SOLVED

21) Organizational culture tends to be stronger when a. new employees are people are hired on the basis of their skills, not their values. b. the company is led by its founder. c. senior executives avoid direct contact with lower-level employees. d. the CEO’s messages are general and ambiguous. e. employee turnover is high. 22) Organizational culture is typically established by a. the actions of top management. b. the selection process. c. the socialization process. d. the organization’s founders. e. the environment of the business. 23) The actions of senior executives, such as establishing the norms that assess risk-taking, play a part in ________ a culture. a. changing b. initiating c. developing d. establishing e. sustaining 24) In order to ensure a proper match of personal and organizational values at a time when the organization is undergoing tremendous change, Kendra is planning to place particular focus on the ________ process. a. recruitment b. refreezing c. unfreezing d. cultural e. selection 25) The Japanese electronics firm, Sanyo, provides five months of training to new recruits where issues like dress and how to approach management are taught at company-owned resorts and subsidized dorms. Employees also vacation and live together during training in order to learn the culture and become excellent kaisha senshi, or corporate warriors. This is an example of a. an ideology. b. a selection process. c. culturization. d. socialization. e. assimilation. 26) William, a senior manager, is aware that the most effective way that he can maintain his organization’s culture is through a. his own actions. b. rituals. c. artifacts. d. core values. e. the mission statement. 27) One benefit of a strong culture is that it enhances a. leadership power. b. customer perception. c. vision building. d. organizational commitment. e. the selection process. 28) From the standpoint of employees, culture is valuable because it a. empowers people. b. spells out what is important in the organization. c. clearly distinguishes between managers and employees. d. establishes policies and procedures. e. limits use of power. 29) Sam’s company has just merged with another, and he wants to make sure that the two cultures come together. Three strategies for merging cultures that he should consider include a. reassessing the cultures, assimilation, and empowering employees. b. unfreezing the status quo, assimilation, and refreezing the new culture. c. diversity, assimilation, and simulation. d. change agents, driving forces, and assimilation. e. assimilation, integration, and separation. 30) Edie works for a very dynamic company that is constantly adapting to the demands of the market place. In her organization, a stable organizational culture can be a. an asset. b. irrelevant. c. a liability. d. more important than ever. e. a subculture.