Question :
62.Which of the following true about organizational culture?
A.It suggested that : 1243824
62.Which of the following is true about organizational culture?
A.It is suggested that companies with strong cultures tend to be more successful, irrespective of any conditions.
B.Companies have strong cultures when the dominant values are held mainly by a few people at the top of the organization.
C.Most employees across all subunits understand the dominant values but choose to ignore them.
D.The life span of strong organizational cultures is almost always short.
E.The strength of an organization’s culture refers to how widely and deeply employees hold the company’s dominant values and assumptions.
63.Which of the following statements about the strength of organizational culture and organizational performance is true?
A.Organizations with stronger cultures tend to perform better than those with weak cultures when the culture content fits the external environment.
B.There is no relationship between an organization’s cultural strength and its performance.
C.Organizations with stronger cultures tend to perform better only when they acquire other organizations with distinct cultures.
D.Organizations with stronger cultures almost always perform poorly compared to those with weak cultures.
E.Organizations with stronger cultures perform poorly if they have subcultures.
64.Which of the following tends to happen when an organization’s culture is misaligned with its external environment?
A.The corporate culture gets stronger.
B.The organization’s subcultures weaken.
C.The organization has more difficulty anticipating and responding to stakeholder needs.
D.The organization is unable to develop subcultures.
E.The various subcultures within the organization keep changing.
65.Which of the following is true about mental models?
A.Mental models usually help to improve organizational effectiveness.
B.Mental models are one of the artifacts of organizational culture.
C.Mental models are mainly used to decipher an organization’s culture.
D.Mental models blind employees to new opportunities and unique problems.
E.Mental models do not have any relationship with organizational culture.
66.Organizations that tolerate or encourage subcultures with dissenting values:
A.usually go quickly out of business.
B.usually build stronger cultures to counteract those dissenting values.
C.may eventually use those dissenting values to build a new set of dominant values in the future.
D.do not have any corporate culture.
E.have a very rigid corporate culture.
67.Organizations with an adaptive corporate culture:
A.are unlikely to survive in the long run.
B.have a strong sense of ownership.
C.tend to be less ethical than organizations with non-adaptive cultures.
D.have no artifacts to keep their culture in place.
E.are focused inward to employee needs.
68.Which of the following is a characteristic of an adaptive corporate culture?
A.Employees hold a common mental model that the organization’s success depends on their personal wellbeing.
B.Employees seek out opportunities rather than wait for them to arrive.
C.Employees tend to be more reactive.
D.Employees tend to take the view that any activity beyond their job description is not their job.
E.Employees are more individualistic and do not experiment with new ideas outside their work profiles.
69.Employees at SuperTech Services seek out opportunities rather than wait for them to arrive. They also have a strong sense of responsibility for the organization’s performance. This implies that SuperTech has:
A.a weak organizational culture.
B.a strong counterculture.
C.relatively few artifacts representing the organization’s culture.
D.a culture that is misaligned with its external environment.
E.an adaptive culture.
70.The main purpose of a bicultural audit is to:
A.determine whether your company’s organizational culture is sufficiently strong.
B.estimate the number of dominant and subcultural values that exist in an organization.
C.find out whether people from different countries have the same corporate cultures.
D.identify and diagnose differences in the corporate cultures of merging organizations.
E.teach new employees the organization’s dominant cultural values.
71.One of the first steps to minimize a cultural clash in a merger is to:
A.significantly reduce the strength of the culture in both the organizations.
B.conduct a bicultural audit.
C.significantly increase the strength of the culture in both organizations.
D.replace the chief executives in both organizations before merger negotiations begin.
E.replace the employees with new ones.
