This document provides an overview of organizational culture and cultural diversity. It includes learning objectives, test correlation tables, true/false questions, and multiple choice question previews related to:
1) Describing the core elements of organizational culture including symbols, language, values, norms, and narratives.
2) Comparing and contrasting four types of organizational culture: clan, adhocracy, market, and hierarchy.
3) Discussing several types of subcultures that may exist within organizations including departmental, generational, and gender-based subcultures.
4) Describing several activities for successfully managing diversity such as surveys, training, and establishing employee resource groups.
This document provides a test correlation table and questions for a chapter about managing in a dynamic environment. The chapter covers three main learning objectives: 1) define managers and management, 2) explain what managers do, and 3) describe managerial competencies. The table correlates questions to the learning objectives and indicates whether questions are easy, moderate, or difficult. The document then provides 60 true/false questions and 20 multiple choice questions related to the chapter content and learning objectives.
This document provides a test correlation table and questions for Chapter 12 on organizational change and learning. It outlines the learning objectives, question types (true/false, multiple choice, essay), and level of difficulty (easy, moderate, difficult) for each objective. The objectives cover types of organizational change, the planning process for change, methods of change, how innovation relates to change, and how learning organizations foster change. The table is followed by sample true/false and multiple choice questions mapped to the objectives and difficulty levels.
1) The document discusses managing globally and provides learning objectives and test questions related to characteristics of the global economy, how culture affects business practices, political-legal forces on international business, major trade agreements, and international business strategies.
2) It includes true/false and multiple choice questions mapped to the learning objectives, covering topics such as forces driving globalization, cultural dimensions like time orientation and value systems, assessing political risk, trade agreements like the WTO and NAFTA, and international entry strategies.
3) The test correlation table lists the learning objectives, associated question types and levels of difficulty for easy, moderate, and difficult questions.
This document provides a test correlation table and learning objectives for a chapter on environmental forces that influence organizations. The table lists true/false, multiple choice, and essay style questions mapped to three levels of difficulty that assess comprehension of the chapter's four learning objectives. The objectives cover how economic/cultural factors influence organizations, the five competitive forces that affect industries, political/legal strategies used by managers, and how technological forces drive industry changes. The document provides a high-level overview of the chapter's content and assessment of student understanding through different question types.
1) The document discusses planning and strategy, outlining six learning objectives. It provides a test correlation table that matches learning objectives with question types (true/false, multiple choice, essay) at different levels of difficulty.
2) The true/false and multiple choice questions cover topics like the importance of planning, strategic vs. tactical planning, diversification strategies, corporate strategy levels, and Porter's generic competitive strategies model.
3) Answers are provided for each question referencing the chapter pages for more information. The document serves as a study guide for an exam on planning and strategy concepts.
This document provides a test correlation table and questions for Chapter 11 on organizational design. It covers four learning objectives: 1) describing the two fundamentals of organizing, 2) explaining the five aspects of vertical design, 3) describing four types of horizontal design, and 4) describing two methods of integration. The table lists questions by type (true/false, multiple choice, essay), level of difficulty, and learning objective. It then provides sample true/false and multiple choice questions to assess understanding of the chapter concepts.
This document provides an overview of managing work teams. It begins with learning objectives about explaining the importance of work teams, identifying types of work teams, stating the meaning and determinants of team effectiveness, describing internal team processes, and explaining how to diagnose and remove barriers to performance. It then provides a correlation table matching questions to these learning objectives at different levels of difficulty. The remainder of the document consists of true/false questions mapping to the learning objectives.
The document provides an overview of the evolution of management theories and viewpoints, as well as learning objectives and test questions related to the chapter. Specifically, it discusses the three branches of the traditional viewpoint (bureaucratic, scientific, administrative), the behavioral viewpoint's contributions, how systems and quantitative techniques can improve performance, the two components of the contingency viewpoint, and the impact of quality on management practices. The test correlation table maps learning objectives to question types and difficulty levels. Multiple choice and true/false questions with answers are provided to assess understanding of the chapter concepts.
This document provides a test correlation table and questions for a chapter about managing in a dynamic environment. The chapter covers three main learning objectives: 1) define managers and management, 2) explain what managers do, and 3) describe managerial competencies. The table correlates questions to the learning objectives and indicates whether questions are easy, moderate, or difficult. The document then provides 60 true/false questions and 20 multiple choice questions related to the chapter content and learning objectives.
This document provides a test correlation table and questions for Chapter 12 on organizational change and learning. It outlines the learning objectives, question types (true/false, multiple choice, essay), and level of difficulty (easy, moderate, difficult) for each objective. The objectives cover types of organizational change, the planning process for change, methods of change, how innovation relates to change, and how learning organizations foster change. The table is followed by sample true/false and multiple choice questions mapped to the objectives and difficulty levels.
1) The document discusses managing globally and provides learning objectives and test questions related to characteristics of the global economy, how culture affects business practices, political-legal forces on international business, major trade agreements, and international business strategies.
2) It includes true/false and multiple choice questions mapped to the learning objectives, covering topics such as forces driving globalization, cultural dimensions like time orientation and value systems, assessing political risk, trade agreements like the WTO and NAFTA, and international entry strategies.
3) The test correlation table lists the learning objectives, associated question types and levels of difficulty for easy, moderate, and difficult questions.
This document provides a test correlation table and learning objectives for a chapter on environmental forces that influence organizations. The table lists true/false, multiple choice, and essay style questions mapped to three levels of difficulty that assess comprehension of the chapter's four learning objectives. The objectives cover how economic/cultural factors influence organizations, the five competitive forces that affect industries, political/legal strategies used by managers, and how technological forces drive industry changes. The document provides a high-level overview of the chapter's content and assessment of student understanding through different question types.
1) The document discusses planning and strategy, outlining six learning objectives. It provides a test correlation table that matches learning objectives with question types (true/false, multiple choice, essay) at different levels of difficulty.
2) The true/false and multiple choice questions cover topics like the importance of planning, strategic vs. tactical planning, diversification strategies, corporate strategy levels, and Porter's generic competitive strategies model.
3) Answers are provided for each question referencing the chapter pages for more information. The document serves as a study guide for an exam on planning and strategy concepts.
This document provides a test correlation table and questions for Chapter 11 on organizational design. It covers four learning objectives: 1) describing the two fundamentals of organizing, 2) explaining the five aspects of vertical design, 3) describing four types of horizontal design, and 4) describing two methods of integration. The table lists questions by type (true/false, multiple choice, essay), level of difficulty, and learning objective. It then provides sample true/false and multiple choice questions to assess understanding of the chapter concepts.
This document provides an overview of managing work teams. It begins with learning objectives about explaining the importance of work teams, identifying types of work teams, stating the meaning and determinants of team effectiveness, describing internal team processes, and explaining how to diagnose and remove barriers to performance. It then provides a correlation table matching questions to these learning objectives at different levels of difficulty. The remainder of the document consists of true/false questions mapping to the learning objectives.
The document provides an overview of the evolution of management theories and viewpoints, as well as learning objectives and test questions related to the chapter. Specifically, it discusses the three branches of the traditional viewpoint (bureaucratic, scientific, administrative), the behavioral viewpoint's contributions, how systems and quantitative techniques can improve performance, the two components of the contingency viewpoint, and the impact of quality on management practices. The test correlation table maps learning objectives to question types and difficulty levels. Multiple choice and true/false questions with answers are provided to assess understanding of the chapter concepts.
The document outlines the learning objectives and test questions for a chapter on controlling in organizations. It covers explaining the foundations of control, identifying the phases of the corrective control model, describing primary control methods, and explaining corporate governance issues. The questions are categorized by their learning objective, type (true/false, multiple choice, essay), and difficulty level (easy, moderate, difficult).
The document provides a chapter summary and test correlation table for a chapter on entrepreneurship. It outlines four learning objectives: 1) explain the role of entrepreneurs and how external factors impact their ventures, 2) describe personal attributes that contribute to entrepreneurial success, 3) outline essential planning steps for potential entrepreneurs, and 4) state the role of intrapreneurs and how organizations can foster intrapreneurship. For each objective, it lists true/false and multiple choice questions at varying levels of difficulty that test comprehension of the chapter concepts.
This document provides an overview of key concepts in decision making, including:
1) Decisions are made under conditions of certainty, risk, or uncertainty depending on what is known about the problem and potential solutions.
2) Decisions can be classified as routine, adaptive, or innovative based on how common the problem is and how established the solutions may be.
3) There are three basic models of decision making - rational, bounded rationality, and political. The rational model follows a systematic process while the political model considers organizational politics and power dynamics.
The document is a chapter about ethics and stakeholder social responsibility from a textbook. It includes learning objectives, a test correlation table mapping questions to those objectives at different difficulty levels, and sample true/false and multiple choice questions. The chapter discusses the importance of ethics for businesses and individuals, forces that shape ethical behavior, approaches to ethical decision making, and stakeholder social responsibility. It provides examples of ethical dilemmas that companies may face and how their decisions impact stakeholders.
This document provides a test correlation table and learning objectives for a chapter on managing human resources. The table lists the chapter's learning objectives and correlates them with different types of test questions (true/false, multiple choice, essay) at different levels of difficulty (easy, moderate, difficult). It then provides examples of test questions for each objective, including the question, answer, rationale, and difficulty level. The chapter appears to cover topics like the strategic importance of human resources, employment laws and regulations, human resources planning, recruitment and hiring, training and development, performance appraisals, and compensation.
This document provides a test correlation table that matches learning objectives from Chapter 9 on planning and decision aids with different types of test questions (true/false, multiple choice, essay) at varying levels of difficulty (easy, moderate, difficult). It lists the learning objectives, describes the types of questions, and provides examples of questions testing the objectives at the different difficulty levels. The table correlates questions from the chapter with the objectives and difficulty levels to help assess student comprehension.
This document contains a chapter on organizational communication from a textbook. It includes 42 true/false questions testing comprehension of key concepts about communication processes in organizations. It also includes 23 multiple choice questions assessing understanding of topics like encoding, decoding, channels, and types of messages used. Key points covered include the importance of communication in organizations, elements of the communication process, and the role of both verbal and nonverbal communication.
This document contains a chapter on leadership dynamics with 6 learning objectives. It provides true/false and multiple choice questions with answers on theories and models of leadership, including:
- Leadership involves influence, change, and shared purpose between leaders and followers.
- Behavioral models show leadership behaviors can be learned and focus on differences between effective and ineffective leaders.
- Contingency models like Situational Leadership state the best leadership style depends on the situation.
- Transformational leaders inspire followers through vision and innovation.
- Developing leaders requires training, mentoring, and on-the-job experience.
This document contains a chapter on work motivation from a textbook. It includes learning objectives about different theories of motivation, such as the managerial approach, reinforcement theory, expectancy theory, and job characteristics theory. There are also true/false questions and multiple choice questions testing understanding of these motivation theories.
This document defines organizational culture and describes its key elements. It discusses that culture is comprised of shared beliefs, assumptions, values and norms that shape group behavior. Culture is transmitted through socialization and exists when shared by most group members, passed between generations, and influences behavior. The core elements of culture include observable practices/symbols and deeper assumptions/values. The document then examines different types of organizational cultures like bureaucratic, clan, market, and entrepreneurial cultures and how they influence behaviors and performance. Finally, it discusses how strong, well-socialized cultures can enhance performance and satisfaction if a common style is developed and reinforced.
This document discusses tests used to measure aquifer hydraulic properties for contaminant hydrogeology. It explains that aquifer properties are typically characterized at a large scale using pumping tests, but contaminant transport is influenced by heterogeneity at smaller scales. Accurately characterizing hydraulic conductivity spatial variability at finer scales is important for effective remediation system design, as contaminant plumes and high flux zones can span orders of magnitude over short distances. Failing to detect this heterogeneity could result in over- or under-designed remediation systems.
Culturally responsive education must be highly valued among educators, policy-makers and families. This slide-share comes from an assignment at Western Governors University as an undergraduate in their Special Education (K-12) and Elementary Education (K-8) program.
The document contains a student's attempts at a multiple choice quiz on chapter 6 of an unknown subject. The student scored poorly on the first few attempts, getting only 10% or 0% correct, but improved to 10% correct on the fifth attempt. The quiz addressed topics like job design strategies, empowerment, self-leadership, and types of reward systems.
How Managers Can Overcome 3 Systemic Barriers to Effective CommunicationNMC Strategic Manager
In addition to technical barriers, there may be systemic barriers in your organization that prevent effective communication. Learn 3 major barriers and how managers can overcome them.
This document contains multiple choice and true/false questions about work teams from a chapter on understanding work teams. It covers the following key points:
1. Work teams have become popular because they enable organizations to better utilize employee talents. Teams generally have a positive impact on employee motivation.
2. The main difference between work groups and teams is that teams engage in collaborative work that produces results exceeding individual inputs, while groups primarily share information.
3. Common types of teams discussed include problem-solving teams, self-managed teams, cross-functional teams, and virtual teams. Self-managed teams empower members to make work-related decisions and typically have 10-15 members.
4. Effective teams require skills
The document discusses communicative competence and its related concepts. It begins by defining communicative competence based on Chomsky's distinction between competence and performance. Hymes later expanded on this idea by arguing that communicative competence involves sociocultural factors and the ability to convey and interpret messages within specific contexts. The document then discusses basic interpersonal communicative skills versus cognitive/academic language proficiency. It also covers the different components of communicative competence including grammatical, sociolinguistic, discourse, strategic, and organizational competence. The document goes on to define language functions and pragmatic concepts such as locutionary, illocutionary, and perlocutionary acts. It also discusses notions related to pragmatics, discourse analysis,
Opportunity and Threat of External EnvironmentNoonamsom
The document discusses analyzing an organization's external environment. It defines the external environment and different types of external factors that can influence an organization. These include the general environment, industry environment, and competitor environment. The document provides details on how to analyze each of these environments, including using Porter's Five Forces model to analyze the industry environment. It also discusses using SWOT analysis to understand an organization's opportunities and threats in the external environment. The overall aim is to help organizations understand external factors they don't control but must adapt to in order to survive and grow.
Organizational culture refers to the shared values, beliefs, and behaviors of members of an organization. A strong organizational culture can attract and retain talent, engage employees, create energy and momentum, and make everyone more successful. Culture is learned through stories, rituals, symbols, and language within the organization. Founders and top management play important roles in establishing and maintaining an organization's culture through selection practices, actions, and socialization of new employees. While difficult to change, understanding organizational culture is important for managing change within a company.
This document provides a summary of a 30 question multiple choice exam on management topics including social responsibility, the balanced scorecard, budgeting tools, sources of power, leadership characteristics, organizational structures, conflict management techniques, employee turnover, green business approaches, personality traits, ratios, goal setting, and group development stages.
Situational learning as a source of competitive advantageStephenRobertBibby
Situational Learning as a process that may help explain continuous competitive advantage of regions and organisations over time with policy implications - research project
Culture is increasingly an important element in the tourism workplaces in which it creates distinctiveness and authenticity of diversity and cultural differences does not matters. In this lesson, you will learn about the culture and its impact in the multicultural diversity in workplaces of tourism sectors.
The document outlines the learning objectives and test questions for a chapter on controlling in organizations. It covers explaining the foundations of control, identifying the phases of the corrective control model, describing primary control methods, and explaining corporate governance issues. The questions are categorized by their learning objective, type (true/false, multiple choice, essay), and difficulty level (easy, moderate, difficult).
The document provides a chapter summary and test correlation table for a chapter on entrepreneurship. It outlines four learning objectives: 1) explain the role of entrepreneurs and how external factors impact their ventures, 2) describe personal attributes that contribute to entrepreneurial success, 3) outline essential planning steps for potential entrepreneurs, and 4) state the role of intrapreneurs and how organizations can foster intrapreneurship. For each objective, it lists true/false and multiple choice questions at varying levels of difficulty that test comprehension of the chapter concepts.
This document provides an overview of key concepts in decision making, including:
1) Decisions are made under conditions of certainty, risk, or uncertainty depending on what is known about the problem and potential solutions.
2) Decisions can be classified as routine, adaptive, or innovative based on how common the problem is and how established the solutions may be.
3) There are three basic models of decision making - rational, bounded rationality, and political. The rational model follows a systematic process while the political model considers organizational politics and power dynamics.
The document is a chapter about ethics and stakeholder social responsibility from a textbook. It includes learning objectives, a test correlation table mapping questions to those objectives at different difficulty levels, and sample true/false and multiple choice questions. The chapter discusses the importance of ethics for businesses and individuals, forces that shape ethical behavior, approaches to ethical decision making, and stakeholder social responsibility. It provides examples of ethical dilemmas that companies may face and how their decisions impact stakeholders.
This document provides a test correlation table and learning objectives for a chapter on managing human resources. The table lists the chapter's learning objectives and correlates them with different types of test questions (true/false, multiple choice, essay) at different levels of difficulty (easy, moderate, difficult). It then provides examples of test questions for each objective, including the question, answer, rationale, and difficulty level. The chapter appears to cover topics like the strategic importance of human resources, employment laws and regulations, human resources planning, recruitment and hiring, training and development, performance appraisals, and compensation.
This document provides a test correlation table that matches learning objectives from Chapter 9 on planning and decision aids with different types of test questions (true/false, multiple choice, essay) at varying levels of difficulty (easy, moderate, difficult). It lists the learning objectives, describes the types of questions, and provides examples of questions testing the objectives at the different difficulty levels. The table correlates questions from the chapter with the objectives and difficulty levels to help assess student comprehension.
This document contains a chapter on organizational communication from a textbook. It includes 42 true/false questions testing comprehension of key concepts about communication processes in organizations. It also includes 23 multiple choice questions assessing understanding of topics like encoding, decoding, channels, and types of messages used. Key points covered include the importance of communication in organizations, elements of the communication process, and the role of both verbal and nonverbal communication.
This document contains a chapter on leadership dynamics with 6 learning objectives. It provides true/false and multiple choice questions with answers on theories and models of leadership, including:
- Leadership involves influence, change, and shared purpose between leaders and followers.
- Behavioral models show leadership behaviors can be learned and focus on differences between effective and ineffective leaders.
- Contingency models like Situational Leadership state the best leadership style depends on the situation.
- Transformational leaders inspire followers through vision and innovation.
- Developing leaders requires training, mentoring, and on-the-job experience.
This document contains a chapter on work motivation from a textbook. It includes learning objectives about different theories of motivation, such as the managerial approach, reinforcement theory, expectancy theory, and job characteristics theory. There are also true/false questions and multiple choice questions testing understanding of these motivation theories.
This document defines organizational culture and describes its key elements. It discusses that culture is comprised of shared beliefs, assumptions, values and norms that shape group behavior. Culture is transmitted through socialization and exists when shared by most group members, passed between generations, and influences behavior. The core elements of culture include observable practices/symbols and deeper assumptions/values. The document then examines different types of organizational cultures like bureaucratic, clan, market, and entrepreneurial cultures and how they influence behaviors and performance. Finally, it discusses how strong, well-socialized cultures can enhance performance and satisfaction if a common style is developed and reinforced.
This document discusses tests used to measure aquifer hydraulic properties for contaminant hydrogeology. It explains that aquifer properties are typically characterized at a large scale using pumping tests, but contaminant transport is influenced by heterogeneity at smaller scales. Accurately characterizing hydraulic conductivity spatial variability at finer scales is important for effective remediation system design, as contaminant plumes and high flux zones can span orders of magnitude over short distances. Failing to detect this heterogeneity could result in over- or under-designed remediation systems.
Culturally responsive education must be highly valued among educators, policy-makers and families. This slide-share comes from an assignment at Western Governors University as an undergraduate in their Special Education (K-12) and Elementary Education (K-8) program.
The document contains a student's attempts at a multiple choice quiz on chapter 6 of an unknown subject. The student scored poorly on the first few attempts, getting only 10% or 0% correct, but improved to 10% correct on the fifth attempt. The quiz addressed topics like job design strategies, empowerment, self-leadership, and types of reward systems.
How Managers Can Overcome 3 Systemic Barriers to Effective CommunicationNMC Strategic Manager
In addition to technical barriers, there may be systemic barriers in your organization that prevent effective communication. Learn 3 major barriers and how managers can overcome them.
This document contains multiple choice and true/false questions about work teams from a chapter on understanding work teams. It covers the following key points:
1. Work teams have become popular because they enable organizations to better utilize employee talents. Teams generally have a positive impact on employee motivation.
2. The main difference between work groups and teams is that teams engage in collaborative work that produces results exceeding individual inputs, while groups primarily share information.
3. Common types of teams discussed include problem-solving teams, self-managed teams, cross-functional teams, and virtual teams. Self-managed teams empower members to make work-related decisions and typically have 10-15 members.
4. Effective teams require skills
The document discusses communicative competence and its related concepts. It begins by defining communicative competence based on Chomsky's distinction between competence and performance. Hymes later expanded on this idea by arguing that communicative competence involves sociocultural factors and the ability to convey and interpret messages within specific contexts. The document then discusses basic interpersonal communicative skills versus cognitive/academic language proficiency. It also covers the different components of communicative competence including grammatical, sociolinguistic, discourse, strategic, and organizational competence. The document goes on to define language functions and pragmatic concepts such as locutionary, illocutionary, and perlocutionary acts. It also discusses notions related to pragmatics, discourse analysis,
Opportunity and Threat of External EnvironmentNoonamsom
The document discusses analyzing an organization's external environment. It defines the external environment and different types of external factors that can influence an organization. These include the general environment, industry environment, and competitor environment. The document provides details on how to analyze each of these environments, including using Porter's Five Forces model to analyze the industry environment. It also discusses using SWOT analysis to understand an organization's opportunities and threats in the external environment. The overall aim is to help organizations understand external factors they don't control but must adapt to in order to survive and grow.
Organizational culture refers to the shared values, beliefs, and behaviors of members of an organization. A strong organizational culture can attract and retain talent, engage employees, create energy and momentum, and make everyone more successful. Culture is learned through stories, rituals, symbols, and language within the organization. Founders and top management play important roles in establishing and maintaining an organization's culture through selection practices, actions, and socialization of new employees. While difficult to change, understanding organizational culture is important for managing change within a company.
This document provides a summary of a 30 question multiple choice exam on management topics including social responsibility, the balanced scorecard, budgeting tools, sources of power, leadership characteristics, organizational structures, conflict management techniques, employee turnover, green business approaches, personality traits, ratios, goal setting, and group development stages.
Situational learning as a source of competitive advantageStephenRobertBibby
Situational Learning as a process that may help explain continuous competitive advantage of regions and organisations over time with policy implications - research project
Culture is increasingly an important element in the tourism workplaces in which it creates distinctiveness and authenticity of diversity and cultural differences does not matters. In this lesson, you will learn about the culture and its impact in the multicultural diversity in workplaces of tourism sectors.
Organizational culture is defined in many ways by different scholars. It is a shared phenomenon among organizational members that includes shared values, basic assumptions, and patterns of behavior. It is learned and passed down over time. Culture influences many aspects of organizational functioning like change, strategy, and performance. There are multiple levels of culture from national to organizational. Understanding cultural differences is important for effective cross-cultural communication and management.
This chapter discusses intercultural communication in organizations. It aims to help students understand how cultural contexts, environmental contexts, and perceptual contexts affect business across cultures. Some key points covered include how dimensions of culture like individualism/collectivism, power distance, and uncertainty avoidance influence organizational values and practices. The chapter also compares managerial styles and manager-subordinate relationships in Japan, Germany, and Arab countries.
This document provides an overview of a thesis presented by Wendy Jones to the University of San Francisco in partial fulfillment of the requirements for a Master of Arts degree in Organization and Leadership. The thesis aimed to identify the three traits of corporate culture that are positively related to increased firm performance. Through a literature review, Jones identified collectivism, adaptability, and culture strength as the three traits linked to financial success. She then created a survey to measure these three traits in existing corporate cultures. Additionally, Jones developed a handbook to provide guidelines for organizations on how to adopt these three traits into their own corporate cultures in order to maximize performance. The document provides context for Jones' thesis and outlines her objectives to both measure existing cultures and provide guidance
MGT 614 Cross Cultural Management CHAPTER 11NATIONA.docxbuffydtesurina
MGT 614
Cross Cultural
Management
CHAPTER 11:NATIONAL CULTURES AND CORPORATE
CULTURES
CHAPTER 12: TOWARD INTERNATIONAL AND
TRANSNATIONAL MANAGEMENT
CHAPTER 15: THE DIVERSITY OF DIVERSITY
AND
THE INTERNATIONAL H. R.
MODULE 7
CHAPTER 11:NATIONAL
CULTURES AND
CORPORATE CULTURES
Cultural Dimensions and Models of
Organization
When people set up an organization typically its
employees will give meaning to their environment
based on their own particular cultural
programming. For example it may be designed
to remember a family or and impersonal system
designed to achieve targets.
The cultural dimensions influence the models
people give to organizations and the meanings
they attribute to them.
Different Corporate
Cultures
There are four categorical types of corporate culture.
• The Family
• The Eiffel Tower
• The Guided Missile
• The Incubator
.
• They very considerable in how they:
think and learn, how they change, and how they motivate, reward,
and resolve conflicts.
And . . . .
Three aspects of organizational structure are especially
important in determining
Different Corporate
Cultures
And . . . .
Three aspects of organizational structure are especially
important in determining corporate culture:
The general relationship between employees and their
organization
The vertical of hierarchical system of authority defining superiors
and subordinates
The general view of employees about the organization’s
destiny, purpose, and goals and their places in this regards,
The Family Culture
It is the same as a family. Personal with close face-
to-face relationships, but also hierarchical,
Power-oriented corporate culture.
Mimics the home.
The Family Culture (Cont.)
At its best the power-oriented family culture:
• Exercises power through its members’ acting with one
accord.
• Power is not necessarily over them (the main sanction is
loss of affection and place in the family.
• Pressure is moral and social rather than financial or
legal.
• High context (since they share a significant amount of
information and cultural content taken from granted by
members).
The Family Culture (Cont.)
Relationships tend to be diffuse.
The general happiness and welfare of all employees are
regarded as the concern of the family-type corporation.
Power and differential status are seen as “natural”.
Above the poser of the leader may be that of the state, the
political system, the society, or God.
Thinking, Learning, and
Change
The family corporate culture is more interested in
intuitive than in rational knowledge.
Motivating, Rewarding, and
Resolving Conflict
Family members enjoy their relationships, so they
may be motivated more by praise and
appreciation then by money.
Pay-for-performance rarely sits well with them, as
is true of any motivation that threatens family
bonds.
Resol.
Cultural diversity presents both opportunities and challenges for multinational companies. While diverse teams can spark creativity and better problem-solving through different skills and perspectives, they also face issues like miscommunication, lack of cultural awareness, and differing attitudes and perceptions. Problems most often emerge at the beginning of a project during initial relationship-building. Providing cross-cultural training to develop skills like effective communication, cultural respect, flexibility, and open-mindedness can help multicultural teams overcome challenges and maximize the benefits of diversity.
My new paper considers the ever changing generational mix in the workplace and how to maximize people development to impact organizational growth in this environment - whatever the generation!
Understanding International Business in the Context of Cultural LensesIOSR Journals
This paper is based on the premise that for business organizations to succeed in our globalized, competitive international environment without a „globalized‟ culture, business managers need to have a sound and practical knowledge of cross boarder cultures. Believing, as Dewey (1938) long ago recognized that “there is nothing more practical than a good theory”, the paper identified from the professional literature and discussed seven theories of culture. The understanding of these cultural models would help the business manager to become more intelligent, culturally more sensitive to cultural differences, develop cultural competence and became more effective and efficient as he/she works to overcome cultural complexities that can negatively affect business and business profits.
My English Class Essay. My School essay in English English Lessons for Begin...Susan Neal
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- The document discusses the importance of conceptual understanding in education over simply memorizing facts. It advocates for instructional designs that develop students' knowledge, understanding, and abilities.
- Key aspects are identifying enduring understandings to guide curriculum rather than just listing objectives. Lessons should engage students emotionally and intellectually for deep understanding.
- Examples show how to write standards focusing on facts, conceptual understanding, and skills rather than just facts. The goal is for students to make connections and transfer learning to new contexts.
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This document discusses the importance of diversity and cultural competency in leadership. It argues that diversity, when properly leveraged, can power innovation and drive business success in today's global environment. The document outlines four forces shaping the new mindset of inclusiveness that leaders must adopt: 1) economic and social forces, 2) demographic shifts, 3) globalization, and 4) demands for diversity from stakeholders. It also notes that diversity today encompasses more than just differences in race and gender, and that leaders must view diversity as a key part of corporate strategy with major financial implications.
Is cultural diversity one of the solution to recreate the global economy for ...KamelionWorld
Diversity of thinking (age, culture, education, personality, skills and life experiences) is most important in global business.
Learn how to read between the lines in the recent report: The new global mindset: globalization and the changing world of business published by Ernst & Young.
This 13-page report identifies your group’s DiSC® culture and explores what that means for your group. It helps you determine and explore the advantages and disadvantages of your group’s DiSC culture, discuss its effect on group members, and examine its influence on decision making and risk taking.
This report is created from 3 or more individual completed Everything DiSC profiles (sold separately). Works with Everything DiSC Workplace, Management, Productive Conflict or Sales.
MEDIA AND STORY DEVELOPMENT 2
MEDIA AND STORY DEVELOPMENT 1
MEDIA AND STORY DEVELOPMENT 1
Capstone Project Part#3
Florida International University
Maria V Ortega
IDS 3309
April 2, 2021
Research in media literacy has taught me a lot of things. It has taught me that the term "literacy" generally represents reading and writing skills. There is a variety in common with media literacy and reading literacy. Reading begins with letter recognition. Soon readers will recognize terms — and, above all, grasp what these words say. Authors and readers gain better reading abilities with further exposure. I have learned that media literacy recognizes and draws upon the constructive, innovative, and enjoyable aspects of mainstream culture. It syndicates strategic media thinking and media texts to help us manage a highly dynamic media world. This world involves conventional and new media and common cultural texts like theme parks, shopping centers, apparel, fads, and toys (Bulger, 2018). Teachers should not need to be professionals in the school's media, and it's just about answering questions.
I became more media literate by understanding that literacy in the media cannot be constrained. An individual can never be culturally and informed enough to take all signals from the media. In the field of media literacy, there is still room for change. The maturity of the individual reading the messages depends on media literacy. Those with a less developed view of messages consider both commercials, TV shows, and films positively without assessing the content of each of the media's messages (Bulger, 2018). But those that are more able to process communications evaluate them differently. I also learned that I need to filter my sources to evade becoming a target of disinformation this can be achieved by getting to know the credibility and authenticity of the source.
After studying this research topic, I understood that media literacy inspires young people to challenge, test, understand, and respect their visual community. It imparts customers and viewers to become fully involved in the media. The media education field is introduced into the school, bringing promptness and importance to conventional issues. It is a great bridge for the convergence of topics and interdisciplinary research. Media education embraces and fosters a current education that stresses student-centered education, acknowledging various intelligence bits and – rather than merely storage – the study and management of content (Bulger, 2018). The Media curriculum is focused on a sound pedagogical approach to learning in which children are situated. The arts – songs, comics, TV, video games, the Phone, and even advertisements – exist that any child loves. Media build a common atmosphere and are thus a catalyst for awareness.
The project taught me to differentiate e ...
This document discusses how culture affects managing companies across borders. It begins by defining culture and explaining that culture influences norms, attitudes, and values, which shape behaviors. Different cultures have distinct practices around body language, such as handshakes, eye contact, and personal space. Culture also shapes how decisions are made in companies, such as whether decision-making is centralized or decentralized, and whether organizations prioritize stability or innovation. Additionally, cultures vary in their approaches to motivation, such as through individual or group rewards, and whether they encourage cooperation or competition. The document outlines factors that shape intercultural negotiations, such as different styles among U.S., Japanese, Arab, and Mexican businesspeople. It concludes by discussing the key steps
Handbook for Working with Culturally Diverse Geographically Dispersed TeamsSage Strategies
This document provides guidance for working with culturally diverse and geographically dispersed teams. It addresses frequently asked questions about why a handbook is needed for global teams and defines what culture means. The document is a handbook that covers topics such as self and team assessment, communication challenges, leadership, motivation, trust, and intercultural relations. It provides guidance on understanding cultural differences and how to build effective global teams."
Cultural Intelligence: Bridging the Cultural Differences in the Emerging MarketsJIANGUANGLUNG DANGMEI
In the emerging markets, cross border management has become a big challenge among the organizations. Researchers
have suggested that a high IQ and emotional intelligence may not be sufficient to successfully handle the global situations,
interaction and complexity tasks for an organization due to diversity in cultures. As organizations rely on the emerging
markets for revenue growth and expansion, they need to familiarize with different cultures and need to communicate
well with other cultures. If these cultural differences are not well managed, misunderstanding and conflict may rise in
the business across the world and organizations could be at risk if management fails to deal with the cultural difference.
Fortunately, researchers have recognized that cultural intelligence is a critical factor to overcome the challenges of cultural
differences. The realities of contemporary organizations demonstrated that cultural intelligence has vital implications for
individuals and organizations in the globalization as cultural diversities require organizations to interact with people from
a variety of backgrounds. When the cultural diversity is handled properly by incorporating cultural intelligence in the
organizations, it will be a competitive advantage for the organizations. Organizations operating in the cross border business now need to incorporate cultural intelligence to overcome the challenges of cultural differences in the emerging markets.
Teaching and learning in an era of disruptive innovationScott McLeod
Dr. Scott McLeod's presentation to the NEA Board of Directors. Washington, DC. December 12, 2009.
Contact me if you have questions:
www.dangerouslyirrelevant.org/contact.html
The document contains pseudocode and code examples for various algorithms:
1. An if-then-else statement that checks if x is less than 10 and prints or assigns x depending on if it is less than 5.
2. Pseudocode for calculating the average of a set of values by summing them and counting them, discarding values after "end of data".
3. Code to find the real and imaginary roots of a quadratic equation by calculating the discriminant and using appropriate formulas based on its sign.
1. The document discusses forced oscillations and resonance through examples of solving differential equations using trial solutions with undetermined coefficients.
2. Trial solutions of various forms like cos(ωt), sin(ωt) are used to find particular solutions, which are combined with the general solution to satisfy initial conditions.
3. Resonance occurs when the frequency of oscillation of the driving force matches the natural frequency of vibration, leading to an amplified response.
This section introduces differential equations and their use in mathematical modeling. It provides examples of verifying solutions to differential equations by direct substitution. Typical problems show finding an integrating constant to satisfy an initial condition. Differential equations are derived from descriptions of real-world phenomena involving rates of change. The section establishes foundational knowledge of differential equations and their solution methods.
The document summarizes the method of undetermined coefficients for solving nonhomogeneous linear differential equations. It provides examples of using the method to find the particular solution by making an educated guess of the form of the solution, substituting it into the differential equation, and solving for the coefficients. It also discusses addressing duplication with the complementary function to find the appropriate trial function.
This document discusses various types of mechanical vibrations including undamped, underdamped, critically damped, and overdamped motion. It provides examples of solving differential equations describing simple harmonic motion under different damping conditions and applying the solutions to problems involving springs, pendulums, and other oscillating systems. Specific cases are worked through to determine characteristics like frequency, period, and damping behavior.
This document provides solutions to 38 problems involving homogeneous linear differential equations with constant coefficients. Each problem is solved by:
1) Writing the characteristic equation and its roots
2) Writing the corresponding general solution
3) In some cases, imposing initial conditions to find a particular solution
The solutions are presented concisely and systematically in a computational format.
This document summarizes key points about linear differential equations:
1. Students should check that theorems in this section about general solutions of linear equations reduce to those in the previous section for n=2.
2. Examples show finding linear combinations of solutions "by inspection" or trial and error to satisfy given equations.
3. Imposing initial conditions on general solutions yields particular solutions for various differential equations.
This document introduces concepts related to second-order linear differential equations including superposition of solutions, existence and uniqueness of solutions, linear independence, the Wronskian, and general solutions. It provides 16 examples of imposing initial conditions on general solutions to obtain particular solutions. It also includes problems assessing understanding of related concepts and solving characteristic equations.
1. The set of all functions f: R → R with f(0) = 0 is a vector space, as the linear combination of such functions will also satisfy f(0) = 0.
2. The set of all odd functions is a vector space, as any linear combination of odd functions will also be odd.
3. The solution space to the differential equation y''(x) - 5y'(x) = 0 is 2-dimensional with basis {1, e^5x}, as the general solution is Ce^5x + D.
This section discusses linear combinations and independence of vectors. It explains that determining if vectors are linearly dependent or independent involves solving a linear system of equations. The document then provides examples of checking if sets of vectors are linearly dependent or independent by setting up and row reducing the associated coefficient matrix. It demonstrates that the reduced row echelon form reveals whether a nontrivial solution exists, indicating dependence or independence.
1. The document discusses bases and dimensions for vector spaces. A basis for a subspace enables visualizing the subspace as a k-dimensional hyperplane through the origin in Rn.
2. Examples are provided of determining if sets of vectors form a basis by checking if they are linearly independent. The dimension of solution spaces of homogeneous systems is also determined based on the rank of the systems.
3. Specific examples involve finding bases for solution spaces of systems of linear equations by reducing the coefficient matrices to echelon form and writing the general solutions in terms of the basis vectors.
The document discusses subspaces of vector spaces. It provides examples of subsets of Rn and determines whether each subset is a subspace by checking if it is closed under vector addition and scalar multiplication. Some subsets are shown to be subspaces, while others are not subspaces because they fail to satisfy one of the closure properties. The document also uses row reduction to determine the solution spaces of homogeneous linear systems, which must always be subspaces.
The document introduces concepts related to vector spaces including vectors, linear independence, and subspaces. It provides examples in R3 involving determining if sets of vectors are linearly dependent or independent, finding representations of vectors as linear combinations of other vectors, and solving homogeneous and nonhomogeneous systems of equations involving vector coefficients. Key concepts are illustrated through a series of problems involving vectors in R3.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
BÀI TẬP DẠY THÊM TIẾNG ANH LỚP 7 CẢ NĂM FRIENDS PLUS SÁCH CHÂN TRỜI SÁNG TẠO ...
Tb18
1. CHAPTER 18: ORGANIZATIONAL CULTURE AND CULTURAL DIVERSITY
Test Correlation Table Question Types/Level of Difficulty
LEARNING OBJECTIVES Easy Moderate Difficult
1. Describe the core elements of a TF 4, 7 1, 5, 8 2, 3, 6
culture.
MC 2, 4, 6, 9, 11, 14, 3, 7, 10, 12, 22, 25, 1, 5, 8, 13, 20, 26, 27
15, 16, 17, 18, 28, 29
19, 21, 23, 24
ES — — 1
2. Compare and contrast four types TF 9, 10, 13 11, 12, 16, 17 14, 15
of organizational culture.
MC 33, 36, 37, 41, 30, 32, 34, 35, 38, 39, 31, 44, 45, 48, 52
43, 50 40, 42, 46, 49, 51
ES — 2, 3, 5 4
3. Discuss several types of TF 18, 23 19, 20, 22, 25, 26, 28 21, 24, 27
subcultures that may exist in
organizations.
MC 53, 57, 60, 61, 55, 59, 62, 68, 71, 73, 54, 56, 58, 64, 66, 69,
63, 65, 67, 72 75 70
ES — — 6
4. Describe several activities for TF 33, 38 29, 31, 34, 35, 36, 39, 30, 32, 37
successfully managing diversity. 40
MC 76, 78, 84, 85, 77, 79, 80, 81, 82, 83, 86, 91, 92, 95
90, 96, 98 87, 88, 89, 93, 94, 97
ES — — 7, 8
245
2. CHAPTER 18: ORGANIZATIONAL CULTURE AND CULTURAL DIVERSITY
True/False Questions
Learning Objective 1
1. The elements of a culture include symbols, language, and narratives.
ANSWER: T, Knowledge, Moderate, p. 512
2. At Southwest Airlines, “fun first” is a norm shared by the airline’s employees and
customers alike.
ANSWER: F, Knowledge, Difficult, p. 513
3. A value comprises multiple beliefs that are compatible and supportive of one another.
ANSWER: F, Knowledge, Difficult, p. 513
4. The most powerful organizational socialization is through consistent role modeling,
teaching, coaching, and enforcement by coworkers and managers.
ANSWER: T, Knowledge, Easy, p. 514
5. Symbols are the simplest and most basic observable form of cultural expression.
ANSWER: T, Knowledge, Moderate, p. 514
6. Narratives are based on legends that may not necessarily be entirely true.
ANSWER: T, Knowledge, Difficult, p. 516
7. Taboos are culturally forbidden behaviors.
ANSWER: T, Knowledge, Easy, p. 517
8. Ceremonies are elaborate and formal activities designed to generate strong feelings.
ANSWER: T, Knowledge, Moderate, p. 517
Learning Objective 2
9. No one type of culture is ideal for every situation.
ANSWER: T, Knowledge, Easy, p. 518
10. The long-term concerns of a bureaucratic culture are predictability, efficiency, and
stability.
ANSWER: T, Knowledge, Easy, p. 518
246
3. CHAPTER 18: ORGANIZATIONAL CULTURE AND CULTURAL DIVERSITY
11. Peer pressure to adhere to important norms is strong in a clan culture.
ANSWER: T, Knowledge, Moderate, p. 518
12. Tradition, loyalty, personal commitment, and extensive socialization are attributes of an
entrepreneurial culture.
ANSWER: F, Knowledge, Moderate, pp. 518–519
13. Social relations are important and officially emphasized and rewarded in a market
culture.
ANSWER: F, Knowledge, Easy, p. 519
14. Entrepreneurial cultures are only appropriate for the start-up phase of organizations. A
different culture is more appropriate later.
ANSWER: F, Knowledge, Difficult, p. 519
15. Oracle is known for their nurturing of an entrepreneurial culture.
ANSWER: F, Knowledge, Difficult, p. 519
16. One reason for maintaining an established organizational culture is to create a
stronger, more consistent organization as the external environment changes.
ANSWER: F, Knowledge, Moderate, p. 520
17. It is not unusual to find several subcultures within a single organization.
ANSWER: T, Knowledge, Moderate, p. 520
Learning Objective 3
18. Departments and divisions within companies may have their own subcultures.
ANSWER: T, Knowledge, Easy, p. 521
19. Incompatibility of cultures is the most frequently cited reason for the failure of mergers.
ANSWER: T, Knowledge, Moderate, p. 521
20. In organizations that operate in several countries, subcultures that reflect these
national differences are likely to exist even when there is a common organizational
culture.
ANSWER: T, Knowledge, Moderate, pp. 522–523
21. The subculture of western China is the most individualistic of the main local cultures.
ANSWER: F, Knowledge, Difficult, p. 523
247
4. CHAPTER 18: ORGANIZATIONAL CULTURE AND CULTURAL DIVERSITY
22. Nearly 1 in 10 workers in the United States today is foreign born—the lowest rate in 70
years.
ANSWER: F, Knowledge, Moderate, pp. 523–524
23. Employees within each generation tend to share a subculture distinct from the
subcultures of other generations.
ANSWER: T, Knowledge, Easy, p. 525
24. The Generation Xers have become known for challenging authority and creating open
lines of communication.
ANSWER: F, Knowledge, Difficult, p. 525
25. Diversity campaigns have finally eliminated most of the formation of organizational
subcultures based on gender.
ANSWER: F, Knowledge, Moderate, p. 525
26. Many managers believe that the presence of distinct subcultures in an organization can
be beneficial and should be valued.
ANSWER: T, Knowledge, Moderate, p. 526
27. The experience of African Americans working in the accounting profession was much
different back in the 1980s when very few were made partners, compared to today
when about 15% of all partners are African Americans.
ANSWER: F, Knowledge, Difficult, p. 526
28. A multicultural organization is one that tries to ensure that the dominant culture does
not exploit the other subcultures.
ANSWER: F, Knowledge, Moderate, p. 527
Learning Objective 4
29. In the 1980s the term diversity was used to refer to the number of women and
minorities in an organization.
ANSWER: T, Knowledge, Moderate, p. 527
30. Language is an area of coverage in the diversity initiatives of less than 50 percent of
surveyed companies.
ANSWER: T, Knowledge, Difficult, p. 527
31. The creation of economic value is not a major goal for organizations that are
concerned about their management of cultural diversity.
ANSWER: F, Knowledge, Moderate, p. 528
248
5. CHAPTER 18: ORGANIZATIONAL CULTURE AND CULTURAL DIVERSITY
32. The basic goal of affirmative action is to compensate for past injustices.
ANSWER: F, Knowledge, Difficult, p. 528
33. The most common methods used to assess organizational culture are employee
surveys and focus groups.
ANSWER: T, Knowledge, Easy, p. 529
34. The actual cost to Texaco for racial discrimination exceeded the $175 million
settlement to former employees.
ANSWER: T, Knowledge, Moderate, p. 530
35. Texaco’s management established themselves as leaders in the industry for
recognizing early the importance of developing cultural diversity in its organization.
ANSWER: F, Application, Moderate, p. 530
36. Some types of homogeneity may be appropriate for managers to effectively operate
the organization and should be retained rather than replaced by diversity.
ANSWER: T, Knowledge, Moderate, p. 530
37. Non-U.S. citizens who work in the United States is one of the employee groups created
by GM, designed to promote cultural diversity.
ANSWER: T, Knowledge, Difficult, p. 531
38. Planned organizational change usually follows an evolutionary—not revolutionary—
path.
ANSWER: T, Knowledge, Easy, p. 531
39. Awareness training is aimed at ensuring that employees understand the meaning of
the actions the company will take when someone complains of being harassed.
ANSWER: T, Knowledge, Moderate, p. 534
40. It is not unusual for the implementation of cultural diversity in an organization to
actually result in heightened conflict within the team.
ANSWER: T, Knowledge, Moderate, p. 537
249
6. CHAPTER 18: ORGANIZATIONAL CULTURE AND CULTURAL DIVERSITY
Multiple Choice Questions
Preview
1. At the firm of GSD&M, the norm associated with “Your butt is connected to your head”
is __________.
a. immersion
b. integrity
c. responsibility
d. fun
ANSWER: A, Knowledge, Difficult, p. 512
2. __________ is(are) so important to the cofounder of GSD&M in Austin, TX, that he has
campaigned to have the city add it to their official slogan.
a. Fun
b. Freedom
c. Ideas
d. Curiosity
ANSWER: C, Knowledge, Easy, p. 512
Learning Objective 1
The Elements of a Culture
3. Which of the following is not considered one of the basic elements of a culture?
a. shared values
b. shared assumptions
c. shared knowledge
d. shared norms
ANSWER: C, Knowledge, Moderate, p. 512
4. A __________ is the unique pattern of shared assumptions, values, and norms that
shape the socialization, language, symbols, narratives, and practices of a group of
people.
a. microclimate
b. social system
c. community
d. culture
ANSWER: D, Knowledge, Easy, p. 512
5. Which of the following is not an observable element of culture?
a. narratives
b. norms
c. symbols
d. socialization
ANSWER: B, Knowledge, Difficult, p. 513
250
7. CHAPTER 18: ORGANIZATIONAL CULTURE AND CULTURAL DIVERSITY
6. To what does Herb Kelleher, Chairman of Southwest Airlines, attribute the success of
the airline?
a. on-time flights
b. low airfares
c. customer service
d. the culture of the organization
ANSWER: D, Knowledge, Easy, p. 512
7. Culture has everything to do with Southwest Airlines’ success, according to founder
Herb Kelleher, because __________.
a. culture gives meaning and purpose to employees
b. costs are already as low as they can go
c. competitors can’t copy its culture
d. all of the above
ANSWER: C, Knowledge, Moderate, p. 512
8. Karen Patel has recently begun a new job at a large engineering firm. She realizes
that the new organization differs from her old organization about what the notion of
effectiveness means. What element of culture does this illustrate?
a. shared assumptions
b. shared values
c. shared socialization
d. shared symbols
ANSWER: A, Application, Difficult, pp. 512–513
9. __________ are the underlying thoughts and feelings that members of a culture take
for granted and believe to be true.
a. Organizational symbols
b. Shared assumptions
c. Organizational realities
d. Attitudes
ANSWER: B, Knowledge, Easy, p. 513
10. All of the following are true statements concerning shared assumptions in a culture
except:
a. at Linux, software programmers share the assumption that software code should be
openly available to anyone.
b. GSD&M assumes that creativity needs to be stimulated by the external
environment.
c. companies differ in their assumptions about strategy.
d. all of the above
ANSWER: D, Knowledge, Moderate, pp. 512–513
251
8. CHAPTER 18: ORGANIZATIONAL CULTURE AND CULTURAL DIVERSITY
11. A __________ is a basic belief about something that has considerable importance and
meaning to individuals and is stable over time.
a. shared assumption
b. ritual
c. value
d. symbol
ANSWER: C, Knowledge, Easy, p. 513
12. At Southwest Airlines, __________ is a shared value.
a. having fun
b. working overtime
c. competitiveness
d. on-time flights
ANSWER: A, Knowledge, Moderate, p. 513
13. A European company has recently announced its intention to open a new office in the
United States. Management of the company is aware that the cornerstones of private
enterprise and individual rights are believed to be mutually supportive of each other.
What element of culture is this company trying to understand?
a. shared assumptions
b. shared socialization
c. shared values
d. shared symbols
ANSWER: C, Application, Difficult, p. 513
14. __________ is a process by which new members are brought into a culture.
a. Deindividuation
b. Selection
c. Brainwashing
d. Socialization
ANSWER: D, Knowledge, Easy, p. 514
15. The most powerful way to socialize people into a culture is through consistent use of all
of the following except __________.
a. role modeling
b. teaching
c. coaching
d. all of the above
ANSWER: D, Knowledge, Easy, p. 514
252
9. CHAPTER 18: ORGANIZATIONAL CULTURE AND CULTURAL DIVERSITY
16. A __________ is anything visible that can be used to represent an abstract shared
value or something having special meaning.
a. shared symbol
b. shared assumption
c. shared language
d. shared practice
ANSWER: A, Knowledge, Easy, p. 514
17. __________ are the simplest and most basic observable form of cultural expression of
an organization.
a. Labels
b. Mottos
c. Symbols
d. Mascots
ANSWER: C, Knowledge, Easy, p. 514
18. Prudential Life Insurance uses the Rock of Gibraltar to represent continuity and
dependability, which have great meaning to both employees and customers. The Rock
is a(n) __________ of Prudential.
a. value
b. mascot
c. icon
d. symbol
ANSWER: D, Application, Easy, p. 514
19. Setpoint’s alignment between company objectives and the way employees thought
about their work can be attributed to __________.
a. culture
b. community
c. social norms
d. shared knowledge
ANSWER: A, Knowledge, Easy, p. 515
20. At Setpoint, “the board” symbolized __________.
a. mistakes made by a failed management team
b. open and trusting relationships between managers and employees
c. a culture where quality is never at the point where it can be considered adequate
d. customer relationships
ANSWER: B, Knowledge, Difficult, p. 515
253
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21. From a cultural perspective, __________ is (are) a shared system of vocal sounds,
written signs, and/or gestures used to convey special meanings among members of a
culture.
a. coalitions
b. phenomenology
c. symbols
d. language
ANSWER: D, Knowledge, Easy, p. 515
22. Commerce Bank’s use of a “Wow Department” indicates their understanding of the link
between __________ and culture.
a. socialization
b. symbols
c. language
d. values
ANSWER: C, Knowledge, Moderate, p. 516
23. __________ is (are) the unique stories, sagas, legends, and myths in a culture.
a. Coalitions
b. Symbols
c. Jargon
d. Narratives
ANSWER: D, Knowledge, Easy, p. 516
24. A(n) __________ describes the unique accomplishments and beliefs of the
organization and its leaders over time, usually in heroic and romantic terms.
a. icon
b. reflection
c. alliteration
d. narrative
ANSWER: D, Knowledge, Easy, p. 516
25. A new salesperson for Mary Kay recently learned how Mary Kay Ash founded her
successful company while struggling to support herself and her children as a single
parent. What element of culture does this describe?
a. shared practices
b. shared narratives
c. shared assumptions
d. shared language
ANSWER: B, Application, Moderate, p. 516
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26. What is the most complex but observable cultural form?
a. shared socialization
b. shared assumptions
c. shared narratives
d. shared practices
ANSWER: D, Knowledge, Difficult, p. 517
27. In the entertainment industry, at the annual ceremonies that bestow the Oscar,
Grammy, and Emmy awards, the recipients always thank many other people who made
their success possible. What element of culture does this illustrate?
a. shared practices
b. shared assumptions
c. shared narratives
d. shared values
ANSWER: A, Application, Difficult, p. 517
28. Johnson & Johnson, a leader in the development of pharmaceuticals, has a culture
that forbids putting profits ahead of ethical responsibilities to doctors, nurses, and
patients. Shared practices, such as those evident at Johnson & Johnson, which forbid
certain behaviors are known as __________.
a. taboos
b. rites
c. ceremonies
d. sagas
ANSWER: A, Application, Moderate, p. 517
29. Steven Jobs introduces Apple’s new product line during an elaborate and formal
activity, designed to generate strong feelings of surprise and excitement among the
employees. What type of activity is Jobs performing?
a. rite
b. ceremony
c. practice
d. narrative
ANSWER: B, Application, Moderate, p. 517
Learning Objective 2
Basic Types of Organizational Cultures
30. __________ is not one of the four major types of organizational cultures described in
your textbook.
a. Bureaucratic
b. Market
c. Clan
d. Transformational
ANSWER: D, Knowledge, Moderate, p. 517
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31. All of the following statements are true concerning types of organizational cultures
except:
a. in a culturally homogeneous organization, no single type of culture will
predominant.
b. there are four pure types of organizational culture.
c. a market culture has a stable control orientation.
d. all of the above
ANSWER: A, Knowledge, Difficult, pp. 517–518
32. Which of the following correctly describes organizational cultures?
a. Different organizational cultures may be appropriate under different conditions.
b. Some employees prefer one culture over another.
c. Employees who work in organizations with cultures that fit their view of an ideal
culture tend to be committed to the organization.
d. All of the above are true.
ANSWER: D, Knowledge, Moderate, p. 518
33. An organization in which employees value formalization, rules, standard operating
procedures, and hierarchical coordination can best be described as a __________
culture.
a. bureaucratic
b. functional
c. formalized
d. stable
ANSWER: A, Knowledge, Easy, p. 518
34. What type of organization would be a good “fit” for someone who believes it is their
duty to “go by the book” and follow legalistic procedures?
a. bureaucratic
b. clan
c. entrepreneurial
d. market
ANSWER: A, Application, Moderate, p. 518
35. Samantha Robbins is a new employee with a major real estate developer and has
noticed that her tasks, responsibilities, and authority have been very clearly defined
and every one plays by a clear set of rules. What type of organizational culture has
Samantha observed?
a. functional
b. clan
c. bureaucratic
d. entrepreneurial
ANSWER: C, Application, Moderate, p. 518
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36. What type of culture is evident in most local, state, and federal governments?
a. market
b. entrepreneurial
c. functional
d. bureaucratic
ANSWER: D, Knowledge, Easy, p. 518
37. Tradition, loyalty, personal commitments, extensive socialization, teamwork, self-
management, and social influence are attributes of a(n) __________ culture.
a. market
b. entrepreneurial
c. clan
d. family
ANSWER: C, Knowledge, Easy, p. 518
38. Javier Torres has recently made a long-term commitment to his organization in the
form of loyalty in exchange for the organization’s long-term commitment to his
individual security. What type of organizational culture is Torres likely a member of?
a. bureaucratic
b. market
c. clan
d. none of the above
ANSWER: C, Application, Moderate, p. 518
39. All of the following correctly describe a clan culture except:
a. members have a shared image of organizational style and conduct.
b. a long and thorough socialization process takes place.
c. members have a strong sense of identification and recognize the need to work
together.
d. there is a commitment to experimentation, innovation, and being on the leading
edge.
ANSWER: D, Knowledge, Moderate, p. 518
40. Your brother-in-law has just graduated from college and is looking for work in an
organization with a culture that fits his commitment to experimentation, innovation, and
being on the leading edge. What organizational culture will be recommended to him?
a. bureaucratic
b. clan
c. entrepreneurial
d. none of the above
ANSWER: C, Application, Moderate, pp. 518–519
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41. High levels of risk taking, dynamism, and creativity characterize a(n) __________
culture.
a. bureaucratic
b. evolving
c. dynamic
d. entrepreneurial
ANSWER: D, Knowledge, Easy, p. 518
42. During the 1990s, Internet-based start-ups enjoyed a great deal of success. What type
of culture did the companies likely create?
a. market
b. entrepreneurial
c. clan
d. bureaucratic
ANSWER: B, Knowledge, Moderate, p. 519
43. The achievement of measurable and demanding goals, especially those that are
financial and market-based, characterize a(n) __________ culture.
a. economic
b. market
c. entrepreneurial
d. free-enterprise
ANSWER: B, Knowledge, Easy, p. 519
44. All of the following correctly describe organizations with a market culture except:
a. the relationship between individual and organization is negotiated.
b. there is not much informal social pressure exerted on the organization's members.
c. individuality and independence are discouraged for the sake of higher profits.
d. hard-driving competitiveness and a profit orientation prevail throughout the
organization.
ANSWER: C, Knowledge, Difficult, p. 519
45. Bryan Porter is the new marketing director of a regional bakery company. As a
member of management, Bryan is hoping to be judged on his effectiveness as a role
model and mentor to his employees. He is eager to develop social relations among co-
workers and broaden his network of colleagues within the organization. What type of
organizational culture would least satisfy Bryan?
a. bureaucratic
b. market
c. entrepreneurial
d. all of the above
ANSWER: B, Application, Difficult, pp. 518–519
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46. Frito-Lay and Hewlett-Packard have adopted a culture in order to survive in the highly
competitive consumer products businesses. What type of culture have these
organizations likely adopted?
a. bureaucratic
b. clan
c. market
d. entrepreneurial
ANSWER: C, Knowledge, Moderate, p. 519
47. Which organizational culture assures that an organization will yield high profits, have a
productive and eager workforce, and make the stakeholders happy?
a. clan
b. market
c. entrepreneurial
d. none of the above
ANSWER: D, Application, Moderate, pp. 518–519
48. Organizational culture has the potential to enhance all of the following except
__________.
a. organizational performance
b. individual satisfaction
c. the sense of certainty about how problems are to be handled
d. all of the above.
ANSWER: D, Knowledge, Difficult, p. 519
49. All of the following are attributes of a “strong” culture except:
a. a single, consistent message is presented.
b. managers and employees share a common behavioral style.
c. problems are solved by top managers in a hierarchical structure.
d. a common set of rules governs the use of rewards and punishments.
ANSWER: C, Knowledge, Moderate, p. 519
50. In Wilmington, DE, there is a noticeable clash of cultures between DuPont and
__________.
a. Dow Chemical
b. Citicorp
c. MNBA
d. Oracle
ANSWER: C, Knowledge, Easy, p. 520
51. The MBNA culture is noticeable in all of the following except:
a. workers buy homes in the same neighborhoods.
b. men are described as looking like Secret Service agents.
c. the MBNAers like to have fun together at group activities.
d. women almost always wear their gold MBNA pin on their left lapel.
ANSWER: A, Knowledge, Moderate, p. 520
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16. CHAPTER 18: ORGANIZATIONAL CULTURE AND CULTURAL DIVERSITY
52. Firms are assessing organizational change after the economic downturn of 2002. They
need to understand the impact of __________.
a. reductions in merger and acquisition activity
b. the shift toward knowledge-based competition
c. trends toward taxes, tariffs, and protection of markets
d. all of the above
ANSWER: B, Knowledge, Difficult, p. 520
Learning Objective 3
Subcultures within Organizations
53. An __________ exists when assumptions, values, and norms are shared by some—
but not all—organizational members.
a. organizational subculture
b. organizational merger
c. organizational assumption
d. organizational value
ANSWER: A, Knowledge, Easy, p. 521
54. Clashes of management style after a corporate merger is __________.
a. a bigger problem than cultural incompatibility
b. a less serious problem than culture clashes
c. the most common reason for failure
d. only acceptable in the short-term
ANSWER: B, Knowledge, Difficult, p. 521
55. Occupation-based subcultures __________.
a. create cultural indoctrination, in some cases
b. sometimes form their own mission statements
c. group members of a profession together
d. all of the above
ANSWER: D, Knowledge, Moderate, p. 522
56. The subculture found at each IBM location around the world is defined as a
combination of the organizational culture and __________.
a. gender
b. ethnicity
c. region
d. language
ANSWER: C, Knowledge, Difficult, p. 522
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17. CHAPTER 18: ORGANIZATIONAL CULTURE AND CULTURAL DIVERSITY
57. Subcultures with which employees may identify include all of the following except
__________.
a. occupational subcultures
b. regional subcultures
c. sexual orientation subcultures
d. all of the above
ANSWER: D, Knowledge, Easy, pp. 521–525
58. The culture at the Alabama Mercedes-Benz factory that tends to be generalists rather
than specialists is the __________.
a. Japanese
b. German
c. American
d. United Auto Workers Union
ANSWER: A, Knowledge, Difficult, p. 523
59. Mercedes-Benz did all of the following except __________ to successfully merge the
manufacturing cultures of Germany, Japan, and America at their Alabama facility.
a. send U.S. engineers to Germany to work with German engineers
b. send U.S. team leaders to Japan to learn quality techniques
c. create multidisciplinary teams to manage operations
d. create open and egalitarian manager and subordinate relationships
ANSWER: B, Knowledge, Moderate, p. 523
60. A person who lives in the U.S. and identifies with a Cuban, Puerto Rican, South
American, or Central American culture is considered in what ethnic category?
a. Asian
b. Hispanic
c. Native Islander
d. Pacific Islander
ANSWER: B, Knowledge, Easy, p. 524
61. Asian ethnicity includes people from all of the following groups except __________.
a. Cambodia
b. India
c. Malaysia
d. all of the above
ANSWER: D, Knowledge, Easy, p. 524
62. In the U.S., White ethnicity can include people originating from __________.
a. Spain
b. Cuba
c. Iran
d. all of the above
ANSWER: D, Knowledge, Moderate, p. 524
63. Characteristics such as age, ethnicity, and gender are typically referred to as
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18. CHAPTER 18: ORGANIZATIONAL CULTURE AND CULTURAL DIVERSITY
__________.
a. diversity markers
b. workforce demographics
c. job qualifications
d. employment attributes
ANSWER: B, Knowledge, Easy, p. 523
64. Some of the techniques used by managers to create positive subcultures include all of
the following except:
a. celebrating personal milestones such as workers’ birthdays.
b. listening to employees and recognizing their efforts.
c. sponsoring picnics and parties.
d. all of the above
ANSWER: C, Knowledge, Difficult, p. 523
65. Karina Cardenas is the child of recent immigrants, the first child in her family to be born
in the United States. It is likely that she __________.
a. was strongly influenced by her parents’ home country culture
b. feels homesick
c. needed to rely on an interpreter for her school activities
d. all of the above
ANSWER: A, Application, Easy, p. 524
66. The diversity director at Darden Restaurants said, “Our employees who were from
__________ backgrounds were very pleased that we acknowledged their __________.
a. African American; contributions
b. foreign; needs
c. Hispanic; language
d. Muslim; faith
ANSWER: D, Knowledge, Difficult, p. 525
67. Employees within each generation tend to develop certain distinct __________ that
have special meaning for them.
a. slang
b. symbols
c. values
d. all of the above
ANSWER: D, Knowledge, Easy, p. 525
68. __________ are characterized by achieving success, challenging authority, and
creating open lines of communication.
a. Traditionalists
b. Baby Boomers
c. Generation Xers
d. Millenials
ANSWER: B, Knowledge, Moderate, p. 525
69. The last birth year for Generation Xers was __________.
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19. CHAPTER 18: ORGANIZATIONAL CULTURE AND CULTURAL DIVERSITY
a. 1979
b. 1980
c. 1982
d. 1984
ANSWER: B, Knowledge, Difficult, p. 525
70. Gender continues to be an important basis for the formation of subcultures. Other
elements of __________ include family status, sexual orientation, and physical
disabilities.
a. diversity
b. culture
c. subculture
d. workforce demographics
ANSWER: D, Knowledge, Difficult, p. 525
71. Diversity in the workforce of an organization creates all of the following potential
benefits except __________.
a. more creativity
b. less conflict
c. recognition of customers’ point of view
d. all of the above
ANSWER: B, Knowledge, Moderate, p. 526
72. When one firm acquires another, employees of the acquired firm may be expected to
give up their __________.
a. performance
b. diversity
c. culture
d. creativity
ANSWER: C, Knowledge, Easy, p. 526
73. What company has established bilingual support centers in southern California to serve
the area’s many foreign-born entrepreneurs?
a. UPS
b. Disney
c. Ford
d. Pitney Bowes
ANSWER: A, Knowledge, Moderate, p. 526
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74. Clashes between __________ may be one reason why a recent survey found that 71
percent of black engineers were considering leaving their companies.
a. ethnic cultures
b. multicultural goals
c. diversity initiatives
d. generations
ANSWER: A, Knowledge, Difficult, p. 526
75. __________ strive to permit many subcultures to coexist while ensuring that no one
subculture dominates the others.
a. Successful firms
b. Multicultural organizations
c. Entrepreneurial organizations
d. Diversity managers
ANSWER: B, Knowledge, Moderate, p. 527
Learning Objective 4
Successfully Managing Diversity
76. __________ encompasses the full mix of the cultures and subcultures to which
members of the workforce belong.
a. Workforce demographics
b. Cultural diversity
c. Cultural complexity
d. Ethnicity differences
ANSWER: B, Knowledge, Easy, p. 527
77. All of the following are goals that most organizations strive to achieve when managing
diversity effectively except __________.
a. complying with laws and regulations
b. creating a positive culture for employees
c. meeting stakeholders’ concerns for efficiency
d. creating economic value
ANSWER: C, Knowledge, Moderate, p. 528
78. The basic premise that companies should actively recruit job applicants to build a
workforce that reflects the demographics of the qualified labor force locally is referred
to as __________.
a. cultural compliance
b. affirmative action
c. positive conservatism
d. progressive liberalism
ANSWER: B, Knowledge, Easy, p. 528
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21. CHAPTER 18: ORGANIZATIONAL CULTURE AND CULTURAL DIVERSITY
79. What company publicly supported the University of Michigan’s efforts to achieve better
cultural diversity through its admission decisions?
a. Microsoft
b. Bank One
c. General Motors
d. all of the above
ANSWER: D, Knowledge, Moderate, p. 528
80. All of the following correctly describe a positive organizational culture except:
a. members are encouraged to file their grievances in court or with the EEOC.
b. members of majority and minority subcultures feel respected.
c. everyone has an equal chance to express views and influence decisions.
d. everyone has similar access to both formal and informal networks within the
organization.
ANSWER: A, Knowledge, Moderate, pp. 528–529
81. At the accounting firm of Deloitte and Touche, employment numbers alerted the
partners to what disturbing trend?
a. Hispanic males were seldom hired.
b. Women college graduates were seldom hired.
c. Only 5 percent of the partners were women and the turnover rate for women was
30 percent.
d. Derogatory racial comments were used during corporate meetings
ANSWER: C, Knowledge, Moderate, p. 529
82. Deloitte and Touche made significant changes to address high turnover among
women. This included __________.
a. flexible work arrangements
b. paid child-care leave
c. job sharing
d. all of the above
ANSWER: D, Knowledge, Moderate, p. 529
83. Organizations that use cultural audits to evaluate their diversity efforts are likely to
learn about all of the following except:
a. whether the language used in organizational documents and advertising is
appropriate.
b. whether the symbols used to decorate public spaces are acceptable.
c. whether the policies regarding holidays and absences are fair.
d. all of the above
ANSWER: C, Knowledge, Moderate, p. 529
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22. CHAPTER 18: ORGANIZATIONAL CULTURE AND CULTURAL DIVERSITY
84. With a diverse workforce and positive organizational culture in place, many managers
believe their companies will be able to accomplish which of the following?
a. develop products and services for new markets
b. improve customer satisfaction and increase business from repeat customers
c. reduce costs, including those associated with litigation
d. all of the above
ANSWER: D, Knowledge, Easy, p. 529
85. Managers find that diversity efforts which improve customer satisfaction and increase
business from repeat customers is a way to __________.
a. create a positive subculture
b. create economic value
c. comply with laws an regulations
d. carry out the process of change
ANSWER: B, Knowledge, Easy, p. 529
86. CEOs are finding that managing diversity poorly is __________.
a. a fast way to get fired
b. the most serious problem they face
c. risky business
d. all of the above
ANSWER: C, Knowledge, Difficult, p. 530
87. What company suffered from a nearly $1 billion decline in market value after a tape
recording was released in which an executive was heard making racist remarks to
other executives?
a. Exxon
b. Coopers & Lybrand
c. Philip Morris
d. Texaco
ANSWER: D, Knowledge, Moderate, p. 530
88. What company agreed to pay some $175 million to current and former employees who
experienced racial discrimination?
a. Exxon
b. Texaco
c. Burger King
d. Baker & McKenzie
ANSWER: B, Knowledge, Moderate, p. 530
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23. CHAPTER 18: ORGANIZATIONAL CULTURE AND CULTURAL DIVERSITY
89. Organizations that succeed in managing cultural diversity go through a process of
change that typically includes all of the following except __________.
a. vision of the future
b. involvement of employees
c. timing of the planned organizational change
d. all of the above
ANSWER: D, Knowledge, Moderate, pp. 530–531
90. How do traditional organizational practices tend to minimize cultural diversity?
a. recruiting practices are emphasized that find candidates from “reliable” sources
b. interviews screen out candidates who “don’t fit”
c. standardized work schedules
d. all of the above
ANSWER: D, Knowledge, Easy, p. 530
91. Which of the following is true about legitimate reasons for not implementing cultural
diversity?
a. some types of homogeneity may be appropriate
b. important employees may leave the firm
c. the financial cost may not be justified
d. none of the above
ANSWER: A, Knowledge, Difficult, p. 530
92. According to most experts, who is the key to articulating a vision of a new
organizational culture that supports and builds on diversity?
a. the stakeholders
b. the employees themselves
c. the CEO
d. the human resources director
ANSWER: C, Knowledge, Difficult, p. 530
93. What company has a long record dating back before the mid-1970s of providing
supportive diversity management, including caucus groups for African Americans and
women?
a. Texaco
b. Xerox
c. GM
d. Ford
ANSWER: B, Knowledge, Moderate, p. 531
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24. CHAPTER 18: ORGANIZATIONAL CULTURE AND CULTURAL DIVERSITY
94. When GM initiated cultural change, they created the __________ in order to make sure
that all voices are heard.
a. ERG: employee resource group
b. RFG: regular feedback group
c. CCG: communication competency group
d. GMC: General Motors communicators
ANSWER: A, Knowledge, Moderate, p. 531
95. United Technologies believes that __________ diversity is just as important as cultural
diversity.
a. gender
b. age
c. intellectual
d. political
ANSWER: C, Application, Difficult, p. 533
96. United Technologies uses all of the following diversity management practices except:
a. maintaining a diverse pool of workers for career advancement.
b. training managers to make accurate performance appraisals of subordinates.
c. sponsoring forums and symposia for women and minorities.
d. all of the above
ANSWER: D, Knowledge, Easy, pp. 533–534
97. Which of the following is an unanticipated problem that can result from diversity
programs?
a. Older workers may be resistant to change.
b. A stigma may be created for members targeted to benefit.
c. Courts may intervene if progress is too slow.
d. all of the above
ANSWER: B, Knowledge, Moderate, p. 536
98. All of the following are problems that can occur when organizations begin the process
of making improvements in their approach to cultural diversity except:
a. some managers do not understand that cultural diversity can have organizational
consequences.
b. diversity may lead to creativity, but also breed conflicts.
c. successfully recruiting women may irritate the men on the team.
d. all of the above
ANSWER: D, Knowledge, Easy, p. 537
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25. CHAPTER 18: ORGANIZATIONAL CULTURE AND CULTURAL DIVERSITY
Essay Questions
Learning Objective 1
1. Describe the core elements of culture.
A culture is the unique pattern of shared assumptions, values, and norms that shape
the socialization activities, language, symbols, and practices that unite members of a
group and make them distinctive relative to nonmembers. Assumptions are the
underlying thoughts and feelings that are taken for granted and believed to be true.
Values are basic beliefs about a condition that has considerable importance and
meaning to individuals and is stable over time. Socialization is a systematic process by
which new members are brought into a culture and taught the norms for behavior. A
symbol is anything visible that can be used to represent an abstract shared value or
something having special meaning. Language is a shared system of vocal sounds,
written signs, and/or gestures used to convey special meanings among members.
Narratives are the unique stories, sagas, legends, and myths in a culture. Shared
practices include taboos (forbidden behaviors) and rites and ceremonies (formal
activities that generate strong feelings).
Difficult, pp. 512–517
Learning Objective 2
2. Compare and contrast four types of organizational culture.
Each organization’s culture is unique. Nevertheless, four general types of
organizational cultures that are useful for comparing organizations are bureaucratic,
clan, entrepreneurial, and market cultures. They are characterized by differences in
formal control (ranging from stable to flexible) and focus of attention (ranging from
internal to external).
Moderate, pp. 517–519
3. Describe the four pure types of organizational cultures that exist.
a. Bureaucratic is an organization where employees value formalization, rules,
standard operating procedures, and hierarchical coordination.
b. Clan is an organization where members value tradition, loyalty personal
commitment, extensive socialization, teamwork, self-management, and social
influence. Members recognize an obligation beyond the simple exchange of labor
for a salary.
c. Entrepreneurial is an organization characterized by high levels of risk taking,
dynamism, and creativity. Members are committed to experimentation, innovation,
and being on the leading edge.
d. Market is an organization that emphasizes achievement of measurable and
demanding goals, especially those that are financial and market based. Members
recognize that hard-driving competitiveness and a profit orientation prevail
throughout the organization.
Moderate, pp. 518–519
4. Discuss how the types of organizational cultures can differ.
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26. CHAPTER 18: ORGANIZATIONAL CULTURE AND CULTURAL DIVERSITY
Although all organizational cultures are unique, some general types of cultures can be
identified. The four types discussed are bureaucratic, clan, entrepreneurial, and
market cultures. They are characterized by differences in the extent of formal control
(ranging from stable to flexible) and focus of attention (ranging from internal to
external). Thus an organization could represent many blends of these pure cultural
types, either as a whole or through its subcultures. Strong cultures may work for or
against organizational performance depending on their fit with the demands of external
stakeholders and the competitive environment.
Difficult, pp. 517–519
5. Discuss how MBNA uses its communication competency to create a unique and highly
functional culture.
MBNA is the world’s largest independent credit card company, located in Wilmington,
Delaware. It is a striking contrast to the other influential company in town—DuPont.
While DuPont employees keep a low profile, MBNAers wear a characteristic look of
suits and gold MBNA pins on their left lapel. One reporter said they look like Secret
Service agents. MBNA workers tend to be in their mid-20s to mid-40s, physically fit
and trim. They participate in many group activities and are considered to be cultish
due to their strong culture. These qualities contribute to the firm’s strategic goals and
successful performance in their industry.
Moderate, p. 520
Learning Objective 3
6. Discuss several types of subcultures that may exist in organizations.
The culture diversity of a workforce reflects the range of subcultures to which
employees belong. When two organizations merge, the subcultures of the original
firms may become subcultures within the new organization. Subcultures also reflect
departmental and occupational differences. Subcultures that come about as a result of
the demographic characteristics of employees include those based on age, gender,
and ethnicity. In multicultural organizations, no one subculture dominates the others.
The organizational culture reflects a blending of all the subcultures found within the
organization.
Difficult, pp. 521–526
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27. CHAPTER 18: ORGANIZATIONAL CULTURE AND CULTURAL DIVERSITY
Learning Objective 4
7. Explain why managing cultural diversity is important and describe several activities
required to manage it successfully.
Concern about effectively managing workforce diversity reflects three types of
organizational goals: complying with EEO laws and regulation, creating a positive
organizational culture that makes work enjoyable for all employees, and creating
economic value. Managing cultural diversity in order to achieve these objectives is a
long-term process requiring substantial investments of time, money, and people.
Organizations use many activities to manage diversity effectively. Diversity training and
family-friendly practices are two popular approaches to creating a positive culture for a
diverse workforce. An organization’s approach to managing diversity is determined by
its specific goals and objectives as well as by the subcultures present within the
organization.
Difficult, pp. 527–530
8. Discuss the challenges to implementation of diversity programs.
Diversity programs can be affected by unanticipated problems that can cause them to
backfire. This is particularly true if the programs seem to reinforce stereotypes or
highlight cultural differences that workers have tried to erase in order to fit into the
company’s culture. Affirmative action programs can create a stigma for members of
groups targeted to benefit, as they are perceived to have an unfair advantage. Thus,
even the most qualified people are presumed to have acquired their positions due to
their demographics rather than on the basis of merit.
Three challenges faced by companies implementing changes are:
1) Managing reactions of members of the dominant culture, who may feel that they
are losing their power base.
2) Synthesizing the diversity of opinions from individuals and using them as the basis
for reaching agreement on meaningful issues.
3) Avoiding real and perceived tokenism and quota systems that are destructive to
developing a positive culture while quantitative goals are being met.
Difficult, pp. 536–537
271