13/2019 Robbins Ob14 Tif16[1]


8) hich of the following is not a message con&eyed by material symbols"A) who is important#) top management's egalitarianism$) who is going to be hired or fired%) appropriate risk>taking beha&ior

) appropriate authoritarian beha&ior Answer( $xplanation( Baterial symbols such as the si!e of offices, the elegance of furnishings, executi&e perks, and attire, con&ey to employees who is important, the degree of egalitarianism topmanagement desires, and the kinds of beha&ior that are appropriate, such as risk taking,conser&ati&e, authoritarian, participati&e, indi&idualistic, or social.%iff( * +age ef( -61/opic( :ow mployees 3earn $ulturekill( AA$#( Analytic killsbjecti&e( Baterial ymbols2uest. $ategory( $oncept4%efinitional

3( 8

-) An organi!ational culture most likely to shape high ethical standards is one that 99999999.A) is high in risk tolerance#) is low>to>moderate in aggressi&eness$) focuses on means as well as outcomes%) all of the abo&e) none of the abo&eAnswer( %xplanation( /he organi!ational culture most likely to shape high ethical standards among itsmembers is one that's high in risk tolerance, low to moderate in aggressi&eness, and focused onmeans as well as outcomes.%iff( * +age ef( -6*/opic( $reating an thical rgani!ational $ulturekill( AA$#( thical easoningbjecti&e( thical rgani!ational $ulture2uest. $ategory( $oncept4%efinitional3( -

*-


8/13/2019 Robbins Ob14 Tif16[1]


-1) /o create a more ethical culture, management should do all of the following except 99999999.A) ser&e as a &isible role model#) co&er up unethical acts$) pro&ide ethical training

%) communicate ethical expectations) pro&ide protecti&e mechanismsAnswer( #xplanation( esearch suggests managers can ha&e an effect on the ethical beha&ior ofemployees by adhering to the following principles( be a &isible role model, communicate ethicalexpectations, pro&ide ethical training, and pro&ide protecti&e mechanisms.%iff( * +age ef( -66/opic( $reating an thical rgani!ational $ulturekill( AA$#( Analytic kills= thical easoningbjecti&e( $reating an thical rgani!ational $ulture2uest. $ategory( $oncept4%efinitional

3( -

-*) +hyllis works for a corporation that recently fired three top managers who were caught usingthe company credit cards to la&ishly furnish their offices and e&en purchase FofficeF furniturethat was found in their personal homes. hich method of maintaining an ethical culture is+hyllis's company pursuing"A) ser&e as a &isible role model#) communicate ethical expectations$) pro&ide ethical training%) &isibly punish unethical acts) pro&ide protecti&e mechanismsAnswer( %xplanation( esearch suggests managers can ha&e an effect on the ethical beha&ior ofemployees by adhering to the following principles( be a &isible role model, communicate ethicalexpectations, pro&ide ethical training, and pro&ide protecti&e mechanisms. 0n this example thecompany is &isibly punishing unethical acts.%iff( * +age ef( -66/opic( $reating an thical rgani!ational $ulturekill( AA$#( Analytic kills= thical easoningbjecti&e( $reating an thical rgani!ational $ulture2uest. $ategory( Application3( -

*;


8/13/2019 Robbins Ob14 Tif16[1]


-6) hat does a positi&e organi!ational culture do"A) uses negati&e reinforcement and punishment#) rarely uses rewards$) emphasi!es indi&idual growth%) emphasi!es building on the organi!ation's strengths

) emphasi!es organi!ational &italityAnswer( $xplanation( A positi&e organi!ational culture emphasi!es building on employee strengths,rewards more than it punishes, and emphasi!es indi&idual &itality and growth.%iff( * +age ef( -68/opic( $reating a +ositi&e rgani!ational $ulturekill( AA$#( Analytic killsbjecti&e( $reating a +ositi&e rgani!ational $ulture2uest. $ategory( $oncept4%efinitional3( ;

-8) 3arry has an employee that is ama!ing at clearly seeing rules and enforcing them. :e hasrecently promoted her to the lead position in quality assurance. hich aspect of creating a positi&e organi!ational culture is 3arry utili!ing"A) rewarding more than punishing#) building on organi!ation strengths$) emphasi!e indi&idual growth%) building on employee strengths) emphasi!ing organi!ational &itality and growthAnswer( %xplanation( 3arry is building on employee strengths. #ecause his employee is good atregulating rules, he is showing her how she can put that strength to use. Although a positi&eorgani!ational culture does not ignore problems, it does emphasi!e showing workers how theycan capitali!e on their strengths.%iff( * +age ef( -68/opic( $reating a +ositi&e rgani!ational $ulturekill( AA$#( Analytic killsbjecti&e( $reating a +ositi&e rgani!ational $ulture2uest. $ategory( Application3( ;

*?


8/13/2019 Robbins Ob14 Tif16[1]


--) hen looking at an e>mail from one of her project managers, +atricia noticed that the e>mailwas sent at nine>thirty in the e&ening. /he next day she personally went to the employee'scubicle and told him how much she appreciated him staying late to get the project to the client ontime. hich aspect of creating a positi&e organi!ational culture is +atricia utili!ing"A) rewarding more than punishing

#) building on organi!ation strengths$) emphasi!e indi&idual growth%) building on employee strengths) emphasi!ing organi!ational &itality and growthAnswer( Axplanation( +atricia is utili!ing rewards, rather than punishment. Bost organi!ations arefocused on extrinsic rewards such as pay and promotions, and often forget about the power ofsmaller rewards such as the praise that +atricia is gi&ing.%iff( * +age ef( -68/opic( $reating a +ositi&e rgani!ational $ulturekill( AA$#( Analytic kills

bjecti&e( $reating a +ositi&e rgani!ational $ulture2uest. $ategory( Application3( ;

-;) #arbara is the lead editor for a small, city newspaper. ne of her ad&ertising salesrepresentati&es is pulling in a lot of restaurant clients. #arbara reali!es that the representati&e isquite knowledgeable about food and speaks quite elegantly when describing different dishes. hehas begun discussing with the representati&e the possibility of collaborating with a writer toinclude a weekly restaurant re&iew, which includes the representati&e on the by>line. After thefirst couple of re&iews, the representati&e is able to increase ad si!es and sales. :e is &ery happywith his new job di&ersification. hich aspect of creating a positi&e organi!ational culture is#arbara utili!ing"A) rewarding more than punishing#) building on organi!ation strengths$) emphasi!e indi&idual growth%) creating loose management o&ersight) emphasi!ing organi!ational &itality and growthAnswer( $xplanation( A positi&e organi!ational culture emphasi!es not only organi!ational effecti&eness but also indi&iduals' growth. Do organi!ation will get the best from employees who seethemsel&es as mere tools or parts of the organi!ation. #arbara is helping her employee disco&ernew aspects of his abilities and gi&ing him new career opportunities.%iff( * +age ef( -6-

/opic( $reating a +ositi&e rgani!ational $ulturekill( AA$#( Analytic killsbjecti&e( $reating a +ositi&e rgani!ational $ulture2uest. $ategory( Application3( ;

*@


8/13/2019 Robbins Ob14 Tif16[1]


-?) rgani!ations that promote a spiritual culture 99999999.A) ha&e organi!ed religious practices#) adopt a corporate religion$) recogni!e that people ha&e both a mind and a spirit%) de>emphasi!e community in the work place

) tend to downplay the importance of employee satisfactionAnswer( $xplanation( orkplace spirituality is not about organi!ed religious practices. 0t's not about Hodor theology. orkplace spirituality recogni!es that people ha&e an inner life that nourishes and isnourished by meaningful work in the context of community.%iff( * +age ef( -6;/opic( pirituality and rgani!ational $ulturekill( AA$#( Analytic killsbjecti&e( orkplace pirituality and rgani!ational $ulture2uest. $ategory( $oncept4%efinitional3( ?

-@) hich of the following is not a common cultural characteristic e&ident in a spiritualorgani!ation"A) strong sense of purpose#) trust and respect$) material symbols%) humanistic work practices) toleration of employee expressionAnswer( $xplanation( /here are four cultural characteristics that tend to be e&ident in spiritualorgani!ations( strong sense of purpose, trust and respect, humanistic work practices, andtoleration of employee expression. Baterial symbols are a way that employees learn culture.%iff( * +age ef( -6@/opic( pirituality and rgani!ational $ulturekill( AA$#( Analytic killsbjecti&e( orkplace pirituality and rgani!ational $ulture2uest. $ategory( $oncept4%efinitional3( ?

*


8/13/2019 Robbins Ob14 Tif16[1]


-) A corporation that makes sure that all of their products are purchased directly from the producers, effecti&ely eliminating the middle>man, and stri&ing for fair trade practices isengaging in 99999999, a common element of a spiritual organi!ation.A) strong sense of purpose#) trust and respect

$) material symbols%) humanistic work practices) toleration of employee expressionAnswer( Axplanation( piritual organi!ations build their cultures around a meaningful purpose, such asfair trade practices. Although profits may be important, they're not the primary &alues of theorgani!ation. +eople want to be inspired by a purpose they belie&e is important and worthwhile.%iff( * +age ef( -6@/opic( pirituality and rgani!ational $ulturekill( AA$#( Analytic killsbjecti&e( orkplace pirituality and rgani!ational $ulture

2uest. $ategory( Application3( ?

;) :I+ corporation discussed the economic downturn with all of the employees and offeredthem the option to ha&e the entire corporation reduce their hours to a part time status, or forcemanagement to reduce the staff by fifteen percent. Banagement allowed the employees to &oteon the best method, and they chose to go part time. :I+ is engaging in 99999999, a commonelement of a spiritual organi!ation.A) strong sense of purpose#) trust and respect$) material symbols%) humanistic work practices) toleration of employee expressionAnswer( %xplanation( :umanistic work practices include flexible work schedules, group>andorgani!ation>based rewards, narrowing of pay and status differentials, guarantees of indi&idualworker rights, employee empowerment, and job security. :I+ is engaging in humanistic work practices by keeping e&eryone employed and by allowing the employees to be a part of thedecision.%iff( * +age ef( -6@/opic( pirituality and rgani!ational $ulturekill( AA$#( Analytic killsbjecti&e( orkplace pirituality and rgani!ational $ulture

2uest. $ategory( Application3( ?

6


8/13/2019 Robbins Ob14 Tif16[1]


8/13/2019 Robbins Ob14 Tif16[1]


;6) hich of the following is not a general perception that the international business communityhas of I.. managers"A) arrogant#) loud$) self>absorbed

%) capitalist) unethicalAnswer( xplanation( /he Inited tates is a dominant force in business and in culture, and with thatinfluence comes a reputation. 0t is relati&ely accepted that I.. citi!ens abroad are seenthroughout the world as arrogant people, totally self>absorbed, capitalist concerned, and loud.:owe&er, bribery and other unethical practices are not generally expected from I..management abroad.%iff( * +age ef( -8/opic( Hlobal 0mplicationskill( AA$#( Analytic kills= Bulticultural and %i&ersity

bjecti&e( Hlobali!ation and orkforce %i&ersity2uest. $ategory( $oncept4%efinitional3( @

;8) /he degree to which employees are encouraged to be inno&ati&e and take risks is termedaggressi&eness.Answer( EA3xplanation( Aggressi&eness is the degree to which people are aggressi&e and competiti&e ratherthan easygoing. 0nno&ation and risk taking is the degree to which employees are encouraged to be inno&ati&e and take risks.%iff( * +age ef( -*/opic( hat 0s rgani!ational $ulture"kill( AA$#( Analytic killsbjecti&e( 0nno&ation and isk>/aking2uest. $ategory( $oncept4%efinitional3( 1

;-) 0ndi&iduals with different backgrounds in an organi!ation will tend to describe theorgani!ation's culture in similar terms.Answer( /Ixplanation( rgani!ational culture represents a common perception the organi!ation's membershold. e should expect, therefore, that indi&iduals with different backgrounds or at differentle&els in the organi!ation will tend to describe its culture in similar terms.

%iff( * +age ef( -**/opic( hat 0s rgani!ational $ulture"kill( AA$#( Analytic killsbjecti&e( rgani!ational $ulture2uest. $ategory( $oncept4%efinitional3( 1

6*


8/13/2019 Robbins Ob14 Tif16[1]


;;) esearch demonstrates that subcultures act to undermine the dominant culture.Answer( EA3xplanation( ubcultures tend to de&elop in large organi!ations to reflect common problems,situations, or experiences faced by groups of members in the same department or location. /he purchasing department can ha&e a subculture that includes the core &alues of the dominant

culture plus additional &alues unique to members of the purchasing department.%iff( * +age ef( -**/opic( hat 0s rgani!ational $ulture"kill( AA$#( Analytic killsbjecti&e( ubcultures2uest. $ategory( $oncept4%efinitional3( 1

;?) A strong culture can be a liability for an organi!ation.Answer( /Ixplanation( /here are many potentially dysfunctional aspects of culture, especially a strong

one, on an organi!ation's effecti&eness.%iff( * +age ef( -*-/opic( hat %o $ultures %o"kill( AA$#( Analytic killsbjecti&e( $ulture as a 3iability2uest. $ategory( $oncept4%efinitional3( *

;@) /he success of a merger depends most strongly upon the example set by the top managementof the merged organi!ations.Answer( EA3xplanation( All things being equal, whether the acquisition actually works seems to ha&e moreto do with how well the two organi!ations' cultures match up.%iff( 6 +age ef( -*-/opic( hat %o $ultures %o"kill( AA$#( Analytic killsbjecti&e( #arriers to Acquisitions and Bergers2uest. $ategory( $oncept4%efinitional3( *

;) enior executi&es establish norms that filter down through the organi!ation as to whether risktaking is desirable.Answer( /I

xplanation( /his leads us to the ultimate source of an organi!ation's culture( its founders.Eounders traditionally ha&e a major impact on an organi!ation's early culture.%iff( * +age ef( -*;/opic( $reating and ustaining $ulturekill( AA$#( Analytic killsbjecti&e( /op Banagement2uest. $ategory( $oncept4%efinitional3( 6

66


8/13/2019 Robbins Ob14 Tif16[1]


?) 0n the sociali!ation process, the period of learning that occurs before a new employee joinsan organi!ation is termed the encounter stage.Answer( EA3xplanation( /he prearri&al stage explicitly recogni!es that each indi&idual arri&es with a set of

&alues, attitudes, and expectations about both the work to be done and the organi!ation.%iff( * +age ef( -*@/opic( $reating and ustaining $ulturekill( AA$#( Analytic killsbjecti&e( +rearri&al tage2uest. $ategory( $oncept4%efinitional3( 6

?1) /he stage of sociali!ation where an indi&idual confronts the possible dichotomy between herexpectations and reality is the encounter stage.Answer( /I

xplanation( n entry into the organi!ation, the new member enters the encounter stage andconfronts the possibility that expectations, about the job, co>workers, the boss, and theorgani!ation in general, may differ from reality. 0f expectations were fairly accurate, theencounter stage merely cements earlier perceptions.%iff( * +age ef( -*/opic( $reating and ustaining $ulturekill( AA$#( Analytic killsbjecti&e( ncounter tage2uest. $ategory( $oncept4%efinitional3( 6

?*) /he most potent means of transmitting culture to employees are stories, rituals, relatedsymbols, and language.Answer( EA3xplanation( $ulture is transmitted to employees in a number of forms, the most potent beingstories, rituals, material symbols, and language.%iff( * +age ef( -6/opic( :ow mployees 3earn $ulturekill( AA$#( Analytic killsbjecti&e( /ransmitting $ulture2uest. $ategory( $oncept4%efinitional3( 8

68


8/13/2019 Robbins Ob14 Tif16[1]


?6) Baterial symbols con&ey to employees the degree of egalitarianism that is desired by topmanagement.Answer( /Ixplanation( Baterial symbols are what con&eys to employees who is important, the degree ofegalitarianism top management desires, and the kinds of beha&ior that are appropriate.

%iff( * +age ef( -61/opic( :ow mployees 3earn $ulturekill( AA$#( Analytic killsbjecti&e( Baterial ymbols2uest. $ategory( $oncept4%efinitional3( 8

?8) All organi!ations within an industry use the terminology designated by the industry so thattheir employees can mo&e freely from organi!ation to organi!ation.Answer( EA3xplanation( #ecause language for each organi!ation is different, new employees may at first be

o&erwhelmed by acronyms and jargon, that, once assimilated, act as a common denominator tounite members of a gi&en culture or subculture.%iff( * +age ef( -6*/opic( :ow mployees 3earn $ulturekill( AA$#( Analytic killsbjecti&e( 3anguage2uest. $ategory( $oncept4%efinitional3( 8

?-) A strong company that encourages pushing the limits can be a powerful force in shapingunethical beha&ior.Answer( /Ixplanation( /he organi!ational culture most likely to shape high ethical standards among itsmembers is one that's high in risk tolerance, low to moderate in aggressi&eness, and focused onmeans as well as outcomes. n the other hand, a strong culture that encourages pushing thelimits can be a powerful force in shaping unethical beha&ior.%iff( * +age ef( -66/opic( $reating an thical rgani!ational $ulturekill( AA$#( thical easoningbjecti&e( Inethical #eha&ior 2uest. $ategory( $oncept4%efinitional3( -

6-


8/13/2019 Robbins Ob14 Tif16[1]


?;) Banagement can create more ethical cultures through the following means( acting as &isiblerole models, communicating ethical expectations, pro&iding ethical training, &isibly rewardingethical acts and punishing unethical ones, and pro&iding protecti&e mechanisms.Answer( /Ixplanation( etting a positi&e ethical climate has to start at the top of the organi!ation.

esearch suggests managers can ha&e an effect on the ethical beha&ior of employees by adheringto the following principles( acting as &isible role models, communicating ethical expectations, pro&iding ethical training, &isibly rewarding ethical acts and punishing unethical ones, and pro&iding protecti&e mechanisms.%iff( * +age ef( -66/opic( $reating an thical rgani!ational $ulturekill( AA$#( thical easoningbjecti&e( $reating an thical rgani!ational $ulture2uest. $ategory( $oncept4%efinitional3( -

??) &idence shows that spirituality and profits may be compatible objecti&es.Answer( /Ixplanation( &idence indicates that spirituality and profits may be compatible objecti&es. Arecent research study by a major consulting firm found companies that introduced spiritually> based techniques impro&ed producti&ity and significantly reduced turno&er. Another study foundorgani!ations that pro&ided their employees with opportunities for spiritual de&elopmentoutperformed those that didn't. ther studies also report that spirituality in organi!ations was positi&ely related to creati&ity, employee satisfaction, job in&ol&ement, and organi!ationalcommitment.%iff( 6 +age ef( -6/opic( pirituality and rgani!ational $ulturekill( AA$#( Analytic killsbjecti&e( orkplace pirituality and rgani!ational $ulture2uest. $ategory( $oncept4%efinitional3( ?

?@) rgani!ational cultures often reflect national cultures.Answer( /Ixplanation( As the opening &ignette suggests, organi!ational cultures are so powerful theyoften transcend national boundaries. #ut that doesn't mean organi!ations should, or could, be blissfully ignorant of local culture. rgani!ational cultures often reflect national culture.%iff( * +age ef( -6/opic( Hlobal 0mplicationskill( AA$#( Bulticultural and %i&ersitybjecti&e( Dational $ulture and rgani!ational $ulture2uest. $ategory( $oncept4%efinitional3( @

6;


8/13/2019 Robbins Ob14 Tif16[1]


Basterson $ollege is a small liberal arts women's college in Dorth $arolina. /he founders of thecollege were #aptist and were committed to the idea that a liberal arts education was the best preparation for life>long learning. /he college has continued to support this orientation towardsliberal arts education and has actually mo&ed to strengthen that commitment recently. ithin thelast two decades, the business department has become one of the larger departments on campus.

/he faculty of the business department are also committed to finding employment for theirgraduates and belie&e that two things are critical for this to happen( 1) their students must ha&e asolid understanding of the fundamentals of their discipline= and *) internships are an importantmethod of establishing the connections and opportunities for employment.

?) /he belief in a liberal arts education is part of the 99999999 of the college.A) subculture of the business department%iff( * +age ef( -**/opic( Application of hat 0s rgani!ational $ulturekill( AA$#( Analytic killsbjecti&e( %ominant $ulture

2uest. $ategory( Application3( 1

@) /he commitment to finding employment for graduates is part of the 99999999.A) subculture of the business department#) management culture$) dominant culture%) mission statement) none of the abo&eAnswer( Axplanation( ubcultures tend to de&elop in large organi!ations to reflect common problems,situations, or experiences faced by groups of members in the same department or location. /he business school is a subculture that includes the core &alues of the dominant culture plusadditional &alues unique to members of the department.%iff( * +age ef( -**/opic( Application of hat 0s rgani!ational $ulturekill( AA$#( Analytic killsbjecti&e( ubcultures2uest. $ategory( Application3( 1

6?


8/13/2019 Robbins Ob14 Tif16[1]


@1) /he business department holds some unique &alues in addition to the 99999999 of thedominant culture.A) core &alues#) sub>&alues$) formal &alues

%) holistic &alues) spiritual orientationAnswer( Axplanation( /he business school is a subculture that includes the core &alues of the dominantculture plus additional &alues, such as helping students find employment, that are unique tomembers of the department.%iff( * +age ef( -**/opic( Application of hat 0s rgani!ational $ulturekill( AA$#( Analytic killsbjecti&e( $ore Calues2uest. $ategory( Application

3( 1

@*) hich of the following represents a core &alue of the college"A) affordable education#) scientific knowledge$) technological inno&ation%) remedial reinforcement) life>long learningAnswer( xplanation( $ore &alues are the primary or dominant &alues that are accepted throughout theorgani!ation. /hey are committed to the idea that a liberal arts education is the best preparationfor life>long learning%iff( 1 +age ef( -**>-*6/opic( Application of hat 0s rgani!ational $ulturekill( AA$#( Analytic killsbjecti&e( $ore Calues2uest. $ategory( Application3( 1

/he Joung oman's $lub of illiams has been operating for se&enty>fi&e years as anorgani!ation that supports women who stay at home. Eor years it has been one of the most prestigious organi!ations in town with a strong membership. /his group has always held classesin cooking, sewing, and child rearing. 0t has always been made up of upper middle>class women

from the small town of illiams. As the area has grown, many people ha&e mo&ed into illiamsand now commute to $apital $ity, just 1- miles away. Bost of the newcomers are dual>incomecouples, with both spouses holding full>time jobs.

6@


8/13/2019 Robbins Ob14 Tif16[1]


@6) /he culture of the Joung oman's $lub can be defined as 99999999.A) a strong culture#) a weak culture$) an ambiguous culture%) a di&erse culture

) a tolerant cultureAnswer( Axplanation( 0n a strong culture, the organi!ation's core &alues are both intensely held and widelyshared. /he more members who accept the core &alues and the greater their commitment, thestronger the culture and the greater its influence on member beha&ior. /he club showscommitment and a strong culture.%iff( * +age ef( -**/opic( Application of trong $ultureskill( AA$#( Analytic killsbjecti&e( trong $ultures2uest. $ategory( Application

3( 1

@8) /he culture of the Joung oman's $lub will be a liability if 99999999.A) newcomers embrace it#) it does not further the organi!ation's effecti&eness$) it reduces ambiguity%) it enhances social system stability) none of the abo&eAnswer( #xplanation( $ulture is a liability when the shared &alues are not in agreement with those thatfurther the organi!ation's effecti&eness. /his is most likely when an organi!ation's en&ironmentis undergoing rapid change, and its entrenched culture may no longer be appropriate.%iff( * +age ef( -*-/opic( Application of $ulture as a 3iabilitykill( AA$#( Analytic killsbjecti&e( #arriers to $hange2uest. $ategory( Application3( *

6


8/13/2019 Robbins Ob14 Tif16[1]


@-) 0t is probable that the culture of the Joung oman's $lub of illiams will 99999999.A) pre&ent the organi!ation from changing as the population of the community changes#) enable the organi!ation to meet the needs of di&erse women in the community$) be embraced by all of the newcomers to the community%) be strengthened by the presence of the newcomers in the community

) none of the abo&eAnswer( Axplanation( $onsistency of beha&ior, an asset in a stable en&ironment, may burden theorgani!ation and make it difficult to respond to the changes it needs to make to continue to beeffecti&e.%iff( * +age ef( -*-/opic( Application of $ulture as a 3iabilitykill( AA$#( Analytic killsbjecti&e( #arriers to $hange2uest. $ategory( Application3( *

@;) /he Joung oman's $lub is most likely to 99999999.A) experience internal di&ision regarding the future of the organi!ation#) broaden its membership to include women of different classes$) shift its core &alues in response to the percei&ed needs of newcomers%) expand its membership significantly, gi&en the town's population increase) remain similar in si!e, despite the town's population increaseAnswer( xplanation( $onsistency of beha&ior will burden the organi!ation and make it difficult torespond to the changes it needs to make to continue to be effecti&e. 0t will most likely remain atits current si!e.%iff( 6 +age ef( -*-/opic( Application of $ulture as a 3iabilitykill( AA$#( Analytic killsbjecti&e( #arriers to $hange2uest. $ategory( Application3( *

8


8/13/2019 Robbins Ob14 Tif16[1]


@?) omen who are newcomers to the town of illiams are most likely to 99999999.A) find membership in the Joung omen's $lub helpful for increasing their social support#) help to enhance the prestige of the Joung omen's $lub by increasing the a&erage income ofthe group's members$) find that the Joung oman's $lub &alues the unique strengths of those from different

backgrounds%) help impro&e the profitability of the Joung oman's $lub by recommending increases in itsmembership dues) find that the Joung oman's $lub has a low tolerance for di&ersityAnswer( xplanation( #y limiting the range of acceptable &alues and styles, the omen's $lub's strongculture puts considerable pressure on members to conform and will show a low tolerance fordi&ersity.%iff( 6 +age ef( -*-/opic( Application of $ulture as a 3iabilitykill( AA$#( Analytic kills= Bulticultural and %i&ersity

bjecti&e( #arriers to %i&ersity2uest. $ategory( Application3( *

81


8/13/2019 Robbins Ob14 Tif16[1]


Jou are new to an organi!ation and do not really know what to expect about the sociali!ation process. Jou are a recent B.#.A. and ha&e an undergraduate degree in computer science. Journew firm is a software de&elopment company with an emphasis in the health care industry. Jourhiring process includes campus inter&iews, a day>long trip to inter&iew at the company, an offer phone call and letter, and some promotional material sent &ia the mail. hen you arri&e for your

first day of work, you spend half a day in an orientation session with :uman esources, whereyou complete paperwork and recei&e a company handbook. /hen you spend the rest of the daywith your super&isor, who gi&es you a tour, introduces you to your co>workers, and explainsyour first project. After that, you begin working and getting to know the others in the company.Jou find that in most respects, your experience fits your expectations, but in some ways you aresurprised by realities that you hadn't expected. Done of these surprises is too difficult to accept,so you e&entually begin to feel at home and happy with your new job.

@@) /he learning that you experience during the inter&iewing and hiring process occurs as part ofthe 99999999 stage of employee sociali!ation.A) selection

#) prearri&al$) encounter%) metamorphosis) none of the abo&eAnswer( #xplanation( /he prearri&al stage explicitly recogni!es that each indi&idual arri&es with a set of&alues, attitudes, and expectations about both the work to be done and the organi!ation. ne wayto capitali!e on the importance of prehire characteristics in sociali!ation is to use the selection process to inform prospecti&e employees about the organi!ation as a whole.%iff( * +age ef( -*/opic( Application of ociali!ationkill( AA$#( Analytic killsbjecti&e( +rearri&al tage2uest. $ategory( Application3( 6

8*


8/13/2019 Robbins Ob14 Tif16[1]


@) Jour first day at work is part of the 99999999 stage of sociali!ation.A) orientation#) prearri&al$) encounter%) metamorphosis

) none of the abo&eAnswer( $xplanation( n entry into the organi!ation, the new member enters the encounter stage andconfronts the possibility that expectations, about the job, co>workers, the boss, and theorgani!ation in general, may differ from reality. 0f expectations were fairly accurate, theencounter stage merely cements earlier perceptions.%iff( * +age ef( -*/opic( Application of ociali!ationkill( AA$#( Analytic killsbjecti&e( ncounter tage2uest. $ategory( Application

3( 6

) hen you begin to notice things that are not as you expected, you are in the 99999999 stageof sociali!ation.A) orientation#) prearri&al$) encounter%) metamorphosis) none of the abo&eAnswer( $xplanation( n entry into the organi!ation, the new member enters the encounter stage andconfronts the possibility that expectations, about the job, co>workers, the boss, and theorgani!ation in general, may differ from reality.%iff( * +age ef( -*/opic( Application of ociali!ationkill( AA$#( Analytic killsbjecti&e( ncounter tage2uest. $ategory( Application3( 6

86


8/13/2019 Robbins Ob14 Tif16[1]


1) hich of the following steps could your super&isor take to best help you de&elop acommitment to your new company"A) encourage you to work independently at first to learn the ropes#) discourage you from putting too much weight on your initial expectations$) discourage you from putting too much emphasis on your perception of the organi!ation

%) encourage you to look carefully at your own assumptions, which may be biased) encourage you to de&elop friendship ties within the organi!ationAnswer( xplanation( +roper recruiting and selection should significantly reduce that outcome, along withencouraging friendship ties in the organi!ation, newcomers are more committed when friendsand coworkers help them Flearn the ropes.F%iff( 6 +age ef( -*/opic( Application of ociali!ationkill( AA$#( Analytic killsbjecti&e( ncounter tage2uest. $ategory( Application

3( 6

*) hen you start to work through the problems that you disco&er about the organi!ation, youmo&e into the 99999999 stage of sociali!ation.A) prearri&al#) encounter$) acceptance%) metamorphosis) none of the abo&eAnswer( %xplanation( /o work out any problems disco&ered during the encounter stage, the new memberchanges or goes through the metamorphosis stage.%iff( * +age ef( -6/opic( Application of ociali!ationkill( AA$#( Analytic killsbjecti&e( Betamorphosis tage2uest. $ategory( Application3( 6

88


8/13/2019 Robbins Ob14 Tif16[1]


8/13/2019 Robbins Ob14 Tif16[1]


Dunya is a computer software company that employs highly intelligent, but somewhat unusual people. &ery Eriday, free lollipops, toys, or other treats are gi&en out to encourage employees toremember how creati&e they were when they were children. At the beginning of each quarterlyexecuti&e meeting, employees are reminded that the founders were three young people who FgotluckyF and sold a &ideo game that they in&ented. mployees are allowed to dress in blue jeans

and can set their own working hours.

8) eminding employees about the founders at each quarterly meeting is an example of whichtechnique for transmitting culture"A) stories#) material symbols$) language%) rituals) toolsAnswer( Axplanation( tories circulate through organi!ations. /hey typically contain a narrati&e of e&ents

about the organi!ation's founders, rule breaking, rags>to>riches successes, reductions in theworkforce, relocation of employees, reactions to past mistakes, and organi!ational coping. /hesestories anchor the present in the past and explain and legitimate current practices.%iff( 6 +age ef( -61/opic( Application of :ow mployees 3earn $ulturekill( AA$#( Analytic killsbjecti&e( tories2uest. $ategory( Application3( 8

-) /he regular distribution of lollipops, toys, or treats e&ery Eriday is an example of a 99999999that helps reinforce Dunya's culture.A) story#) ritual$) material symbol%) symbolism) toolAnswer( #xplanation( ituals are repetiti&e sequences of acti&ities that express and reinforce the key&alues of the organi!ation, what goals are most important, which people are important, andwhich people are expendable.%iff( 6 +age ef( -61/opic( Application of :ow mployees 3earn $ulture

kill( AA$#( Analytic killsbjecti&e( ituals2uest. $ategory( Application3( 8

8;


8/13/2019 Robbins Ob14 Tif16[1]


;) /he dress code worn by Dunya employees is an example of a 99999999 through whichorgani!ation culture is transmitted.A) story#) ritual$) material symbol

%) symbolic act) toolAnswer( $xplanation( Baterial symbols con&ey to employees who is important, the degree ofegalitarianism top management desires, and the kinds of beha&ior that are appropriate.%iff( 6 +age ef( -61/opic( Application of :ow mployees 3earn $ulturekill( AA$#( Analytic killsbjecti&e( Baterial ymbols2uest. $ategory( Application3( 8

8?


8/13/2019 Robbins Ob14 Tif16[1]


?) xplain how an institutionali!ed culture can be a barrier to di&ersity. %escribe how anorgani!ation could utili!e the three forces at play in sustaining a culture to help create a di&erseworkforce.Answer( #y limiting the range of acceptable &alues and styles, strong cultures put considerable pressure on employees to conform. 0n some instances, a strong culture that condones prejudice

can e&en undermine formal corporate di&ersity policies. trong cultures can also be liabilitieswhen they support institutional bias or become insensiti&e to people who are different.

:iring new employees who differ from the majority in race, age, gender, disability, or othercharacteristics creates a paradox( management wants to demonstrate support for the differencesthese employees bring to the workplace, but newcomers who wish to fit in must accept theorgani!ation's core cultural &alues. #ecause di&erse beha&iors and unique strengths are likely todiminish as people attempt to assimilate, strong cultures can become liabilities when theyeffecti&ely eliminate these ad&antages.

/he explicit goal of the selection process is to identify and hire indi&iduals with the knowledge,

skills, and abilities to perform successfully. /aking di&ersity into consideration at this phase doesnot ha&e to be antagonistic to the culture. /he final decision, because it's significantly influenced by the decision maker's judgment of how well the candidates will fit into the organi!ation,identifies people whose &alues are essentially consistent with at least a good portion of theorgani!ation's. 3ooking beyond surface le&el differences at the selection phase will help create adi&erse workforce.

/hrough words and beha&ior, senior executi&es establish norms that filter through theorgani!ation about, for instance, whether risk taking is desirable, how much freedom managersshould gi&e employees, what is appropriate dress, and what actions pay off in terms of payraises, promotions, and other rewards. Banagement actions should be inclusi&e and non>prejudicial tocreate a di&erse and functional culture.

%uring the metamorphosis stage of sociali!ation management should use institutional practicesto encourage personKorgani!ation fit and high le&els of commitment.%iff( 6 +age ef( -*-, -*?>-6/opic( $reating and ustaining $ulturekill( AA$#( Analytic killsbjecti&e( rgani!ational $ulture2uest. $ategory( ynthesis3( *, 6

8@


8/13/2019 Robbins Ob14 Tif16[1]


@) +ro&ide examples of how an ethical culture can be transmitted through stories, rituals, andmaterial symbols"Answer( A company could transmit ethical culture through stories that tell of employees thatwere punished for unethical acts such as excessi&e use of company funds or stealing. thicscould be transferred through rituals that enforce ethical beha&ior, such as counting or tracking

perfect banking accounting and rewarding those employees that ne&er ha&e discrepancies with aritual of recognition. A manager that maintained a humble work en&ironment would be anexample of material symbols that would promote an ethical en&ironment.%iff( 6 +age ef( -6>-66/opic( $reating an thical rgani!ational $ulturekill( AA$#( Analytic killsbjecti&e( $reating an thical rgani!ational $ulture2uest. $ategory( ynthesis3( 8, -

) hat are the functions of organi!ational culture"

Answer( $ulture performs a number of functions within an organi!ation. Eirst, it has a boundary>defining role. /hat is, it creates distinctions between one organi!ation and others.econd, it con&eys a sense of identity for organi!ation members. /hird, culture facilitates thegeneration of commitment to something larger than one's indi&idual self>interest. Eourth, itenhances social system stability. $ulture is the social glue that helps hold the organi!ationtogether by pro&iding appropriate standards for what employees should say and do. Einally,culture ser&es as a sense>making and control mechanism that guides and shapes the attitudes and beha&ior of employees.%iff( 6 +age ef( -*->-*;/opic( hat %o $ultures %o"kill( AA$#( Analytic killsbjecti&e( $ulture's Eunctions2uest. $ategory( $ritical /hinking3( *

8


8/13/2019 Robbins Ob14 Tif16[1]


1) hat are the three stages of sociali!ation through which employees become indoctrinatedinto an organi!ation's culture"Answer( /he three stages of sociali!ation are prearri&al, encounter, and metamorphosis.a) /he prearri&al stage recogni!es that each indi&idual arri&es with a set of &alues, attitudes, andexpectations. /hese co&er both the work to be done and the organi!ation.

b) Ipon entry into the organi!ation, the new member enters the encounter stage. :ere theindi&idual confronts the possible dichotomy between her expectations and reality.c) Einally, the new member must work out any problems disco&ered during the encounter stage./his may mean going through changes > hence, this is called the metamorphosis stage.%iff( * +age ef( -*@>-6/opic( $reating and ustaining $ulturekill( AA$#( Analytic killsbjecti&e( tages of ociali!ation2uest. $ategory( $ritical /hinking3( 6

11) $ompare and contrast an ethical organi!ational culture and a positi&e organi!ationalculture. :ow are they similar and different"Answer( /he organi!ational culture most likely to shape high ethical standards among itsmembers is one that's high in risk tolerance, low to moderate in aggressi&eness, and focused onmeans as well as outcomes. /his type of culture also takes a long>term perspecti&e and balancesthe rights of multiple stakeholders, including the communities in which the business operates, itsemployees, and its stockholders. Banagers are supported for taking risks and inno&ating,discouraged from engaging in unbridled competition, and guided to pay attention not just to whatgoals are achie&ed but also to how. 0f the culture is strong and supports high ethical standards, itshould ha&e a &ery powerful and positi&e influence on employee beha&ior.

esearch suggests managers can ha&e an effect on the ethical beha&ior of employees by adheringto the following principles( be a &isible role model, communicate ethical expectations, pro&ideethical training, &isibly reward ethical acts and punish unethical ones, pro&ide protecti&emechanisms.

A positi&e organi!ational culture emphasi!es building on employee strengths, rewards more thanit punishes, and emphasi!es indi&idual &itality and growth. /he steps to create a positi&e workculture are more focused on the beha&ior of the employee, whereas the steps to creating anethical work culture focus more on the beha&ior and responsibilities of management. /hey bothtake a long>term perspecti&e and are concerned with balancing the rights and happiness of theemployees and the in&estors.%iff( 6 +age ef( -6*>-6;

/opic( $reating a +ositi&e rgani!ational $ulturekill( AA$#( Analytic killsbjecti&e( $reating a +ositi&e rgani!ational $ulture2uest. $ategory( ynthesis3( -, ;

-


8/13/2019 Robbins Ob14 Tif16[1]


1*) hat is workforce spirituality and how is it similar to a positi&e organi!ational culture"Answer( orkplace spirituality is not about organi!ed religious practices. 0t's not about Hod ortheology. orkplace spirituality recogni!es that people ha&e an inner life that nourishes and isnourished by meaningful work that takes place in the context of community. rgani!ations that promote a spiritual culture recogni!e that people ha&e both a mind and a spirit, seek to find

meaning and purpose in their work, and desire to connect with other human beings and be part ofa community.

A positi&e organi!ational culture emphasi!es building on employee strengths, rewards more thanit punishes, and emphasi!es indi&idual &itality and growth. 3et's consider each of these areas.Although most organi!ations are sufficiently focused on extrinsic rewards such as pay and promotions, they often forget about the power of smaller <and cheaper) rewards such as praise,which helps employees find meaning in the work they do if they feel it is appreciated.

A positi&e organi!ational culture emphasi!es not only organi!ational effecti&eness but alsoindi&iduals' growth. Do organi!ation will get the best from employees who see themsel&es as

mere tools or parts of the organi!ation. A positi&e culture recogni!es the difference between a job and a career and supports not only what the employee does to contribute to organi!ationaleffecti&eness but also what the organi!ation can do to make the employee more effecti&e<personally and professionally). /his idea is closely linked to the spiritual idea of helpingemployees find meaning in their work li&es.%iff( 6 +age ef( -66>-6/opic( pirituality and rgani!ational $ulturekill( AA$#( Analytic killsbjecti&e( orkplace pirituality2uest. $ategory( ynthesis3( ;, ?

-1


8/13/2019 Robbins Ob14 Tif16[1]


16) %iscuss the difference between strong and weak organi!ational cultures and discuss theeffect that a strong culture can ha&e on an acquisition or merger.Answer( trong cultures ha&e a greater impact on employee beha&ior and are more directlyrelated to reduced turno&er. 0n a strong culture, the organi!ation's core &alues are both intenselyheld and widely shared. /he more members who accept the core &alues and the greater their

commitment to those &alues is, the stronger the culture is. A strong culture will ha&e a greatinfluence on the beha&ior of its members because the high degree of sharedness and intensitycreates an internal climate of high beha&ioral control. ne specific result of a strong cultureshould be lower employee turno&er. A strong culture demonstrates high agreement amongmembers about what the organi!ation stands for. uch unanimity of purpose builds cohesi&eness,loyalty, and organi!ational commitment. /hese qualities, in turn, lessen employees' propensity tolea&e the organi!ation.

0n recent years, cultural compatibility has become the primary concern. All things being equal,whether the acquisition actually works seems to ha&e more to do with how well the twoorgani!ations' cultures match up. /he primary cause of failure is conflicting organi!ational

cultures, when people simply don't match up. /herefore, when considering an acquisition ormerger, management would need to carefully e&aluate the cultures of each organi!ation.%iff( * +age ef( -**, -*->-*;/opic( hat %o $ultures %o"kill( AA$#( Analytic killsbjecti&e( trong &ersus eak $ultures2uest. $ategory( ynthesis3( 1, *

-*


8/13/2019 Robbins Ob14 Tif16[1]


18) :ow does organi!ational culture de&elop"Answer( An organi!ation's current customs, traditions, and general way of doing things arelargely due to what it has done before and the degree of success it has had with those endea&ors./he founders of an organi!ation traditionally ha&e a major impact on that organi!ation's earlyculture. /hey ha&e a &ision of what the organi!ation should be. /hey are constrained by pre&ious

customs or ideologies. /he small si!e that typically characteri!es new organi!ations furtherfacilitates the founders' imposition of their &ision on all organi!ational members. /he process ofculture>creation occurs in three ways.

a) Eirst, founders only hire and keep employees who think and feel the way they do. b) econd, they indoctrinate and sociali!e these employees to their way of thinking and feeling.c) And finally, the founders' own beha&ior acts as a role model that encourages employees toidentify with them and thereby internali!e their beliefs, &alues, and assumptions.

hen the organi!ation succeeds, the founders' &ision becomes seen as a primary determinant ofthat success. At this point, the founders' entire personalities become embedded in the culture of

the organi!ation.%iff( * +age ef( -*;>-*?/opic( $reating and ustaining $ulturekill( AA$#( Analytic killsbjecti&e( $reating $ulture2uest. $ategory( $ritical /hinking3( 6

1-) hat can management do to create a more ethical culture within an organi!ation"Answer( /o create a more ethical culture, management can take a number of steps.a) Banagement can be a &isible role model. mployees will look to top management beha&ior asa benchmark for defining appropriate beha&ior. b) Banagement can also communicate ethical expectations. thical ambiguities can beminimi!ed by creating and disseminating an organi!ational code of ethics. 0t should state theorgani!ation's primary &alues and the ethical rules that employees are expected to follow.c) Banagement can also pro&ide ethical training. /raining sessions can be used to reinforce theorgani!ation's standards of conduct, to clarify what practices are and are not permissible, and toaddress possible ethical dilemmas.d) Banagement can &isibly reward ethical acts and punish unethical ones. +erformanceappraisals of managers should include a point>by>point e&aluation of how his or her decisionsmeasured against the organi!ation's code of ethics. Appraisals must include the means taken toachie&e goals as well as the ends themsel&es.e) Einally, the organi!ation needs to pro&ide formal mechanisms so that employees can discuss

ethical dilemmas and report unethical beha&ior without fear of reprimand. /his might includecreation of ethical counselors, ombudsmen, or ethical officers.%iff( * +age ef( -66/opic( $reating an thical rgani!ational $ulturekill( AA$#( Analytic kills= thical easoningbjecti&e( thical rgani!ational $ulture2uest. $ategory( $ritical /hinking3( -

-6


8/13/2019 Robbins Ob14 Tif16[1]


1;) hat are the characteristics of a spiritual organi!ation"Answer( /here are fi&e cultural characteristics that tend to be e&ident in spiritual organi!ations.piritual organi!ations build their cultures around a meaningful purpose. piritual organi!ationsrecogni!e the worth and &alue of people. /hey seek to create cultures where employees can

continually learn and grow. piritual organi!ations are characteri!ed by mutual trust, honesty,and openness. Banagers aren't afraid to admit mistakes. And they tend to be extremely up frontwith their employees, customers, and suppliers. /he high>trust climate in spiritual organi!ations,when combined with the desire to promote employee learning and growth, leads to managementempowering employees to make most work>related decisions. Banagers in spiritually>basedorgani!ations are comfortable delegating authority to indi&idual employees and teams. /hey trusttheir employees to make thoughtful and conscientious decisions. /he final characteristic thatdifferentiates spiritually>based organi!ations is that they don't stifle employee emotions. /heyallow people to be themsel&es.%iff( * +age ef( -6;>-6@kill( AA$#( Analytic kills

bjecti&e( $haracteristics of a piritual rgani!ation2uest. $ategory( $oncept4%efinitional3( ;

-8


8/13/2019 Robbins Ob14 Tif16[1]


1?) 0dentify and describe the se&en primary characteristics that capture the essence of anorgani!ation's culture.Answer( rgani!ational culture refers to a system of shared meaning held by members thatdistinguishes the organi!ation from other organi!ations. /his system of shared meaning is, oncloser examination, a set of key characteristics that the organi!ation &alues. /here are se&en

primary characteristics that capture the essence of an organi!ation's culture. ach of thesecharacteristics exists on a continuum from low to high.

Appraising the organi!ation on these se&en characteristics, then, gi&es a composite picture of theorgani!ation's culture. /his picture becomes the basis for feelings of shared understandingmembers ha&e about the organi!ation, how things are done in it, and the way members aresupposed to beha&e.

a) 0nno&ation and risk taking are the degree to which employees are encouraged to be inno&ati&eand take risks. b) Attention to detail is the degree to which employees are expected to exhibit precision,

analysis, and attention to detail.c) utcome orientation is the degree to which management focuses on results or outcomes ratherthan on the techniques and processes used to achie&e these outcomes.d) +eople orientation is the degree to which management decisions take into consideration theeffect of outcomes on people within the organi!ation.e) /eam orientation is the degree to which work acti&ities are organi!ed around teams ratherthan indi&iduals.f) Aggressi&eness is the degree to which people are aggressi&e and competiti&e rather thaneasygoing.g) tability is the degree to which organi!ational acti&ities emphasi!e maintaining the status quoin contrast to growth.%iff( * +age ef( -*>-*1/opic( hat 0s rgani!ational $ulture"kill( AA$#( Analytic killsbjecti&e( $haracteristics of an rgani!ational $ulture2uest. $ategory( $ritical /hinking3( 1

--


8/13/2019 Robbins Ob14 Tif16[1]


1@) hen can culture be a liability"Answer( a) #arriers to $hange. $ulture is a liability when the shared &alues are not in agreementwith those that will further the organi!ation's effecti&eness. /his is most likely to occur when anorgani!ation's en&ironment is dynamic. hen an en&ironment is undergoing rapid change, anorgani!ation's entrenched culture may no longer be appropriate. o consistency of beha&ior is an

asset to an organi!ation when it faces a stable en&ironment. 0t may, howe&er, burden theorgani!ation and make it difficult to respond to changes in the en&ironment. /hese strongcultures become barriers to change when business as usual is no longer effecti&e. b) #arriers to %i&ersity. trong cultures put considerable pressure on employees to conform./hey limit the range of &alues and styles that are acceptable. A strong culture that condones prejudice can e&en undermine formal corporate di&ersity policies. rgani!ations seek out andhire di&erse indi&iduals because of the alternati&e strengths these people bring to the workplace.Jet these di&erse beha&iors and strengths are likely to diminish in strong cultures as peopleattempt to fit in. trong cultures, therefore, can be liabilities when they effecti&ely eliminate theunique strengths that people of different backgrounds bring to the organi!ation. Boreo&er, strongcultures can also be liabilities when they support institutional bias or become insensiti&e to

people who are different.c) #arriers to Acquisitions and Bergers. Bany acquisitions fail shortly after theirconsummation. /he primary cause of failure is conflicting organi!ational cultures.%iff( 6 +age ef( -*6>-*;/opic( hat %o $ultures %o"kill( AA$#( Analytic killsbjecti&e( $ulture as a 3iability2uest. $ategory( $ritical /hinking3( *

-;


8/13/2019 Robbins Ob14 Tif16[1]


1) xplain the primary methods of maintaining an organi!ation's culture.Answer( nce a culture is in place, there are practices within the organi!ation that act tomaintain it by gi&ing employees a set of similar experiences. /hree forces play a particularlyimportant part in sustaining a culture( selection practices, the actions of top management, andsociali!ation methods.

a) Eirst, the explicit goal of the selection process is to identify and hire indi&iduals who ha&e theknowledge, skills, and abilities to perform the jobs within the organi!ation successfully. 0t would be nai&e to ignore that the final decision as to who is hired will be significantly influenced by thedecision maker's judgment of how well the candidates will fit into the organi!ation. /his attemptto ensure a proper match, whether purposely or inad&ertently, results in the hiring of people whoha&e &alues essentially consistent with those of the organi!ation, or at least a good portion ofthose &alues. 0n addition, the selection process pro&ides information to applicants about theorgani!ation. $andidates learn about the organi!ation and, if they percei&e a conflict betweentheir &alues and those of the organi!ation, they can self>select themsel&es out of the applicant pool. b) 0n addition to selection, the actions of top management also ha&e a major impact on the

organi!ation's culture. /hrough what they say and how they beha&e, senior executi&es establishnorms that filter down through the organi!ation as to whether risk taking is desirable= how muchfreedom managers should gi&e their employees= what is appropriate dress= what actions will payoff in terms of pay raises, promotions, and other rewards= and the like.c) Einally, no matter how good a job the organi!ation does in recruiting and selection, newemployees are not fully indoctrinated in the organi!ation's culture. #ecause they are unfamiliarwith the organi!ation's culture, new employees are potentially likely to disturb the beliefs andcustoms that are in place. /he organi!ation will, therefore, want to help new employees adapt toits culture. /his adaptation process is called sociali!ation. /his is when the organi!ation seeks tomold the outsider into an employee Fin good standing.F mployees who fail to learn the essentialor pi&otal role beha&iors risk being labeled FnonconformistsF or Frebels,F which often leads toexpulsion. #ut the organi!ation will be sociali!ing e&ery employee, though maybe not asexplicitly, throughout his or her entire career in the organi!ation. /his further contributes tosustaining the culture.%iff( 6 +age ef( -*;>-6/opic( $reating and ustaining $ulturekill( AA$#( Analytic killsbjecti&e( ustaining $ulture2uest. $ategory( $ritical /hinking3( 6

-?


8/13/2019 Robbins Ob14 Tif16[1]


11) %iscuss four ways that employees learn culture.Answer( $ulture is transmitted to employees in a number of forms, the most potent beingstories, rituals, material symbols, and language.a) tories contain a narrati&e of e&ents about the organi!ation's founders, rule breaking, rags>to>riches successes, reductions in the workforce, relocation of employees, reactions to past

mistakes, and organi!ational coping. /hese stories anchor the present in the past and pro&ideexplanations and legitimacy for current practices. b) ituals are repetiti&e sequences of acti&ities that express and reinforce the key &alues of theorgani!ation, what goals are most important, which people are important and which areexpendable.c) /he layout of corporate headquarters, the types of automobiles top executi&es are gi&en, andthe presence or absence of corporate aircraft are a few examples of material symbols. /hesematerial symbols con&ey to employees who is important, the degree of egalitarianism desired bytop management, and the kinds of beha&ior that are appropriate.d) Bany organi!ations and units within organi!ations use language as a way to identify membersof a culture or subculture. #y learning this language, members attest to their acceptance of the

culture and, in doing so, help to preser&e it. rgani!ations, o&er time, often de&elop unique termsto describe equipment, offices, key personnel, suppliers, customers, or products that relate to its business. Dew employees are frequently o&erwhelmed with acronyms and jargon that, after ;months on the job, ha&e become fully part of their language. nce assimilated, this terminologyacts as a common denominator that unites members of a gi&en culture or subculture.%iff( 6 +age ef( -6>-6*/opic( :ow mployees 3earn $ulturekill( AA$#( Analytic killsbjecti&e( /ransmitting $ulture2uest. $ategory( $ritical /hinking3( 8

Documents

Robbins Ob14 Tif16[1]