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Understanding Organizational Culture and Change

The document appears to be a chapter from an organizational behavior or management textbook, consisting of 20 multiple choice questions testing comprehension of concepts related to organizational culture. Key topics covered in the questions include defining an organization's culture, how culture influences behaviors and decision-making, cultural artifacts and routines like rites and myths, and the role of culture in facilitating or resisting change.

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28 views5 pages

Understanding Organizational Culture and Change

The document appears to be a chapter from an organizational behavior or management textbook, consisting of 20 multiple choice questions testing comprehension of concepts related to organizational culture. Key topics covered in the questions include defining an organization's culture, how culture influences behaviors and decision-making, cultural artifacts and routines like rites and myths, and the role of culture in facilitating or resisting change.

Uploaded by

Rama Bro
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd

CHAPTER 10

1. Which of the following statements is not suggested by the authors of your text?
a. Change is pervasive, persistent, and a temporary condition facing
businesses today.
b. Transition involves a deliberate disturbance of the equilibrium and status quo
and is a major event in the life of the organization.
c. Cultures evolve and change in even the most stable periods.
d. Resisting change is natural, but failing to change can be deadly in today's
world.

2. The system of shared beliefs and values that develops within an organization is
referred to as its
a. climate. d. culture.
b. structure. e. persona.
c. control philosophy.

3. Don Tyson, the CEO of Tyson Foods, is very concerned about how people act in his
organization, as is manifested by the way they view their jobs, work with colleagues,
and look at the future. The most important variable that influences these concerns is
an organization's
a. hierarchy. d. structure.
b. control philosophy. e. culture.
c. mission statement.

4. 3M is a company with a long history of innovative thinking and creativity. One of the
ways 3M has accomplished this enviable legacy is by developing a set of norms,
values, and beliefs that encourage and reward innovative and creative behavior. We
can conclude that 3M has a __________ that facilities innovation and creativity.
a. structure d. control philosophy
b. culture e. planning system
c. hierarchy

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5. Typically, when a new organization is formed, the __________, or initial set of norms,
values, and beliefs, reflects the drive and imagination of the founding individual and
group.
a. planning system d. hierarchy
b. control philosophy e. structure
c. culture

6. Cultural routines that form the substance of public functions and events staged by the
organization are referred to as
a. organizational habits. d. organizational processes.
b. organizational artifacts. e. organizational products.
c. organizational policies.

7. The two components of an organization's culture's are substance and


a. control systems. d. planning systems.
b. strategies. e. procedures.
c. form.

8. The Coca-Cola Company has a number of cultural routines that form the substance of
public functions and events staged by the organization. These routines are referred to
as
a. artifacts. d. myths.
b. stories. e. control systems.
c. metaphors.

9. __________ are a relatively dramatic, planned set of recurring activities used at


special times to influence the behavior and understanding of organizational members.
a. Refreezings d. Control systems
b. Metaphors e. Rites
c. Myths

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10. At the end of each quarter Johnson Office Supply holds a special luncheon to hand
out bonus checks to employees who have done something exceptional to help the
company meet its quarterly objectives. This relatively dramatic, planned quarterly
luncheon is called a/an
a. rite. d. myth.
b. artifact. e. norm.
c. metaphor.

11. At West Coast Chemical, the first Friday of every month is set aside for the company
to have what many people would call a "pep rally" to talk about company successes,
upcoming events, and other uplifting issues. This relatively dramatic, planned monthly
activity is called a/an
a. norm. d. story.
b. artifact. e. metaphor.
c. rite.

12. Sometimes managers attempt to revitalize an organization by dictating minor


changes rather than building on shared beliefs and values. What pitfall do the authors
see in this approach?
a. It becomes more difficult later to implement additional changes because
employees eventually become wary of continuous change.
b. While things may change a bit on the surface, a deeper look often finds
whole departments and key people resisting change.
c. Employees will not fully commit to changes, however minor, in which they
have not had a chance to voice their opinions.
d. The accumulation of minor changes affect the workforce more dramatically
because the employees perceive many minor changes as more problematic
than a few large changes.
e. Attempts to revitalize and organization require major culture shifts rather
than incrementally minor changes to beliefs and values.

13. General Motors decided to establish a new division (Saturn) because it had
experienced enormous problems in adapting its existing divisions to the dynamic and
highly competitive automobile market. Which of the following had the greatest impact
on GM's decision to create a new division rather than simply adapt its existing
divisions?
a. rites d. routines
b. organizational culture e. leadership
c. metaphors

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14. Which of the following is not true regarding the impact of culture on an organization?
a. In organizations with a strong culture, shared values and beliefs create a
setting in which people are committed to one another.
b. Unique shared values can provide a strong corporate identity.
c. Unique shared values can enhance collective commitment.
d. Unique shared values can reduce the need for formal and bureaucratic
controls.
e. A strong culture in an organization is usually easier to change than is a weak
one.

15. In organizations with __________ cultures, shared values and beliefs create a setting
in which people are committed to one another and share an overriding sense of
mission.
a. strong d. delicate
b. weak e. fragile
c. frail

16. Developing an inclusive culture requires training and developing employees and
leaders about issues of___________.
a. commitment d. diversity
b. learning development e. change resistance
c. ethics

17. Enron’s company values statement is Respect, Integrity, Communication, and


Excellence. What can be the reason why their senior managers were alleged in
business scandals of financial abuses?
a. People are resisting change.
b. There’s not enough training.
c. The performance management was weak.
d. Compensation and benefit packages were not attractive.
e. Ethics and organizational culture are not inextricably intertwined.

18. Organizations that seek to improve and strengthen their organizational culture via
social media need to engage employees and have a ______________.
a. tight control. d. good policy.
b. two-way dialogue. e. strong internet connection.
c. Facebook.

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19. How can a manager in finance department support the change in a learning and
development area?
a. There’s nothing he/she can do because it’s not related.
b. Make sure the change manager will not overspend on change
implementations.
c. Align the departmental goals with the change goals and communicate to
his/her employees regularly.
d. Both b and c are correct.
e. None of the above.

20. What is not the reason that people resist change?


a. They believe that the change is not in their own best interests.
b. They are afraid of new methodologies.
c. They are committed in the existing policies and procedures.
d. They need trainings.
e. None of the above.

Common questions

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When addressing financial scandals through cultural changes, it is essential to integrate ethics within the organization's culture. This includes clearly redefining ethical guidelines, enhancing transparency, instilling accountability, and fostering an environment where ethical behavior is rewarded and misconduct is swiftly addressed .

Shared values and norms are foundational elements of an organization's culture, creating a cohesive identity and sense of purpose. They foster a strong sense of commitment and alignment among members, reducing the reliance on formal controls and facilitating coordinated actions even in dynamic environments .

Using social media to instigate cultural change faces challenges such as ensuring effective two-way communication and engagement. There is a risk that messages are perceived as superficial or misunderstood, requiring clear policies and active interaction to truly integrate social media within the organizational culture .

The primary pitfall of relying on minor adjustments is that they might not address the root causes of cultural stagnation or misalignment, leading to superficial compliance rather than genuine commitment. This can result in ongoing resistance and instability, as employees might view frequent small changes as indicators of an uncertain direction rather than progress .

An organization's mission statement serves as a guiding document that shapes the behavior and attitudes of its employees by providing a shared purpose and goals. It influences decision-making and prioritizes actions, aligning individual ambitions with organizational objectives, which can enhance motivation and cohesion .

Cultural artifacts and routines, such as ceremonies or organizational symbols, play a significant role in shaping the external image of an organization. They reinforce shared values and norms, acting as tangible expressions of the organization's culture to both internal members and external observers, thus enhancing both morale and reputation .

A strong organizational culture can both facilitate and hinder change. While clear shared values can provide a strong identity and ease the implementation of aligned new initiatives, they can also create resistance by encouraging conformity and suppressing adaptability, unlike weaker cultures which might be more flexible but lack direction .

Incremental changes can often fail to create significant impact because they might only alter superficial elements rather than addressing deeper cultural issues. Employees may become wary of continual minor adjustments without substantive improvement, whereas substantial cultural shifts can align employees with a new vision and way of operating, encouraging greater engagement and momentum .

Organizational rites, such as ceremonies and rituals, reinforce culture by repeatedly emphasizing core values and behaviors, acting as tangible manifestations of the organization's identity. They can be leveraged to subtly instigate cultural change by introducing new rites that integrate desired values and reshaping routines to support transformational goals .

Establishing a unique culture for new divisions like GM's Saturn is crucial because it allows them to operate more flexibly and innovatively, free from the historical constraints of the parent organization. This distinct culture can be better aligned with the specific market conditions and competitive environment the new division faces, facilitating more agile and tailored responses .

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