BUAD 309 Chapter 16 | Answered with Rationales (Complete Solutions)
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BUAD 309 Chapter 16 | Answered with Rationales (Complete Solutions) Manuel is a manager for a manufacturing company in which managers are expected to fully document all decisions, and it is important to provide detailed data to support any recommendations. Also, out-of-the-box thinking is dissuad...
Manuel is a manager for a manufacturing company in which managers are expected to
fully document all decisions, and it is important to provide detailed data to support any
recommendations. Also, out-of-the-box thinking is dissuaded. Which characteristic of
organizational culture describes this aspect of Manuel's job?
A) low team orientation
B) high aggressiveness
C) low risk taking
D) low outcome orientation
E) high people orientation
Innovation and risk taking describes the degree to which employees are encouraged to
be innovative and take risks. Manuel's company wants full research and documentation
and seems reluctant to take risks and is a low risk-taking culture.
Danny's boss is apathetic to whether Danny works at home, at the office, or from his
beach house. All he cares about is that the project is completed on time, on budget, and
with exemplary quality. Which characteristic of organizational culture describes this
aspect of Danny's job?
A) low risk taking
B) high outcome orientation
C) high attention to detail
D) low aggressiveness
E) high stability
Outcome orientation is the organizational culture characteristic that describes the
degree to which management focuses on results or outcomes rather than on the
techniques and processes used to achieve them. Danny's boss has a high focus on
outcome.
Which of the following characteristics of an organization's culture indicates the degree to
which management decisions take into consideration the effect of outcomes on
employees within the organization?
A) attention to detail
B) outcome orientation
C) team orientation
D) people orientation
E) stability
,People orientation indicates the degree to which management decisions take into
consideration the effect of outcomes on people within the organization.
Stability" is one of the seven primary characteristics that captures the essence of an
organization's culture. It indicates the degree to which ________.
A) employees are encouraged to be innovative and take risks
B) management focuses on results or outcomes rather than on the techniques and
processes used to achieve them
C) management decisions take into consideration the effect of outcomes on people
within the organization
D) work activities are organized around teams rather than individuals
E) organizational activities emphasize maintaining the status quo in contrast to growth
Stability indicates the degree to which organizational activities emphasize maintaining
the status quo in contrast to growth.
The key characteristic of organizational culture that addresses the degree to which
people are competitive rather than easygoing is termed ________.
A) assertiveness
B) team orientation
C) aversiveness
D) risk taking
E) aggressiveness
Aggressiveness describes the degree to which people are aggressive and competitive
rather than easygoing.
Which of the following statements best describes the difference between organizational
culture and job satisfaction?
A) Job satisfaction depends upon the level of "power distance" in the country but
organizational culture does not.
B) Organizational culture is static, whereas job satisfaction is dynamic.
C) Job satisfaction is immeasurable, whereas organizational culture is measurable.
D) Organizational culture is descriptive, whereas job satisfaction is evaluative.
E) Job satisfaction depends on the structure of the organization but organizational
culture does not.
The concept of organizational culture is concerned with how employees perceive the
characteristics of an organization's culture, not whether they like them, and is therefore
a descriptive term. On the other hand, the concept of job satisfaction seeks to measure
how employees feel about the organization's expectations, reward practices and
therefore is an evaluative term.
,Porco Rosso, an aircraft manufacturer with a strong presence in the United States, is
looking to expand its market overseas. The firm currently sells its aircraft to several
airlines in the United Kingdom, but now wants to establish manufacturing units there as
well in order to acquire a bigger share in the European market. Hence, it plans to merge
with QueenAir, a British aircraft manufacturer. Which of the following, if true, would
weaken the company's decision to merge with QueenAir?
A) Merging with QueenAir would increase its profits considerably.
B) There is increasing economic uncertainty in its U.S. market.
C) The preferences of airline customers in Europe and the U.S. are similar.
D) There is a striking difference in the organizational cultures of the two firms.
E) A competitor in the U.S. market recently went out of business.
As merging with QueenAir would increase the firm's profits, it strengthens the firm's
decision. So does the economic uncertainty in the U.S. market and the customers'
preferences. The fact that a competitor in the U.S. market recently went out of business,
is irrelevant. As the two merging firms have different organizational cultures, it may lead
to various problems in the future. Hence, it weakens the firm's decision.
Which of the following statements is true regarding an organization's culture?
A) Organizational culture is evaluative rather than descriptive.
B) Large organizations rarely have subcultures.
C) A dominant culture expresses the core values shared by a majority of the
organization's members.
D) A strong culture reduces employee satisfaction and increases employee turnover.
E) Subcultures and dominant cultures do not share any common values.
Organizational culture is descriptive. Most large organizations have a dominant culture
and numerous subcultures. A dominant culture expresses the core values shared by a
majority of the organization's members. A strong culture should reduce employee
turnover, because it demonstrates high agreement about what the organization
represents.
Cultures that tend to develop in large organizations to reflect common problems or
experiences faced by the members in the same department or location are often called
________.
A) micro-cultures
B) subcultures
C) divisional cultures
D) microcosms
E) countercultures
Subcultures tend to develop in large organizations to reflect common problems,
situations, or experiences faced by groups of members in the same department or
, location. The purchasing department can have a subculture that includes the core
values of the dominant culture plus additional values unique to members of the
purchasing department.
Jean works for Fahrenheit Publishing which is a publisher of scientific journals. The
company is dominated by low risk taking and high attention to detail. Jean's department
is committed to high team orientation and provides many team-building activities in
which Jean and other department members work together and socialize. Which of the
following statements best describes Jean's department?
A) Jeans department is an example of a primary microcosm.
B) Jean's department's culture is stronger than the dominant culture in the organization.
C) Jean's department has developed a subculture.
D) Jean's department's culture is undefined.
E) Jean's department's culture has low stability.
Jean's department has developed a subculture that reflects the common situations or
experiences faced by group members in the same department or location. It includes
the core values of the dominant culture plus additional team values unique to members
of the department.
________ are indicators of a strong organizational culture.
A) High levels of dissension
B) High rates of employee turnover
C) Completely horizontal organizational charts
D) Narrowly defined roles
E) Widely shared values
In a strong culture, the organization's core values are both intensely held and widely
shared. The more members who accept the core values and the greater their
commitment, the stronger the culture and the greater its influence on member behavior
because the high degree of sharedness and intensity creates an internal climate of high
behavioral control
The primary or dominant values that are accepted throughout the organization are
known as ________.
A) foundational traits
B) core values
C) shared values
D) institutional traits
E) unique values
The dominant culture includes the core values; the primary or dominant values that are
accepted throughout the organization.
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