BUSI 240 Quiz 8
Question 1
0 out of 2 points
Scenario B
BarkBark Inc. and Happy Toys Ltd. are considering a merger and are unsure whether
their two organizations will have a difficult time with clashing cultures. They perform a
detailed diagnosis, collecting and analyzing the gathered data about the two merging
companies. They identify several overlapping values, which they feel that they can
effectively meld into a cohesive new culture.
What type of cultural merge would be worst in this situation?
Selected
Answer: assimilation
Response
Feedback: Some acquiring companies apply a deculturation strategy by imposing
their culture and business practices on the acquired organization. The
acquiring firm strips away artifacts and reward systems that support the
old culture. People who cannot adopt the acquiring company's culture
often lose their jobs. Deculturation may be necessary when the acquired
firm's culture doesn't work, even when employees in the acquired
company aren't convinced of this. However, this strategy is difficult to
apply effectively because the acquired firm's employees resist the cultural
intrusions from the buying firm, thereby delaying or undermining the
merger process.
Question 2
2 out of 2 points
The themes shared most widely by employees represent
Selected
Answer: the organization's dominant culture.
Response
Feedback: When discussing organizational culture, we are really referring to the
dominant culture, that is, the values and assumptions shared most
consistently and widely by the organization's members. The dominant
culture is usually supported by senior management, but cultures persist
despite senior management's desire for another culture.
Question 3
2 out of 2 points
Rituals are
Selected
Answer: programmed routines of daily organizational life that dramatize the
organization's culture.
Response
Feedback: Rituals are the programmed routines of daily organizational life that
dramatize an organization's culture. They include how visitors are greeted,
how often senior executives visit subordinates, how people communicate
with each other, how much time employees take for lunch, and so on.
Question 4
, 2 out of 2 points
are conscious perceptions about what is good or bad, right or wrong.
Selected
Answer: Values
Response
Feedback:Values are stable, evaluative beliefs that guide our preferences for
outcomes or courses of action in a variety of situations. They are
conscious perceptions about what is good or bad, right or wrong. In the
context of organizational culture, values are discussed as shared
values, which are values that people within the organization or work unit
have in common and place near the top of their hierarchy of values.
Question 5
2 out of 2 points
When merging two organizations, a separation strategy is most commonly applied
when
Selected
Answer: the two organizations operate in distinct industries.
Response
Feedback:A separation strategy occurs when the merging companies agree to
remain distinct entities with minimal exchange of culture or organizational
practices. This strategy is most appropriate when the two merging
companies are in unrelated industries or operate in different countries
because the most appropriate cultural values tend to differ by industry and
national culture.
Question 6
2 out of 2 points
Which of the following tends to happen when an organization's culture is misaligned
with its external environment?
Selected
Answer: The organization has more difficulty anticipating and responding to
stakeholder needs.
Response
Feedback:One of the contingencies between cultural strength and organizational
effectiveness is whether the organization's culture contents—its dominant
values and assumptions—is aligned with the external environment. When
an organization's culture is misaligned with its external environment, the
organization has more difficulty anticipating and responding to stakeholder
needs.
Question 7
2 out of 2 points
Wells Fargo is now under investigation for its cultural practices. Rewards were given
based on meeting account quotas. This practice caused employees to behave
Selected
Answer: unethically.
Response
Feedback: An organization's culture influences the ethical conduct of its employees.
This makes sense because good behavior is driven by ethical values, and
ethical values become embedded in an organization's dominant culture.
The opposite is equally true. There are numerous instances where an
Question 1
0 out of 2 points
Scenario B
BarkBark Inc. and Happy Toys Ltd. are considering a merger and are unsure whether
their two organizations will have a difficult time with clashing cultures. They perform a
detailed diagnosis, collecting and analyzing the gathered data about the two merging
companies. They identify several overlapping values, which they feel that they can
effectively meld into a cohesive new culture.
What type of cultural merge would be worst in this situation?
Selected
Answer: assimilation
Response
Feedback: Some acquiring companies apply a deculturation strategy by imposing
their culture and business practices on the acquired organization. The
acquiring firm strips away artifacts and reward systems that support the
old culture. People who cannot adopt the acquiring company's culture
often lose their jobs. Deculturation may be necessary when the acquired
firm's culture doesn't work, even when employees in the acquired
company aren't convinced of this. However, this strategy is difficult to
apply effectively because the acquired firm's employees resist the cultural
intrusions from the buying firm, thereby delaying or undermining the
merger process.
Question 2
2 out of 2 points
The themes shared most widely by employees represent
Selected
Answer: the organization's dominant culture.
Response
Feedback: When discussing organizational culture, we are really referring to the
dominant culture, that is, the values and assumptions shared most
consistently and widely by the organization's members. The dominant
culture is usually supported by senior management, but cultures persist
despite senior management's desire for another culture.
Question 3
2 out of 2 points
Rituals are
Selected
Answer: programmed routines of daily organizational life that dramatize the
organization's culture.
Response
Feedback: Rituals are the programmed routines of daily organizational life that
dramatize an organization's culture. They include how visitors are greeted,
how often senior executives visit subordinates, how people communicate
with each other, how much time employees take for lunch, and so on.
Question 4
, 2 out of 2 points
are conscious perceptions about what is good or bad, right or wrong.
Selected
Answer: Values
Response
Feedback:Values are stable, evaluative beliefs that guide our preferences for
outcomes or courses of action in a variety of situations. They are
conscious perceptions about what is good or bad, right or wrong. In the
context of organizational culture, values are discussed as shared
values, which are values that people within the organization or work unit
have in common and place near the top of their hierarchy of values.
Question 5
2 out of 2 points
When merging two organizations, a separation strategy is most commonly applied
when
Selected
Answer: the two organizations operate in distinct industries.
Response
Feedback:A separation strategy occurs when the merging companies agree to
remain distinct entities with minimal exchange of culture or organizational
practices. This strategy is most appropriate when the two merging
companies are in unrelated industries or operate in different countries
because the most appropriate cultural values tend to differ by industry and
national culture.
Question 6
2 out of 2 points
Which of the following tends to happen when an organization's culture is misaligned
with its external environment?
Selected
Answer: The organization has more difficulty anticipating and responding to
stakeholder needs.
Response
Feedback:One of the contingencies between cultural strength and organizational
effectiveness is whether the organization's culture contents—its dominant
values and assumptions—is aligned with the external environment. When
an organization's culture is misaligned with its external environment, the
organization has more difficulty anticipating and responding to stakeholder
needs.
Question 7
2 out of 2 points
Wells Fargo is now under investigation for its cultural practices. Rewards were given
based on meeting account quotas. This practice caused employees to behave
Selected
Answer: unethically.
Response
Feedback: An organization's culture influences the ethical conduct of its employees.
This makes sense because good behavior is driven by ethical values, and
ethical values become embedded in an organization's dominant culture.
The opposite is equally true. There are numerous instances where an
