Question : Multiple Choice 25.The success of Japanese car makers in the US, : 1303047

Multiple Choice

25.The success of Japanese car makers in the US, and GM’s efforts to remake its corporate culture reflect the _____.

a.use of national culture as a tool to re-shape organizational culture

b.use of organizational culture as a competitive tool (page 254, moderate)

c.ability of organizational cultures to resist efforts to change them

d.inability of organizations to transfer organizational cultures developed in one national culture to a different national culture

26._____ is the pattern of basic assumptions that have worked well enough to be considered valid and, therefore, taught to new members as correct.

a.Policy

b.Procedure

c.Culture (page 254, easy)

d.Law

27.The view that organizational culture is the result of similar processes of economic development and modern technology is known as _____.

a.cultural innovation

b.the logic of industrialization (page 255, easy)

c.the futility of differentiation

d.boundary spanning

28.The worldwide scope of competition, mass communications, and formal education and training that transfers management ideas and values, are all forces of _____ that affect organizational cultures.

a.industrialization

b.globalization (pages 255-256, easy)

c.cultural divergence

d.non-rational research

29.The interview with the Canadian manager of the first McDonald’s in Russia shows that _____.

a.there are no cultural differences between Russians and Canadians

b.McDonald’s uses a very culturally-sensitive approach to training

c.McDonald’s tried to create a sense of family and belonging among employees (pages 256-257, moderate)

d.it was extremely difficult to get Russians motivated and trained well enough to approach McDonald’s usual standards of quality and service

30.Because of the way managers are selected and socialized, and because of its standardization of technology, the corporate culture of IKEA furniture company _____.

a.has strayed far from its original Swedish roots

b.is totally different in each outlet, according to the whimsical, personal preferences of the individual managers

c.may actually be more uniform than the CEO seems to think (page 258-259, difficult)

d.is tightly-controlled and managed by headquarters, using clear policies, procedures, and Swedish expatriates in each outlet

31.Organizational culture differs from national culture in that national culture is _____.

a.more comprehensive (page 259, easy)

b.more clearly bounded

c.easier to change

d.all of the above

e.none of the above

32.Slogans, organizational stories, myths, heroes, rituals, and ceremonies are all examples of the _____ of organizational culture.

a.actual values

b.validated values

c.artifacts (page 260, easy)

d.espoused values

33.When independent observation of behavior validates _____, they attain the status of _____.

a.artifacts; espoused values

b.espoused values; actual values (page 260, moderate)

c.actual values; espoused values

d.actual values; artifacts

34.An organization’s mission statement is an example of _____.

a.an artifact

b.an espoused value (page 260, moderate)

c.an actual value

d.a basic assumption