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Chapter 02
Organizational Culture, Socialization, and Mentoring
True / False Questions
- Organizational culture is passed on to new employees through the process of socialization.
True False
- Organizational culture influences the type of organizational structure adopted by a company.
True False
- Espoused values represent the explicitly stated values and norms that are preferred by an organization.
True False
- The company bulletin board on which employees post notes is an example of an enacted value.
True False
- Since a gap between espoused values and enacted values has no influence on employee attitudes and organizational performance, managers should not waste time on reducing such gaps.
True False
- When basic assumptions are widely held among employees, people will find behavior based on an inconsistent value easier to follow.
True False
- Changes in organizational culture occur rapidly at the level of basic assumptions and only gradually at the level of observable artifacts.
True False
- Giving members an organizational identity is one of the functions of organizational
culture.
True False
- The competing values framework (CVF) provides a practical way for managers to understand, measure, and improve profitability.
True False
- Organizations can possess characteristics associated with more than one culture
type.
True False
- An organization cannot have both a clan culture and a hierarchical culture.
True False
- The basic method by which a clan culture achieves effectiveness is collaboration.
True False
- An organization with an external focus that values flexibility has a hierarchical culture.
True False
- An adhocracy culture values flexibility and has an external focus.
True False
15.A market culture is well suited for companies that rule the market and have no competitors.
True False
- Organizations with a market culture tend to reward people who deliver results.
True False
- The clan culture and market culture are both represented by values that emphasize an internal focus.
True False
- An organization’s culture can be a source of competitive advantage.
True False
- The process of organizational change always begins with the recruitment of new employees.
True False
- Organizational culture will not change in a significant way unless managers are able to change basic underlying assumptions.
True False
21.The anticipatory socialization phase begins when the employment contract has been signed.
True False
- Organization socialization begins before the individual actually joins the organization.
True False
- Divestiture is the denial and stripping away of the newcomer’s existing sense of self and the reconstruction of self in the organization’s image.
True False
- Serial socialization provides a timetable for the assumption of the role, whereas a variable process does not.
True False
- Clothing company Beetle Basics puts all its new employees through the same three-day orientation program. This is a collective, formal socialization experience.
True False
26.A disjunctive socialization process is one in which the newcomer is socialized by an experienced member.
True False
- Formal socialization is the practice of segregating a newcomer from regular organization members during a defined socialization period.
True False
- An opportunistic network is associated with having weak ties with multiple developers from different social systems.
True False
- A receptive developmental network is the strongest type of network.
True False
- An entrepreneurial developmental network is associated with having weak ties with multiple developers from different social systems.
True False
Multiple Choice Questions
31.Organizational _____ is(are) the set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments.
- artifacts
- culture
- ethics
- socialization
- mentoring
- The three fundamental layers of organizational culture are:
- observable artifacts, ethics, and socialization.
- ethics, socialization, and mentoring.
- ethics, observable artifacts, and mentoring.
- observable artifacts, espoused values, and mentoring.
- observable artifacts, espoused values, and underlying assumptions.
33.Which of the following is an example of an artifact of an organization?
- The different management styles of people in the organization
- The national culture in which the organization functions
- The underlying beliefs about the organization
- The company’s annual awards function
- The company’s espoused values
- ______ consist of the physical manifestation of an organization’s culture. They include acronyms, manner of dress, awards, myths and stories told about the organization, published lists of values, observable rituals and ceremonies, special parking spaces, decorations, and so on.
- Mnemonics
- Artifacts
- Basic assumptions
- Espoused values
- Enacted values
35.When Hannah entered the Hyatt Hotel to confirm a booking she had done for her friend, she noticed that all the hospitality staff wore clothes in the same color and style. Which of the following layers of organizational culture would such a dress code represent?
- Artifacts
- Espoused values
- Enacted values
- Assumptions
- Mnemonics
- The reception area of Catwalk Inc. has a huge showcase displaying the various awards the company has won over the years. This is a representation of which of the following layers of the organizational culture?
- Artifacts
- Espoused values
- Enacted values
- Semantics
- Mnemonics
37.A company hangs signs on its walls saying, “Trust is one of our guiding principles.” This is an example of a(n):
- espoused value.
- enacted value.
- intrinsic value.
- redundant value.
- instrumental value.
- The most visible level of an organization’s culture is:
- espoused values.
- enacted values.
39.The top management of Olympic Sports Equipment has clearly stated the values and norms that the company expects its employees to follow. These are referred
to as:
- espoused values.
- below-the-surface artifacts.
- enacted values.
- social artifacts.
- observable artifacts.
- _____ represent the explicitly stated values and norms that are preferred by an organization.
- Artifacts
- Espoused values
- Enacted values
- Basic assumptions
- Beliefs
41.Every month, Target selects an employee for the “Employee of the Month” award. The winner gets a $100 check and an assigned parking space for a month. This is an example of a(n):
- underlying assumption.
- enacted value.
- observable artifact.
- espoused value.
- Every employee at RTG Inc. knows that the company’s two main principles are “We value diversity” and “Teaching matters”. Which of the following layers of organization culture does this represent?
- Artifacts
- Espoused values
- Enacted values
- Basic assumptions
- Competence suppressors
43.The values and norms that are exhibited by employees are called:
- face values.
- espoused values.
- intrinsic values.
- instrumental values.
- enacted values.
- Though TGF’s stated HR policies value diversity and encourage applications from diverse backgrounds, employees notice that this is not really put into practice.
This represents:
- a combination of artifacts and beliefs.
- a gap between espoused and enacted values.
- a combination of artifacts and espoused values.
- a gap between artifacts and enacted values.
- a synthesis of espoused and enacted values.
45._____ constitute organizational values that have become so taken for granted over time that they become the underlying forces that guide organizational behavior.
- Artifacts
- Semantics
- Mnemonics
- Ethics
- Assumptions
- The essential factor in maintaining social stability in an organization is:
- managing conflict and change in the organization.
- encouraging social networking among employees.
- increasing the gap between espoused and enacted values.
- instituting performance -based incentives.
- developing a clan culture rather than a market culture.
47.Which of the following reflects the extent to which the work environment is perceived as positive and reinforcing, and conflict and change are managed effectively?
- Social system stability
- Organizational identity
- Investiture socialization
- Disjunctive socialization
- Diversity of developmental relationships
- The dimensions on which the Competing Values Framework bases its
classifications of organizations are:
- profit/non-profit and horizontal/vertical.
- positivity/negativity and employer-focused/employee-focused.
- flexibility/stability and internality/externality.
- top -down/bottom-up and investiture/divestiture.
- serial/disjunctive and formal/informal.
49.Which of the following is a dimension of organizational culture used in the
Competing Values Framework?
- Whether an organization follows a top-down or bottom-up approach to communication
- Whether an organization focuses its efforts on internal dynamics or outward toward its external environment
- Whether an organization uses investiture or divestiture to socialize new members into the organization
- Whether an organization’s main focus is on profit or it contributes to not -forprofit activities
- Whether an organization’s culture encourages formal or informal relationships between employers and employees
- Which of the following company slogans most reflects the characteristics of a clan culture?
- You’ll always find us one step ahead of the market.
- Think outside the box. Dream it. Do it.
- People are our greatest asset.
- Precision plus consistence equals quality.
- Putting customers first.
51.Which of the following statements about the Competing Values Framework is
true?
- It is a mechanism for judging between employees.
- It is highly theoretical and impractical.
- It is an approach for classifying organizational culture.
- It does not take non-profit organizations into consideration.
- It describes six different types of organizational culture.
- A clan culture can be identified by:
- internal focus and flexibility.
- external focus and flexibility.
- internal focus and control.
- external focus and stability.
- external focus and control.
- A(n) _____ organizational culture resembles a family-type organization in which effectiveness is achieved by encouraging collaboration between employees.
- clan
- market
- adhocracy
- hierarchy
- passive
- Which of the following is a typical feature of an organization that has a clan culture?
- It values employee consensus and job satisfaction.
- It has an external rather than an internal focus.
- It prefers to maintain stability instead of adopting flexible methods of working.
- It discourages employee collaboration in favour of top -down management.
- It relies on centralized power and authority.
55.Tom’s of Maine is a company which produces all-natural toothpastes, soaps, and other hygiene products. According to the company statement of beliefs, they aim to provide their employees with “a safe and fulfilling environment and an opportunity to grow and learn.” Which of the following types of organizational culture has Tom’s of Maine adopted?
- Clan culture
- Adhocracy culture
- Market culture
- Hierarchy culture
- Passive culture
