Question : 72.When the acquired firm has a weak culture, it best : 1243825

 

72.When the acquired firm has a weak culture, it is best to use the _____ merger strategy. 

A.disambiguation

B.separation

C.deculturation

D.assimilation

E.integration

73._____ occurs when employees at the acquired company willingly embrace the cultural values of the acquiring organization. 

A.Deculturation

B.Assimilation

C.Separation

D.Integration

E.Negotiation

74.In which strategy does the acquiring company impose its culture and business practices on the acquired organization? 

A.Deculturation

B.Assimilation

C.Separation

D.Integration

E.Bicultural audit

75.A deculturation strategy of merging two corporate cultures should be applied: 

A.when employees at the acquired company willingly embrace the cultural values of the acquiring organization.

B.when both firms operate successfully in different industries.

C.when employees in the acquired firm want to hold on to their firm’s culture even though it does not fit the external environment.

D.when both the firms have weak cultures.

E.when the merging companies agree to remain distinct entities with minimal exchange of culture or organizational practices.

76.Which strategy for merging two distinct cultures is most effective when the two companies have relatively weak cultures with overlapping values? 

A.Deculturation

B.Assimilation

C.Separation

D.Integration

E.Negotiation

77.Which of the following is true about using the strategy of integration for merging different corporate cultures? 

A.It works best when people realize that their existing cultures are good enough, which motivates them to stick to their dominant values.

B.It is the fastest strategy for merging different corporate cultures.

C.It is potentially safe because neither party is preserving the existing culture.

D.It should be considered when the merging companies have strong cultures and distinct cultures.

E.It creates a new composite culture that preserves the best features of the previous cultures.

78.Which strategy for merging two distinct cultures is most appropriate when the two merging companies are in unrelated industries or operate in different countries, because the most appropriate cultural values tend to differ by industry and national culture? 

A.Deculturation

B.Assimilation

C.Separation

D.Integration

E.Negotiation

79.When merging two organizations, a separation strategy is most commonly applied when: 

A.both companies have relatively weak cultures that are generally ineffective.

B.one company has an effective culture and employees at the other company would embrace that culture if applied to them.

C.the two organizations operate in distinct industries.

D.the acquired firm’s culture doesn’t work, whereas the culture of the acquiring firm does work.

E.a bicultural audit reveals that both companies have very similar cultures.

80.An organization’s culture begins with its _____. 

A.clients

B.country-level managers

C.employees

D.founders

E.auditors

81.Which of the following statements is consistent with the attraction-selection-attrition (ASA) theory? 

A.Job applicants who later become organizational members tend to be attracted to coworkers who share their values and assumptions.

B.Organizations have a natural tendency to attract, select, and retain people with values that are consistent with the organization’s own culture.

C.Attraction, selection, and attrition are part of the natural life-cycle of organizational members.

D.Employees get attached to organizations that meet their reward expectations.

E.Attraction followed by selection inevitably leads to attrition in the future.

 

 

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