BUSI 240 connect homework chapter 14 solutions complete answers

BUSI 240 connect homework chapter 14 solutions complete answers 

 

True or false: A company's corporate culture defines what is important and unimportant in an organization and directs people toward the "right way" of doing things.

 

The culture of an organization is actually defined by its ______.

 

Which of the following best explains why organizations vary widely in terms of their organizational culture?

 

The values and assumptions shared most consistently and widely by the organization's members constitute its ______.

 

Which of the following would be considered artifacts of an organization?

 

An organization's corporate culture ______.

 

Values are ______ when they lead action.

 

Stories have the greatest ability to communicate corporate culture when they ______.

 

The corporate culture at Zappos encourages customer service and teamwork, while Netflix values individual performance and has a more competitive environment. This is an example of ______.

 

Which of the following explain why the way employees speak to customers and each other is important?

 

When we characterize Apple as an innovative company, we are identifying its ______.

 

The Academy of Management has an annual conference at which it installs officers and presents awards. This is an example of a(n)       that is part of the academy's organizational culture.

 

The observable symbols and signs of an organization's culture are its ______.

 

The values and assumptions shared within an organization are its ______.

 

The use of open spaces instead of offices with closed doors is a way of using ______ to shape organizational culture.

 

Organizational legends and stories are important to corporate culture because they ______.

 

An organizational culture that is strong can be recognized because ______.

 

A corporate slogan is one way organizations use organizational ______ to express corporate values.

 

An organizational culture with employees who are receptive to internal change and continue to adjust to a changing environment has a(n) ______.

 

Planned activities an organization conducts specifically for the benefit of an audience are its ______.

 

Which of the following is true of the relationship between an organization's dominant values and its employees' ethical practices?

 

Many mergers or acquisitions fail because corporate leaders ______.

 

A manufacturer has a cellular layout with groupings of workers and several machines in each. This shapes a culture of collaboration and cross-training through ______.

 

An audit that diagnoses cultural relations between merging companies to determine the potential for conflict is known as a ______ audit.

 

Most strong organizational cultures ______.

 

Which of the following best describes the relationship between two merging companies under a separation strategy?

 

An adaptive culture is one that sees things from a(n) ______ perspective.

 

True or false: Organizations must change their cultures to adapt to the external environment or they won't survive.

 

The ethical practices of a company's employees ______.

 

The actions of founders and leaders often form the organization's culture during its early stages and this culture lasts for a long time because ______.

 

A major reason that as many as half of corporate mergers and acquisitions fail to add value is that _____.

 

Changing      , such as reward systems and the workplace layout, can alter or strengthen the corporate culture.

 

Before Abels Enterprises acquired a new firm, it sent a team to the new firm for a period of several months to study the company's culture and management practices. This is an example of a(n) ______ audit.

 

An example of a culturally consistent reward for completing a project early in a team-based organization would be to ______.

 

When the merging companies are in unrelated industries or different countries, the strategy requiring a minimal exchange of culture or organizational practices is ______.

 

Which of the following best explains why workforce stability is crucial to a strong culture?

 

It is sometimes necessary to change an organization's culture to realign it with the external      so it can survive.

 

The part of attraction-selection-attrition theory that states that job applicants are often chosen because they "fit in" is ______.

 

A reason why founders and early leaders leave a strong imprint on an organization's culture is that ______.

 

The process by which individuals learn the values, expected behaviors, and social knowledge needed for their roles in the organization is ______.

 

Artifacts can change or strengthen organizational culture because they ______.

 

Effective organizational socialization helps new employees learn _____.

 

Basing individual rewards on organizational performance goals and reinforcing the goals through weekly contests is an example of using ______ to change or strengthen organizational culture.

 

An individual's beliefs about the terms and conditions of a reciprocal exchange agreement between that person and another party is a(n) ______.

 

Having a stable workforce with low turnover is important to maintaining a strong organizational culture because ______.

 

Place the stages of the organizational socialization process in order, starting with the first stage at the top.

 

Organizations naturally tend to attract, select, and retain people with values and characteristics similar to those of the organization because it ______.

 

An interview that provides both negative and positive information about the job and the work context is a(n)       job preview.

 

The process by which individuals learn the values, expected behaviors, and social knowledge needed for their roles is organizational      .

 

Forming successful relationships with people who can "show them the ropes" is part of ______.

 

The psychological contract is a perception formed by the employee during recruitment and throughout the organizational socialization process about ______.

 

Match the stage of the organizational socialization process on the left to the correct description on the right.

 

Tomas felt the exchange in his job interview was very helpful, as the interviewer included both positive and negative information about the job, the company, and the working conditions. Tomas experienced a(n) ______.

 

______ are the stable, evaluative beliefs that guide our preferences for outcomes or courses of action.

 

______ are values people in the organization have in common and think are very important.

 

The idea that the company you work for expects to make a profit is a(n) ______.

 

A large oil and gas company states publicly that it is a "green" company despite several oil spills and refinery explosions due to poor maintenance. This is an example of a(n) ______.

 

Conscious perceptions of what is right or wrong, good or bad, in an organization are its ______.

 

A strong focus on customer service is a shared ______ in many successful companies.

 

An example of a shared ______ is that in companies that value innovation, risks will be taken and mistakes will be made.

 

True or false: An organization's espoused values are the same as its enacted values.

 

Drawbacks of organizational culture models include ______.

 

Values that are publicly stated because organization leaders want people to believe they lead the organization's choices and behaviors are ______ values.

 

The accounting departments in most companies share the company's stated values and assumptions but operate with additional values and assumptions dictated by their professional standards. This is an example of an organization's ______.

 

Which of these are important functions that countercultures provide?

 

The offshore subsidiary of a medical company that is located in India has developed a(n) ______ based on its geographic setting and occupation.

 

Which of the following are organizational artifacts that would provide evidence about a company's culture?

 

Countercultures are subcultures that have values and assumptions that ______.

 

An organization's culture can best be understood by ______.

 

At a large law firm, all attorneys are addressed as "Mr." or "Ms.," but everyone else is called by their first name. This is an example of how the law firm uses ______ to express its values.

 

On the second Friday of every month, employees at Carter Enterprises have an informal "potluck" luncheon, and everyone gets together in the cafeteria for lunch and board games. Which element of organizational culture does this best describe?

 

The repetitive, programmed routines of daily organizational life are known as ______.

 

An important benefit of a strong organizational culture is that it ______.

 

The benefits of cultural strength on organizational effectiveness depend on ______.

 

A strong company culture will help a company succeed if it is ______ its external environment.

 

The benefits of a strong organizational culture include ______.

 

A company with a very strong, cult-like culture can undermine company effectiveness because ______.

 

The effect a strong organizational culture has on the organization's effectiveness depends on ______.

 

Companies need a culture focused on the employees when ______.

 

Why are companies with strong cultures less effective than those with moderately strong cultures?

 

An organization with an adaptive culture can also be said to ______.

 

Mergers between entities with incompatible cultures ______.

 

When an organization's employees realize that the organization's survival requires constant monitoring of the external environment and serving stakeholders with the resources available it has a(n) ______.

 

When companies with differing and clashing cultures merge, ______.

 

Under which of the following circumstances would a separation strategy be most appropriate in merging organizational cultures?

 

Assimilation is a good strategy during an acquisition when the culture of the acquired company is which of the following?

 

The strategy for merging organizational cultures in which the acquiring company demands conformity to its culture would be described as ______.

 

The most appropriate strategy for merging corporate cultures when the acquired company has a weak culture and the acquiring company is strong and aligned with the external environment is ______.

 

When each of the merging companies has a relatively weak culture and they share several overlapping values, ______ preserves elements of both cultures in developing a new one.

 

Which of the following are true concerning deculturation?

 

When does integration work as the best strategy for merging two corporate cultures?

 

Transactional psychological contracts are those that have ______.

 

What are characteristics of relational contracts in the workplace?

 

In what stage of the organizational socialization process do people learn about the organization and job and begin to form employment relationship expectations?

 

The stress that results when employees perceive discrepancies between their preemployment expectations and on-the-job experience is ______.

 

The activities in the stage of the organizational socialization process known as role management include ______.

 

The activities in preemployment socialization include ______.

 

Bob had been led to believe that he would be working with a friendly, collaborative team. Instead he was disappointed to find that people were not friendly but very competitive. Bob is experiencing ________shock.

 

In what stage of the organizational socialization process do people strengthen relationships, practice new role behaviors, and adopt attitudes and values consistent with their new position?

 

Coworkers are important ______agents because they are easily accessible to new employees and act as role models for appropriate organizational behavior.

 

Coworkers and supervisors who provide help and information about the organization, job expectations and feedback are known as ______ agents.

 

In what stage of the organizational socialization process do people strengthen relationships, practice new role behaviors, and adopt attitudes and values consistent with their new position?