11. The best way to measure an organization\'s culture is to: A. Interview execu

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11. The best way to measure an organization's culture is to:
A. Interview executives.
B. Look for evidence of its espoused values.
C. Conduct a careful analysis of many organizational artifacts.
D. Read public relations statements produced by the organization.
E. Do none of the above.

12. Which of the following statements about realistic job previews (RJP's) is most accurate?
A. many companies overpromise and often exaggerate positive features of the job and neglect to mention the undesirable elements.
B. RJPs minimize reality shock by helping applicants develop more accurate pre-employment expectations.
C. RJP's are one potentially way to improve the socialization process.
D. All of these statements are accurate.
E. Answers B and C only.

13. Which of the following is a spawning ground for emerging corporate culture values?
A. Subcultures
B. Bicultural audits
C. Artifacts
D. The actions of the company's founder
E. None of the above

14. Which of the following would be considered an artifact of an organization's culture?
A. The shape, size and location of corporate headquarters.
B. How visitors are greeted when they first enter a company building.
C. The stories told by employees to newcomers about the founder's experiences when he or she started the company.
D. The unique metaphors and special vocabularies that employees use to share meaning.
E. All of the above.

15. All of the following could be considered socialization agents EXCEPT:
A. family members.
B. co-workers.
C. friends who work for the company.
D. employment agency representatives.
E. Both A and D.

16. Reality shock is:
A. based on expectancy theory.
B. an element in the model of individual behavior.
C. common in lateral career development.
D. a unique feature of an adaptive culture.
E. a perceived discrepancy between employee expectations and reality.

17. A deculturation strategy of merging two corporate cultures should be applied:
A. never, because deculturation destroys both cultures.
B. When both firms operate successfully in different industries.
C. When employees in the acquired firm want to hold on to their firm's culture even though it does not fit the external environment.
D. When both firms have weak cultures.
E. Whenever one firm has more power over another firm in a merger.

18. The building in which employees work:
A. Often reflects the organization's culture.
B. Has no known effect on an organization's culture.
C. Is a possible artifact of organizational culture.
D. Can potentially influence the organization's culture.
E. Answers A, C and D only.

19. As an organization's culture gets stronger, it:
A. Becomes more misaligned with its external environment.
B. Becomes more effective in the marketplace.
C. Makes employees less committed to the organization.
D. Causes various subcultures in the organization to also become stronger.
E. Makes it more difficult for decision makers to identify problems or opportunities outside the mental model of that culture.

20. How do founders and corporate leaders affect corporate culture?
A. Transformational leaders develop or change the organization's culture.
B. Founders and corporate leaders develop the systems and structures that support their personal values.
C. Founders and corporate leaders are often visionaries whose energetic style provides a powerful role model for others to follow.
D. Founders and corporate leaders strengthen or change corporate culture by communicating and enacting their vision of the future.
E. All of the above.

Explanation / Answer

11.B 12.A 13.D 14.C 15.C 16.B 17.D 18.E 19.D 20.E here!..posted them!

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