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| 1 | |
An organisation’s value system reflects the patterns of conflict and compatibility between values, and the relative importance of each. |
| | A) | true |
| | B) | false |
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| 2 | |
_______ is/are an individual thoughts and beliefs about how members of a particular group or organisation interact with each other. |
| | A) | Organisational culture |
| | B) | Normative beliefs |
| | C) | Individual beliefs |
| | D) | Enacted values |
| | E) | Espoused values |
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| 3 | |
When managing people at work, the individual’s societal culture, the organisational culture and any interaction between the two, influence employees’ behavior. |
| | A) | true |
| | B) | false |
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| 4 | |
“ You are your culture and your culture is you” was said by |
| | A) | Edgar Schein |
| | B) | Fons Trompenaars |
| | C) | Vijay Sathe |
| | D) | Edward T. Hall |
| | E) | Charles Hampden-Turner |
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| 5 | |
The four types of organisational culture are |
| | A) | elite, meritocratic, leadership and collegial. |
| | B) | elite, meritocratic, stability and change. |
| | C) | stability, change, direction, and flexibility. |
| | D) | adaptability, development, external control and internal consistency. |
| | E) | adaptability, flexibility, stability and direction. |
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| 6 | |
Which of the following is not true? “Studies of newly hired personnel showed that the frequency and the type of information obtained during the six months of employment _______ " |
| | A) | affected their job performance. |
| | B) | improved their understanding of the organisational culture. |
| | C) | affected their career outcomes. |
| | D) | influenced their socialisation styles. |
| | E) | reduced role ambiguity. |
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| 7 | |
Reality shock is the perceived discrepancy between |
| | A) | the former job and the present job. |
| | B) | the expectation before and after applying the job. |
| | C) | the demeanour of former boss and colleagues. |
| | D) | the competence to master skills and role clarity. |
| | E) | the amount of working hours and leisure time at work. |
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| 8 | |
Socialisation can turn outsiders into insiders by |
| | A) | organizing special dinners for newcomers. |
| | B) | greeting them friendly every day. |
| | C) | telling them stories about the company. |
| | D) | offering them foreign assignments. |
| | E) | impressing them with courtesy. |
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