Researchers found a relationship between organizational success, measured by indicators like revenues, sales and market share, and organizational culture.

TRUE/FALSE

1. Nordstrom’s has a lengthy employee handbook full of rules and regulations designed to emphasize quality in customer service.

(False)

2. Organizational culture is a system of shared assumptions, values and beliefs that show employees what are appropriate and inappropriate behaviors.

(True)

3. Individuals are more aware of their firm’s culture when they have an opportunity to compare it with that of another firm.

(True)

4. Research suggests that corporate strategy is the most important factor for business success, but organization culture is a close second.

(False)

5. Researchers found a relationship between organizational success, measured by indicators like revenues, sales and market share, and organizational culture.

(True)

6. The three levels of organizational culture are beliefs, assumptions and artifacts.

(False)

7. The deepest or innermost level of organizational culture is values.

(False)

8. Firms with an aggressive culture can face a number of lawsuits because of the focus on outperforming the competitor at all costs.

(True)

9. Outcome-oriented cultures hold managers accountable for performance but not employees.

(False)

10. If performance pressures increase too much, individuals begin to see their peers as competitors and short-term results become important, which can create unethical behaviors.

(True)

11. Creating a safety culture can reduce accidents, improve employee retention and increase profitability due to reduced workers’ compensation claims.

(True)

12. A strong culture always outperforms a weak culture because of the consistency of expectations.

(False)

13. Subcultures can arise from the personal characteristics of employees and managers or the conditions of the workplace.

(True)

14. Employee perceptions of subcultures have little impact on employee performance or commitment to the organization.

(False)

15. Countercultures are never tolerated in an organization once they are identified.

(False)

16. Organizational structure is the most important factor in the creation of an organization’s culture.

(False)

17. A founder’s values could be one explanation for the difficulty encountered when trying to change a culture.

(True)

18. Founder values are a part of the company culture regardless of the success of the firm.

(False)

19. Companies within the same industry generally have similar organizational cultures, but on occasion, they can be wildly different.

(True)

20. The industry influence over culture suggests that it may not be possible to duplicate the culture of a firm in another industry.

(True)

21. Organizational cultures help determine who is hired by a firm.

(True)

22. Organization choice of individuals for employment is impacted by culture, but that culture also impacts the self-selection out of that process by some individuals.

(True)

23. Individuals high in agreeableness would likely seek out firms with aggressive cultures.

(False)

24. Person-organization misfit is one of the important reasons for employee turnover.

(True)

25. The attraction-selection-attrition process is an example of a method that maintains a certain level of homogeneity in personalities and values within an organization.

(True)

26. Onboarding activities in a firm produce higher levels of job satisfaction in new employees but have little impact on their organizational commitment long term.

(False)

27. The inability to network is a major reason why new employees either leave their jobs voluntarily or are terminated within the first two years of employment.

(True)

28. Computer-oriented orientation programs are more cost effective and more effective in conveying the firm’s culture than classroom-oriented programs.

(False)

29. While managers and supervisors are very important in helping new employees adjust to a firm’s culture, coworkers actually hamper the process.

(False)

30. Mentors and protégés who had input into the matching process were no more satisfied with the outcome of the program then were those who were placed into a mentor-protégé pair.

(False)

31. It is less important to find an individual to serve as a mentor who personifies company values than to find an individual who is enthusiastic about participating in the program.

(False)

32. Leader role modeling is an important influence in the creation or change in an organization’s culture.

(True)

33. A firm that rewards the achievement of goals only, and not the process to achieve those goals, is likely to have an outcome-based culture.

(True)

34. A firm that uses a ranking system where employees are pitted against each other for the top rewards is more likely to have an aggressive culture.

(True)

35. The behaviors that are punished, ignored or rewarded are likely to help determine how a culture evolves in a firm.

(True)

36. All mission statements are effective because they describe who the companies are and what they do.

(False)

37. Extending benefits to full- and part-time employees as well as spouses and domestic partners can convey to those employees the people orientation of the firm.

(True)

38. While a firm’s physical layout impacts motivation and job satisfaction, it does little to convey company culture.

(False)

39. Culture is generally resistant to change efforts.

(True)

40. Two conditions that help effect a cultural change include experiencing failure in a firm and changes in the external environment impacting the firm.

(True)

41. The first step in the cultural change process is changing leaders and the leadership team.

(False)

42. Renovating the firm’s facilities and updating a firm’s logo can help enable a cultural change.

(True)

43. Making ethics assessment a regular part of performance evaluation can ensure ethical behavior becomes part of a firm’s core values.

(True)

44. The culture of a company is heavily impacted by the culture of its nation of origin.

(True)

45. The Japanese culture emphasizes harmony, so it is highly unlikely a Japanese company would have an aggressive culture.

(True)