Organizational Culture

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Question 1
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Employees transfer knowledge about a company's culture to other employees through explicit communication, simple observation, and other less obvious means.

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Question 2
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Physical structures say a lot about a culture.

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Question 3
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When a company holds to its espoused values over time, regardless of the situations it operates in, the values become less believable to employees.

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Question 4
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Organizations that have mercenary cultures are likely to be very political.

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Question 5
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Creativity cultures affect the quality, but not the quantity, of creative ideas within an organization.

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Question 6
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Strong cultures are always good cultures as they guide their employees toward the most successful organizational outcomes.

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Question 7
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Subcultures unite a smaller subset of the organization's employees.

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Question 8
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When the values of subcultures do not match those of the larger organization, the subcultures are known as fragmented cultures.

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Question 9
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As a college senior, Mason researched many companies before deciding on those he wanted to apply to. He searched particularly for those where the company's values were in agreement with his personal values, and he didn't apply to those where they weren't. Recruiters for the companies he did apply to recommended hiring him partly because they saw Mason's values as a good fit with the company's values. When he made his selection, Mason was sure he would enjoy working for the company because it seemed like a perfect fit for him. Mason's job search reflects the attraction-selection-attrition framework.

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Question 10
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Attraction and selection processes do not always align employees' personalities with organizational culture.

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Question 11
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Socialization happens in five relatively distinct stages.

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Question 12
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The anticipatory stage of socialization begins the day an employee starts work.

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Question 13
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Mergers often result in the creation of the strong culture that managers hope will appear when they make the decision to merge.

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Question 14
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Job satisfaction is higher and stress is lower when there is a good person-organization fit.

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Question 15
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When employees feel they fit with their organization's culture, they are much more likely to develop an emotional attachment to the company.

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Question 16
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One of the main disadvantages of realistic job previews is that they are very expensive.

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Question 17
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Formal mentoring programs have always existed in companies, but their use is increasing.

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Question 18
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Marie is the department manager at Verve, Inc. Marie has created the workplace for her department in a totally open forum. There are no walls or cubicles, and everyone-including Marie-is in one open room. The workspace of Marie's department with no walls or cubicles represents the observable artifact known as a symbol.

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Question 19
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Marie, the department manager at Verve, Inc., starts every Monday morning with a 60-minute department meeting where each member in the department gets five minutes to report progress; share stories of success and failure; and seek general input, advice, and information. Jeremy is responsible for sharing an anecdote, an account, or a legend about the company for every first Monday of the month to keep everyone reminded of where they work and what is important. What Marie and Jeremy are doing are parts of the observable artifacts component of culture.

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Question 20
Multiple Choice

The shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees refers to organizational

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A
study.
B
culture.
C
growth.
D
definition.
E
dynamics.
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