1、57Chapter 3 Organizational Culture and Environment: The ConstraintsTRUE/FALSE QUESTIONSTHE MANAGER: OMNIPOTENT OR SYMBOLIC?1. In the symbolic view of management, managers are seen as directly responsible for an organizations success or failure.2. The current dominant assumption in management theory
2、suggests that managers are omnipotent.3. The view of managers as omnipotent is consistent with the stereotypical picture of the take-charge business executive who can overcome any obstacle in carrying out the organizations objectives.4. The symbolic view of management impact is useful in explaining
3、the high turnover among college and professional sports coaches, who can be considered the “managers” of their teams.5. In the omnipotent view of management, much of an organizations success or failure is due to forces outside managements control.6. In the symbolic view of management, it is unreason
4、able to expect managers to have a significant effect on the organizations performance.7. In the omnipotent view of management, a managers role is to create meaning out of randomness, confusion, and ambiguity.THE ORGANIZATIONS CULTURE8. An organizational culture refers to a system of shared meaning.9
5、. Organizational cultures influence how employees behave in an organization.10. Organizational culture is a perception, not reality.11. Presently, there is no method for analyzing or assessing organizational culture.12. Strong cultures have more influence on employees than do weak cultures.13. An in
6、creasing body of evidence suggests that strong cultures are associated with high organizational performance.5814. Compensation structures are considered to be a primary dimension of organizational culture.15. Most organizations have very weak cultures.16. An organizations founder has little influenc
7、e on its culture.17. Rituals are repetitive sequences of activities that express and reinforce the key values of an organization.18. Organizational stories typically contain a narrative regarding significant events or people.19. Employee stock options are one example of a material symbol that might
8、represent organizational culture.20. The link between values and managerial behavior is fairly straightforward.CURRENT ORGANIZATIONAL CULTURE ISSUES FACING MANAGERS21. A strong ethical culture is likely to have a powerful positive influence on employee behavior.22. Low risk tolerance generally leads
9、 to high ethical standards within an organization.23. Companies that allow their employees freedom tend to encourage innovative cultures.24. To encourage a customer-responsive culture, organizations should formalize and enforce strict customer service policies.25. Customer service employees tend to
10、provide better customer service when they are very clear about their employee roles.26. To increase customer responsiveness, organizations should hire employees who are outgoing and friendly.THE ENVIRONMENT27. The part of the environment directly related to achievement of an organizations goals is t
11、he specific environment.28. The general environment refers to environmental factors operating inside an organization.5929. Environmental uncertainty can be divided into two dimensions: degree of trust and degree of integration.30. Because certainty is a threat to an organizations effectiveness, mana
12、gers try to minimize it.31. The term suppliers includes providers of financial and labor inputs.32. Industry conditions are an example of an organizations general environment.33. Economic conditions are part of the organizations specific environment.MULTIPLE-CHOICE QUESTIONSFor each of the following
13、 choose the answer that most completely answers the question.THE MANAGER: OMNIPOTENT OR SYMBOLIC?34. Which of the following represent the two views of managerial impact on the success or failure of the organization?a. omnipotent and symbolic b. omnipotent and reflectivec. symbolic and interactived.
14、reflective and interactive35. The omnipotent view of management states that _.a. the top manager is the only person in chargeb. managers are directly responsible for an organizations success or failurec. that there is only one boss in the organization, and she or he is responsible for delegating ord
15、ersd. managers have little or no responsibility for an organizations success or failure36. The _ view of management is consistent with the stereotypical picture of the take-charge business executive who can overcome any obstacle in carrying out the organizations objectives.a. omnipotent b. symbolic
16、c. functional d. systems 37. Which of the following most accurately reflects the symbolic view of management?a. Managers are directly responsible for an organizations success or failure.b. Managers have little or no responsibility for an organizations success or failure.c. External forces are direct
17、ly responsible for an organizations success or failure.d. Employees are directly responsible for an organizations success or failure.6038. Internal constraints that restrict a managers decision options _.a. exist within every organizationb. do not exist, as all managers have decision-making discreti
18、onc. exist only to the extent that upper management imposes themd. exist only to the extent that followers wont do as they are told39. The current dominant assumption in management theory suggests _.a. a balanced view of managers as symbolic and omnipotentb. an emphasis on the view that managers are
19、 symbolicc. an emphasis on the view that managers are omnipotent d. that both the symbolic and omnipotent views are obsolete40. According to the symbolic view, managers have a(n) _ effect on substantive organizational outcomes.a. neutralb. controllingc. limited d. unlimited41. Managers may be able t
20、o expand their areas of discretion by _.a. telling their employees what to dob. changing and influencing their organizations culture and environmentc. electing new government officials at the federal and state leveld. changing employers and working for a different boss42. The symbolic view of manage
21、ment is based upon the belief that managers symbolize _.a. control and influenceb. ambiguity and confusionc. stakeholders interestsd. decisions of top management43. In reality, managers are most accurately viewed as _.a. dominant over an organizations environmentb. neither helpless nor all powerfulc
22、. powerless to influence an organizations performanced. ultimately responsible for organizational outcomes61THE ORGANIZATIONS CULTURE44. The culture of an organization is analogous to the _ of an individual.a. skillsb. personalityc. motivationd. ability45. All organizational cultures consist of each
23、 of the following except _.a. shared valuesb. principlesc. innovationd. traditions46. Organizational culture is concerned with how members perceive the organization, not whether they _.a. like the organizationb. like their peersc. like their bossesd. like their customers47. Strong cultures _.a. are
24、found in organizations with high employee turnoverb. have a minimal influence on employee decision makingc. can be found in all organizations that existd. have a greater influence on employees than do weak cultures48. Employees in organizations with strong cultures _.a. are more committed to their o
25、rganizationsb. are more likely to leave their organizations c. are more willing to perform illegal activitiesd. are more likely to follow directives from peers49. Which of the following phrases is associated with the definition of organizational culture?a. individual responseb. shared meaningc. dive
26、rsity of thoughtd. explicit directions50. Which of the following is not considered to be a dimension of organizational culture?a. attention to detailb. people orientation62c. purchasing policies d. aggressiveness51. Which of the following dimensions of organizational culture is defined as the degree
27、 to which an organizations actions and decisions emphasize maintaining the status quo?a. stabilityb. outcome orientationc. team orientationd. innovation and risk taking52. A company whose managers focus on results, rather than how results are achieved, most likely possesses a high degree of which of
28、 the following?a. outcome orientationb. people orientationc. team orientationd. aggressiveness53. Sony Corporations focus on product innovation is an example of which of the following dimensions of organizational culture?a. attention to detailb. people orientationc. outcome orientation d. aggressive
29、ness54. Which of the following most accurately reflects the difference between strong cultures and weak cultures?a. Strong cultures tend to encourage employee innovation, while weak cultures do not.b. Weak cultures are found in most organizations, whereas strong cultures are relatively rare.c. Stron
30、g cultures have less of an influence on employee behavior than do weak cultures.d. Company values are more deeply held and widely shared in strong cultures than in weak cultures.55. Corporate _ are repetitive sequences of activities that express and reinforce the values of an organization.a. languag
31、esb. ritualsc. symbolsd. ceremonies56. Which of the following represents the most significant ways through which corporate cultures are transmitted to employees?63a. rituals, myths, competitions, and languageb. symbols, rituals, language, and business systemsc. stories, rituals, symbols, and languag
32、ed. language, stories, rituals, and rewards57. When employees at Microsoft use terms such as work judo, eating your own dog food, and flat food, they are using organizational _.a. languagesb. ritualsc. symbolsd. ceremonies58. Most organizations have _ cultures.a. very weakb. weak to moderatec. moder
33、ated. moderate to strong 59. The original source of an organizations culture usually _.a. is shared among the first workers hired into the organizationb. is formulated by the board of directors when the organization is formedc. identifies what the organization is successful doingd. reflects the visi
34、on or mission of the organizations founder60. Organizational _ typically contain narratives about significant events or people in the organization.a. stories b. ritualsc. chartsd. material symbols61. All of the following are mentioned in the textbook as examples of material symbols except _.a. emplo
35、yee dress attireb. size of employee officesc. availability of stock options d. reserved parking spaces for certain employees62. The link between organizational values and managerial behavior is _.a. usually uncertainb. fairly straightforward c. often highly complexd. relatively dynamic6463. In learn
36、ing an organizations specific language, members are displaying their _.a. willingness to communicate with the organizations stockholders b. confidence that they will soon be promoted to greater responsibilityc. willingness to help preserve the culture of the organizationd. consent to share material
37、symbols with the other members of the organization64. An organizations culture affects managers by _.a. providing them with additional decision-making powerb. restricting them from disciplining certain employees c. encouraging them to bend or even break company rulesd. establishing what is appropria
38、te and expected behaviorCURRENT ORGANIZATIONAL CULTURE ISSUES FACING MANAGERS65. Which of the following is most likely to have a highly ethical organizational culture?a. a highly aggressive, competitive businessb. a company with high risk tolerancec. a business that focuses strictly on outcomesd. a
39、business with outgoing and friendly employees66. To encourage ethical cultures, managers should _.a. enforce strict discipline policiesb. encourage employees to competec. act in their own self-interestd. serve as visible role models67. A company that primarily values a strong sense of purpose throug
40、h meaningful work has a(n) _ organizational culture.a. spiritualb. customer-responsivec. ethicald. innovative68. Conscientious employees with good listening skills are highly valuable for building a(n) _ organizational culture.a. ethicalb. innovativec. customer-responsived. spiritual69. An innovativ
41、e organizational culture is characterized by all of the following characteristics except _.a. freedomb. conformity65c. debatesd. risk taking70. Workplace spirituality has become important in the contemporary workplace because it helps to _.a. reduce unemployment ratesb. boost company profitsc. resto
42、re a sense of communityd. bring religion into business71. Which of the following is most characteristic of an organization with a strong spiritual culture?a. Employees are encouraged to express themselves.b. Such companies experience high employee turnover.c. Employees are rewarded for innovation an
43、d risk taking.d. Employees are required to join organized religions.72. Which of the following best characterizes the relationship between spirituality and business profitability?a. Evidence shows that spirituality and business profitability are incompatible.b. Limited evidence suggests that spiritu
44、ality may be compatible with profitability.c. Research shows that workplace spirituality constrains employee performance.d. High productivity has been extensively documented in spiritual workplaces.THE ENVIRONMENT73. External environment refers to _.a. forces outside the organization that limit the
45、organizations performanceb. factors and forces outside the organization that affect the organizations performancec. forces and institutions inside the organization that affect the organizations performanced. forces inside the organization that increase the organizations performance74. According to t
46、he textbook, the _ environment includes those constituencies that have a direct and immediate impact on managers decisions and actions and are directly relevant to the achievement of the organizations goals.a. generalb. specific c. secondaryd. forward75. An organizations specific environment _.a. is
47、 unique and changes with conditionsb. is the same regardless of the organizations age66c. is determined by the top level of managementd. must be quantified to establish its existence76. The main forces that make up an organizations specific environment are _.a. suppliers, legislators, customers, and
48、 employeesb. customers, suppliers, competitors, and pressure groupsc. employees, competitors, pressure groups, and regulatorsd. suppliers, employees, competitors, and legislators77. Organizations exist to meet the needs of which of the following constituencies?a. customersb. legislatorsc. suppliersd. competitors78. When you think of an organizations suppliers, you _.a. know that they are the main customers of the organizationb. typically think of
