BUSI 240 Quiz 8, Liberty University
• Question 1
2 out of 2 points
Organizational socialization is best described as a process of
________, where newcomers try to make sense of and adapt to the
company's environment.
Selected Answer: learning and adjustment
Response Feedback: Organizational socialization is a process of
both learning and adjustment. It is a learning process because
newcomers try to make sense of the company's physical workplace,
social dynamics, and strategic and cultural environment. It is also a
process of adjustment, because individuals need to adapt to their new
work environment.
• Question 2
2 out of 2 points
Which of the following is true about the work space in a controlling
and competitive culture?
Selected Answer: symmetrical layout
Response Feedback: Collaborative and creative cultures value more
teamwork and flexibility, so space design is informal and enables
spontaneous group discussion. Controlling and competitive cultures
tend to have more structural office arrangements and provide more
space for individual work than teamwork. For example:
• More individual space
• More formal than informal space
• High/medium enclosure
• More fixed environment
• More structured, symmetrical layout
• Question 3
2 out of 2 points
,James has just joined CoraTech Systems, where he has been assigned
to Paul and Natalie for sources of information about the company.
Paul and Natalie introduce James to others at Coratech, give him an
office tour, and assure him that they will meet him regularly for the
first few weeks, to help him in the transition to the new company. In
this scenario, Paul and Natalie are part of the CoraTech's
Selected Answer: buddy system.
Response Feedback: Several organizations rely on a "buddy
system," whereby newcomers are assigned to coworkers for sources
of information and social support. Buddies introduce new hires to
other employees, give them campus tours, and generally familiarize
them with the physical layout of the workplace. They have lunch with
employees on their first day and meet weekly with them for their first
two months.
• Question 4
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 5
2 out of 2 points
Which of the following is a verbal symbol of cultural values?
Selected Answer: expressions of anger
Response Feedback: The language of the workplace speaks volumes
about the company's culture. How employees talk to each other,
describe customers, express anger, and greet stakeholders are all
verbal symbols of cultural values.
,• Question 6
2 out of 2 points
Scenario C
Reagan is a new HR manager for a large company. She is concerned
about the number of employees leaving the company and the lack of
job applicants. She begins with a review of the company's policies
and then a look at the culture. She talks with long-time employees to
learn the stories and the rituals.
After listening and researching, Reagan now knows why people are
leaving. She has found that ________ is the cause.
Selected Answer: attrition
Response Feedback: In attrition, people are motivated to seek
environments that are sufficiently congruent with their personal
values and to leave environments that are a poor fit. This occurs
because person–organization values congruence supports their social
identity and minimizes internal role conflict. Even if employees aren't
forced out, many quit when values incongruence is sufficiently high.
• Question 7
2 out of 2 points
Many employees experience a reality shock on their first day at work
because
Selected Answer: newcomers test how well their preemployment
expectations fit reality, and many companies fail this test.
Response Feedback: The first day on the job typically marks the
beginning of the encounter stage of organizational socialization. This
is the stage in which newcomers test how well their preemployment
expectations fit reality. Many companies fail the test, resulting in
reality shock—the stress that results when employees perceive
discrepancies between their preemployment expectations and on-the-
job reality.
, • Question 8
2 out of 2 points
Organizational culture is a(n)
Selected Answer: social control mechanism.
Response Feedback: Organizational culture is a deeply embedded
form of social control that influences employee decisions and
behavior. Culture is pervasive and operates nonconsciously. Think of
it as an automatic pilot, nonconsciously directing employees so their
behavior is consistent with organizational expectations. For this
reason, some writers describe organizational culture as a compass that
points everyone in the same direction.
• Question 9
2 out of 2 points
Scenario A
Most employees at United FiberTech support the idea that the
company's success depends on their willingness to continually change
and improve customer service.
United FiberTech most likely has a strong
Selected Answer: learning orientation.
Response Feedback: An adaptive culture has a strong learning
orientation because being receptive to change necessarily means that
the company also supports action-oriented discovery. With a learning
orientation, employees welcome new learning opportunities, actively
experiment with new ideas and practices, view reasonable mistakes as
a natural part of the learning process, and continuously Question past
practices.
• Question 10
2 out of 2 points
Which one of the following statements about a strong culture is false?
• Question 1
2 out of 2 points
Organizational socialization is best described as a process of
________, where newcomers try to make sense of and adapt to the
company's environment.
Selected Answer: learning and adjustment
Response Feedback: Organizational socialization is a process of
both learning and adjustment. It is a learning process because
newcomers try to make sense of the company's physical workplace,
social dynamics, and strategic and cultural environment. It is also a
process of adjustment, because individuals need to adapt to their new
work environment.
• Question 2
2 out of 2 points
Which of the following is true about the work space in a controlling
and competitive culture?
Selected Answer: symmetrical layout
Response Feedback: Collaborative and creative cultures value more
teamwork and flexibility, so space design is informal and enables
spontaneous group discussion. Controlling and competitive cultures
tend to have more structural office arrangements and provide more
space for individual work than teamwork. For example:
• More individual space
• More formal than informal space
• High/medium enclosure
• More fixed environment
• More structured, symmetrical layout
• Question 3
2 out of 2 points
,James has just joined CoraTech Systems, where he has been assigned
to Paul and Natalie for sources of information about the company.
Paul and Natalie introduce James to others at Coratech, give him an
office tour, and assure him that they will meet him regularly for the
first few weeks, to help him in the transition to the new company. In
this scenario, Paul and Natalie are part of the CoraTech's
Selected Answer: buddy system.
Response Feedback: Several organizations rely on a "buddy
system," whereby newcomers are assigned to coworkers for sources
of information and social support. Buddies introduce new hires to
other employees, give them campus tours, and generally familiarize
them with the physical layout of the workplace. They have lunch with
employees on their first day and meet weekly with them for their first
two months.
• Question 4
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 5
2 out of 2 points
Which of the following is a verbal symbol of cultural values?
Selected Answer: expressions of anger
Response Feedback: The language of the workplace speaks volumes
about the company's culture. How employees talk to each other,
describe customers, express anger, and greet stakeholders are all
verbal symbols of cultural values.
,• Question 6
2 out of 2 points
Scenario C
Reagan is a new HR manager for a large company. She is concerned
about the number of employees leaving the company and the lack of
job applicants. She begins with a review of the company's policies
and then a look at the culture. She talks with long-time employees to
learn the stories and the rituals.
After listening and researching, Reagan now knows why people are
leaving. She has found that ________ is the cause.
Selected Answer: attrition
Response Feedback: In attrition, people are motivated to seek
environments that are sufficiently congruent with their personal
values and to leave environments that are a poor fit. This occurs
because person–organization values congruence supports their social
identity and minimizes internal role conflict. Even if employees aren't
forced out, many quit when values incongruence is sufficiently high.
• Question 7
2 out of 2 points
Many employees experience a reality shock on their first day at work
because
Selected Answer: newcomers test how well their preemployment
expectations fit reality, and many companies fail this test.
Response Feedback: The first day on the job typically marks the
beginning of the encounter stage of organizational socialization. This
is the stage in which newcomers test how well their preemployment
expectations fit reality. Many companies fail the test, resulting in
reality shock—the stress that results when employees perceive
discrepancies between their preemployment expectations and on-the-
job reality.
, • Question 8
2 out of 2 points
Organizational culture is a(n)
Selected Answer: social control mechanism.
Response Feedback: Organizational culture is a deeply embedded
form of social control that influences employee decisions and
behavior. Culture is pervasive and operates nonconsciously. Think of
it as an automatic pilot, nonconsciously directing employees so their
behavior is consistent with organizational expectations. For this
reason, some writers describe organizational culture as a compass that
points everyone in the same direction.
• Question 9
2 out of 2 points
Scenario A
Most employees at United FiberTech support the idea that the
company's success depends on their willingness to continually change
and improve customer service.
United FiberTech most likely has a strong
Selected Answer: learning orientation.
Response Feedback: An adaptive culture has a strong learning
orientation because being receptive to change necessarily means that
the company also supports action-oriented discovery. With a learning
orientation, employees welcome new learning opportunities, actively
experiment with new ideas and practices, view reasonable mistakes as
a natural part of the learning process, and continuously Question past
practices.
• Question 10
2 out of 2 points
Which one of the following statements about a strong culture is false?
