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1 | |
Culture is sustained and created in all but which of the following ways? |
| | A) | The founders and senior managers only hire and keep employees who think and feel the way they do. |
| | B) | Management indoctrinates and socializes employees to their way of thinking and feeling. |
| | C) | Detailed manuals of organizational values, norms and assumptions are provided to new employees. |
| | D) | Top managers serve as role models of the beliefs and values of the organization. |
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2 | |
Material symbols of culture serve to convey all but which of the following: |
| | A) | The distance between top management and employees. |
| | B) | Who is important in the organization. |
| | C) | What kinds of behaviours are appropriate. |
| | D) | The production expectations of management. |
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3 | |
Material symbols of culture include all but which of the following? |
| | A) | The layout of the facility. |
| | B) | The size of the offices. |
| | C) | The dress code |
| | D) | The kind of automobiles top executives are given. |
| | E) | All of these are material symbols. |
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4 | |
A "company cookout" is an example of: |
| | A) | a rite of passage. |
| | B) | a ceremony. |
| | C) | a rite of integration. |
| | D) | a rite of enhancement. |
| | E) | none of the above. |
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5 | |
Which are types of organizational rites:
I. Enrichment
II. Enhancement
III. Integration
IV. Passage
V. Socialization |
| | A) | II, III, IV |
| | B) | I, III, IV, V |
| | C) | II, IV, V |
| | D) | I, III, V |
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6 | |
The purpose of this rite is to learn and internalize norms and values: |
| | A) | Rite of integration |
| | B) | Rite of passage |
| | C) | Rite of socialization |
| | D) | Rite of enrichment |
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7 | |
An office Christmas party is an example of a rite of: |
| | A) | Passage |
| | B) | Enhancement |
| | C) | Enrichment |
| | D) | Integration |
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8 | |
Motivating commitment to norms and values is part of the rite of: |
| | A) | Enhancement |
| | B) | Integration |
| | C) | Enrichment |
| | D) | Socialization |
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9 | |
Change efforts to overcome the pressures of both individual resistance and group conformity is called: |
| | A) | Freezing. |
| | B) | Unfreezing. |
| | C) | Planned change. |
| | D) | Movement. |
| | E) | Teamwork. |
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10 | |
To direct behaviour away from the status quo, one can increase the use of: |
| | A) | Restraining forces. |
| | B) | Refreezing. |
| | C) | Driving forces. |
| | D) | Change. |
| | E) | Freezing. |
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11 | |
All of the following can increase resistance to change EXCEPT: |
| | A) | The full participation of managers in the change process. |
| | B) | Altering the balance of power among departments. |
| | C) | A rigid culture. |
| | D) | A perceived threat to individual interests and power. |
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12 | |
Some obstacles to change can be overcome by: |
| | A) | Withholding information about the nature of the changes until they are completed. |
| | B) | Making employees aware of the need for change. |
| | C) | Keeping participation of managers in the change process to a minimum. |
| | D) | Emphasizing short-term, specific goals of the individuals. |
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13 | |
The mechanisms that alert employees to what management finds important in the culture include all but which of the following? |
| | A) | What attention is directed to. |
| | B) | How leaders react to crises. |
| | C) | How rewards are allocated. |
| | D) | The criteria for selection and dismissal |
| | E) | All of these are mechanisms |
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14 | |
Comparing the organization's performance with the performance of high-performing organizations is called: |
| | A) | comparative analysis |
| | B) | success orientation |
| | C) | benchmarking |
| | D) | strategic vision |
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15 | |
Top managers set up a series of meetings with middle-level managers to discuss a possible reorganization of the chain of command within the organization. This is an example of: |
| | A) | top-down change. |
| | B) | bottom-up change. |
| | C) | equity distribution. |
| | D) | organizational politics. |
| | E) | distribute negotiation. |
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