Chapter 10 Organizational Culture

What is the pattern of shared meaning within an organization

• the organizational chart

• organizational culture

• dominant culture

• stories

•In its simplest sense, organizational culture

• determines what computer systems are to be employed

• determines the best customers to be selected for the company.

• represents the core beliefs and values of managers and employees.

• represents the basis on which physical facilitates are changed.

Which of the following is outside the typical characteristics of organizational culture?

• attention to detail

• innovation

• management orientation

• team orientation

Which of the following expresses the core values shared by a majority of the organization's members?

• dominant culture

• subculture

• strong culture

• personal morality

The business department holds some unique values in addition to the ________ of the dominant culture.

• core values

• weak values

• formalization

• social values

A stronger organizational culture requires

• less formal rules and regulations.

• more formal rules and regulations.

• orderliness.

• consistency.

Which part of organizational culture is closest to the "surface" (i.e. observable indicators)?

• Assumptions

• Artifacts

• Shared values

• Stories

An organization's dominant culture is:

• the values dictated by an organization's new owners.

• the assumptions, values, and beliefs shared most widely by the organization's members.

• the values held by the most vocal countercultural group in the organization.

• the assumptions, values, and beliefs that the company's top executives are trying to spread throughout the organization.

What is the significance of artifacts in organizational culture?

• Artifacts are the same as organizational culture.

• Artifacts are the leftover parts of the organization that cannot fit into its culture.

• Artifacts represent the directly observable symbols and signs of an organization's culture.

• Artifacts are the observable indicators that the organization does not have a culture.

Which strategy for merging two distinct cultures is recommended when the two companies have relatively weak cultures with overlapping values?

• Deculturation

• Assimilation

• Separation

• Integration