Deck 14: Shaping Culture and Values

Question 1

The difference between actual and desired values and behaviors is called a:

A) ceremony.
B) culture gap.
C) visible behavior.
D) clan culture.

Answer 1

B

Question 2

High performance cultures incorporate the following values EXCEPT:

A) The whole is more important than the parts.
B) Equality and trust are primary values.
C) The culture encourages risk taking, change, and improvement.
D) Rely on the rule of reciprocity.

Answer 2

D

Question 3

A culture gap is the difference between desired and actual values and behavior.

Answer 3

True

Question 4

An adaptive organizational culture is characterized by:

A) managers who care mainly about themselves, their work group, and their own needs.
B) leaders who care deeply about customers, stockholders, and employees.
C) leaders who trust others.
D) both leaders who care deeply about customers, stockholders, and employees and leaders who trust others.

Question 5

The visible level of corporate culture can be best described as:

A) artifacts such as dress, office layout, symbols, slogans, and ceremonies.
B) expressed values, underlying assumptions, and beliefs.
C) deeper values and shared understandings held by organization members.
D) creativity and risk-taking.

Question 6

For organizations to be ethical, leaders need to be openly and strongly committed to ethical conduct.

Question 7

Culture is defined as the key values, assumptions, understandings, and ways of thinking shared by members of an organization.

Question 8

A cultural leader defines and uses signals and symbols to influence corporate culture.

Question 9

The clan culture is characterized by a clear vision of the organization's goals and leaders' focus on the achievement of people.

Question 10

Many people believe that if you are not breaking the law, you are behaving in an ethical manner.

Question 11

A strong culture that does not encourage adaptation can be more damaging to an organization than a weak culture.

Question 12

Ethical standards are not part of the formal policies of many organizations.

Question 13

Leaders use slogans to express corporate values but not written public statements.

Question 14

Eaton Corporation's philosophical statement called, "Excellence Through People" is an example of a symbol.

Question 15

The spiritual leader addresses followers' higher order needs for membership and self-actualization.

Question 16

Employees learn what is valued most in a company by watching what attitudes and behaviors leaders reward.

Question 17

The bureaucratic culture is characterized by the values of creativity and risk-taking.

Question 18

Culture helps members develop a collective identity and know how to work together efficiently. This is called:

A) external adaptation.
B) internal integration.
C) levels of corporate culture.
D) culture gap.

Question 19

External adaptation means that culture helps members develop a collective identity and know how to work together effectively.

Question 20

In an adaptive organizational culture, managers tend to behave somewhat insularly, politically, and bureaucratically.

Question 21

J. C. Penney is selling its art collection and putting up photos of employees to recognize the worth of front-line employees. This is an example of a:

A) paradigm.
B) ceremony.
C) symbol.
D) model.

Question 22

The standards for ethical conduct are:

A) embodied within each employee.
B) embodied within the organization itself.
C) both embodied within each employee and embodied within the organization itself.
D) covered by the law.

Question 23

____________refers to the degree of agreement among employees about the importance of specific values and ways of doing things.

A) Power
B) Strategic leadership
C) Adaptation
D) Cultural strength

Question 24

__________ is the code of principles and values that governs the behavior of a person or group with respect to what is right or wrong.

A) Culture
B) Spiritual leadership
C) Ethics
D) Values-based leadership

Question 25

Leaders at Baxter International Inc. yanked a product from the market when several people died after undergoing dialysis using a Baxter filter. This is an example of:

A) a company placing emphasis on ethics.
B) a company providing moral leadership.
C) a company guilty of a moral lapse.
D) both a company placing emphasis on ethics and a company providing moral leadership.

Question 26

Spiritual leadership is the dramatic reduction of negative feelings such as:

A) fear.
B) anger.
C) sense of failure.
D) all of these choices.

Question 27

Some values become so deeply embedded in a culture that organizational members:

A) can see, hear, and observe by watching other members of the organization.
B) are consciously aware of them.
C) may not be consciously aware of them.
D) can see patterns of behavior, symbols, and ceremonies.

Question 28

Leaders signal cultural values through:

A) stories.
B) specialized language.
C) selection and socialization.
D) all of these choices

Question 29

Values and practices such as integrity, humility, respect, and personal reflection are considered:

A) culture gaps.
B) cultural strength.
C) spiritual ideals.
D) symbols.

Question 30

In unadaptive cultures, managers:

A) do not change their strategies quickly.
B) value the orderly and risk reducing management process.
C) behave bureaucratically.
D) all of the choices

Question 31

____ is the process by which a person learns the values, norms, perspectives, and expected behaviors to participate in an organization.

A) Ethics
B) Internal focus
C) Determination
D) Socialization

Question 32

The bureaucratic culture has an internal focus and consistency and works well in a(n):

A) dynamic environment.
B) stable environment.
C) flexible environment.
D) external environment.

Question 33

Cooperation, consideration, fairness are values associated with the:

A) adaptability culture.
B) achievement culture.
C) clan culture.
D) bureaucratic culture.

Question 34

In an adaptive organizational culture, leaders do all EXCEPT:

A) meet their own needs.
B) value people.
C) initiate change.
D) pay close attention to their constituencies.

Question 35

Encouraging lower-level managers to take time off did no good until top leaders took time off. This example shows that leaders:

A) signal important cultural values through their daily actions.
B) can change unadaptive cultures by their actions.
C) are watched by employees.
D) all of the choices

Question 36

In considering what values are important for the organization, leaders consider:

A) company vision, mission, and strategic goals.
B) cultural values, the leaders behavior, and the leader's personal values.
C) an adaptive culture, well-trained workers, and strong leadership behavior.
D) clan culture, bureaucratic culture, and adaptability culture.

Question 37

Kinko's has freewheeling culture whereas FedEx, has a culture based on structure and discipline.Their merger is an example of a:

A) corporate culture.
B) culture gap.
C) culture shock.
D) clan culture.

Question 38

If the competitive environment requires speed and flexibility, the culture should embody values that support adaptability and a fast response. This is an example of:

A) external adaptation.
B) internal adaptation.
C) internal integration.
D) globalization.

Question 39

Competitiveness, aggressiveness, personal initiative, and the willingness to work hard characterize the:

A) clan culture.
B) achievement culture.
C) bureaucratic culture.
D) adaptability.

Question 40

Companies with strong, healthy cultures:

A) emphasize the socialization of new employees.
B) have rigorous hiring practices.
C) both emphasize the socialization of new employees and have rigorous hiring practices.
D) hire employees based on their skills.

Question 41

Changing how future leaders are trained:

A) could increase globalization.
B) could create a climate that emphasizes ethical behavior.
C) could solve the ethics deficit in organizations.
D) both could create a climate that emphasizes ethical behavior and could solve the ethics deficit in organizations.

Question 42

____________________ is a culture characterized by a clear vision of the organization's goals and leaders' focus on the achievement of specific targets.

Question 43

Describe the three levels of corporate culture.

Question 44

____________________ is the set of key values, assumptions, understandings, and norms that is shared by members of an organization and taught to new members as correct.

Question 45

____________________ is a relationship between leaders and followers that is based on shared, strongly internalized values that are advocated and acted upon by the leaders.

Question 46

Describe culture strength.

Question 47

Describe values-based leadership.

Question 48

Values-based leaders do all EXCEPT:

A) generate repect based on the courage to uphold values.
B) demonstrate values.
C) generate a high level of trust from employees.
D) confuse stock price with corporate value.

Question 49

____________________ are the enduring beliefs that have worth, merit, and importance for the organization.

Question 50

Although current laws often reflect minimum ethical standards:

A) all ethical standards are codified into law.
B) not all ethical standards are codified into law.
C) not all spiritual standards are codified into law.
D) culture is codified into law.

Question 51

____________________ refers to the difference between desired and actual values and behaviors.

Question 52

Why are selection and socialization important in shaping culture?

Question 53

____________________ is the code of moral principles and values that governs the behavior of a person or group with respect to what is right and wrong.

Question 54

____________________ refers to the degree of agreement among employees about the importance of specific values and ways of doing things.

Question 55

According to the Model of Spiritual Leadership, spiritual leaders start by:

A) creating a vision.
B) establishing a corporate culture based on altruistic love.
C) engaging hope/faith to achieve desired outcomes.
D) improving commitment and productivity.

Question 56

A _______________ actively uses signals and symbols to influence corporate culture.

Question 57

Describe the competing values approach?

Question 58

________________ is the display of values, attitudes, and behaviors necessary to intrinsically motivate oneself and others toward a sense of spiritual expression through calling and membership.

A) Transformational leadership
B) Values-based leadership
C) Spiritual leadership
D) Charismatic leadership

Question 59

____________________ is a culture characterized by values that support the organization's ability to interpret and translate signals from the environment into new behavior responses.

Question 60

____________________ is the display of values, attitudes, and behaviors necessary to intrinsically motivate one's self and others toward a sense of spiritual expression through calling and membership

Question 61

Why is spiritual leadership important today?

Question 62

Describe values-based leadership.

Question 63

Discuss cultural leadership.