Tb18

CHAPTER 18: ORGANIZATIONAL CULTURE AND CULTURAL DIVERSITY

Test Correlation Table Question Types/Level of Difficulty

LEARNING OBJECTIVES Easy Moderate Difficult

1. Describe the core elements of a TF 4, 7 1, 5, 8 2, 3, 6
culture.
MC 2, 4, 6, 9, 11, 14, 3, 7, 10, 12, 22, 25, 1, 5, 8, 13, 20, 26, 27
15, 16, 17, 18, 28, 29
19, 21, 23, 24

ES — — 1

2. Compare and contrast four types TF 9, 10, 13 11, 12, 16, 17 14, 15
of organizational culture.
MC 33, 36, 37, 41, 30, 32, 34, 35, 38, 39, 31, 44, 45, 48, 52
43, 50 40, 42, 46, 49, 51

ES — 2, 3, 5 4

3. Discuss several types of TF 18, 23 19, 20, 22, 25, 26, 28 21, 24, 27
subcultures that may exist in
organizations.
MC 53, 57, 60, 61, 55, 59, 62, 68, 71, 73, 54, 56, 58, 64, 66, 69,
63, 65, 67, 72 75 70

ES — — 6

4. Describe several activities for TF 33, 38 29, 31, 34, 35, 36, 39, 30, 32, 37
successfully managing diversity. 40

MC 76, 78, 84, 85, 77, 79, 80, 81, 82, 83, 86, 91, 92, 95
90, 96, 98 87, 88, 89, 93, 94, 97

ES — — 7, 8

245


True/False Questions

Learning Objective 1

1. The elements of a culture include symbols, language, and narratives.

ANSWER: T, Knowledge, Moderate, p. 512

2. At Southwest Airlines, “fun first” is a norm shared by the airline’s employees and
customers alike.

ANSWER: F, Knowledge, Difficult, p. 513

3. A value comprises multiple beliefs that are compatible and supportive of one another.


4. The most powerful organizational socialization is through consistent role modeling,
teaching, coaching, and enforcement by coworkers and managers.

ANSWER: T, Knowledge, Easy, p. 514

5. Symbols are the simplest and most basic observable form of cultural expression.


6. Narratives are based on legends that may not necessarily be entirely true.

ANSWER: T, Knowledge, Difficult, p. 516

7. Taboos are culturally forbidden behaviors.


8. Ceremonies are elaborate and formal activities designed to generate strong feelings.



9. No one type of culture is ideal for every situation.


10. The long-term concerns of a bureaucratic culture are predictability, efficiency, and
stability.


246


11. Peer pressure to adhere to important norms is strong in a clan culture.


12. Tradition, loyalty, personal commitment, and extensive socialization are attributes of an
entrepreneurial culture.

ANSWER: F, Knowledge, Moderate, pp. 518–519

13. Social relations are important and officially emphasized and rewarded in a market
culture.

ANSWER: F, Knowledge, Easy, p. 519

14. Entrepreneurial cultures are only appropriate for the start-up phase of organizations. A
different culture is more appropriate later.


15. Oracle is known for their nurturing of an entrepreneurial culture.


16. One reason for maintaining an established organizational culture is to create a
stronger, more consistent organization as the external environment changes.

ANSWER: F, Knowledge, Moderate, p. 520

17. It is not unusual to find several subcultures within a single organization.



18. Departments and divisions within companies may have their own subcultures.


19. Incompatibility of cultures is the most frequently cited reason for the failure of mergers.


20. In organizations that operate in several countries, subcultures that reflect these
national differences are likely to exist even when there is a common organizational
culture.

ANSWER: T, Knowledge, Moderate, pp. 522–523

21. The subculture of western China is the most individualistic of the main local cultures.


247


22. Nearly 1 in 10 workers in the United States today is foreign born—the lowest rate in 70
years.

ANSWER: F, Knowledge, Moderate, pp. 523–524

23. Employees within each generation tend to share a subculture distinct from the
subcultures of other generations.


24. The Generation Xers have become known for challenging authority and creating open
lines of communication.


25. Diversity campaigns have finally eliminated most of the formation of organizational
subcultures based on gender.


26. Many managers believe that the presence of distinct subcultures in an organization can
be beneficial and should be valued.


27. The experience of African Americans working in the accounting profession was much
different back in the 1980s when very few were made partners, compared to today
when about 15% of all partners are African Americans.


28. A multicultural organization is one that tries to ensure that the dominant culture does
not exploit the other subcultures.



29. In the 1980s the term diversity was used to refer to the number of women and
minorities in an organization.


30. Language is an area of coverage in the diversity initiatives of less than 50 percent of
surveyed companies.


31. The creation of economic value is not a major goal for organizations that are
concerned about their management of cultural diversity.


248

32. The basic goal of affirmative action is to compensate for past injustices.


33. The most common methods used to assess organizational culture are employee
surveys and focus groups.


34. The actual cost to Texaco for racial discrimination exceeded the $175 million
settlement to former employees.


35. Texaco’s management established themselves as leaders in the industry for
recognizing early the importance of developing cultural diversity in its organization.

ANSWER: F, Application, Moderate, p. 530

36. Some types of homogeneity may be appropriate for managers to effectively operate
the organization and should be retained rather than replaced by diversity.


37. Non-U.S. citizens who work in the United States is one of the employee groups created
by GM, designed to promote cultural diversity.


38. Planned organizational change usually follows an evolutionary—not revolutionary—
path.


39. Awareness training is aimed at ensuring that employees understand the meaning of
the actions the company will take when someone complains of being harassed.


40. It is not unusual for the implementation of cultural diversity in an organization to
actually result in heightened conflict within the team.


249


Multiple Choice Questions
Preview
1. At the firm of GSD&M, the norm associated with “Your butt is connected to your head”
is __________.
a. immersion
b. integrity
c. responsibility
d. fun

ANSWER: A, Knowledge, Difficult, p. 512

2. __________ is(are) so important to the cofounder of GSD&M in Austin, TX, that he has
campaigned to have the city add it to their official slogan.
a. Fun
b. Freedom
c. Ideas
d. Curiosity

ANSWER: C, Knowledge, Easy, p. 512


The Elements of a Culture
3. Which of the following is not considered one of the basic elements of a culture?
a. shared values
b. shared assumptions
c. shared knowledge
d. shared norms

ANSWER: C, Knowledge, Moderate, p. 512

4. A __________ is the unique pattern of shared assumptions, values, and norms that
shape the socialization, language, symbols, narratives, and practices of a group of
people.
a. microclimate
b. social system
c. community
d. culture

ANSWER: D, Knowledge, Easy, p. 512

5. Which of the following is not an observable element of culture?
a. narratives
b. norms
c. symbols
d. socialization

ANSWER: B, Knowledge, Difficult, p. 513

250


6. To what does Herb Kelleher, Chairman of Southwest Airlines, attribute the success of
the airline?
a. on-time flights
b. low airfares
c. customer service
d. the culture of the organization


7. Culture has everything to do with Southwest Airlines’ success, according to founder
Herb Kelleher, because __________.
a. culture gives meaning and purpose to employees
b. costs are already as low as they can go
c. competitors can’t copy its culture
d. all of the above


8. Karen Patel has recently begun a new job at a large engineering firm. She realizes
that the new organization differs from her old organization about what the notion of
effectiveness means. What element of culture does this illustrate?
a. shared assumptions
b. shared values
c. shared socialization
d. shared symbols

ANSWER: A, Application, Difficult, pp. 512–513

9. __________ are the underlying thoughts and feelings that members of a culture take
for granted and believe to be true.
a. Organizational symbols
b. Shared assumptions
c. Organizational realities
d. Attitudes

ANSWER: B, Knowledge, Easy, p. 513

10. All of the following are true statements concerning shared assumptions in a culture
except:
a. at Linux, software programmers share the assumption that software code should be
openly available to anyone.
b. GSD&M assumes that creativity needs to be stimulated by the external
environment.
c. companies differ in their assumptions about strategy.
d. all of the above

ANSWER: D, Knowledge, Moderate, pp. 512–513

251


11. A __________ is a basic belief about something that has considerable importance and
meaning to individuals and is stable over time.
a. shared assumption
b. ritual
c. value
d. symbol


12. At Southwest Airlines, __________ is a shared value.
a. having fun
b. working overtime
c. competitiveness
d. on-time flights

ANSWER: A, Knowledge, Moderate, p. 513

13. A European company has recently announced its intention to open a new office in the
United States. Management of the company is aware that the cornerstones of private
enterprise and individual rights are believed to be mutually supportive of each other.
What element of culture is this company trying to understand?
a. shared assumptions
b. shared socialization
c. shared values
d. shared symbols

ANSWER: C, Application, Difficult, p. 513

14. __________ is a process by which new members are brought into a culture.
a. Deindividuation
b. Selection
c. Brainwashing
d. Socialization


15. The most powerful way to socialize people into a culture is through consistent use of all
of the following except __________.
a. role modeling
b. teaching
c. coaching
d. all of the above


252


16. A __________ is anything visible that can be used to represent an abstract shared
value or something having special meaning.
a. shared symbol
b. shared assumption
c. shared language
d. shared practice

ANSWER: A, Knowledge, Easy, p. 514

17. __________ are the simplest and most basic observable form of cultural expression of
an organization.
a. Labels
b. Mottos
c. Symbols
d. Mascots


18. Prudential Life Insurance uses the Rock of Gibraltar to represent continuity and
dependability, which have great meaning to both employees and customers. The Rock
is a(n) __________ of Prudential.
a. value
b. mascot
c. icon
d. symbol

ANSWER: D, Application, Easy, p. 514

19. Setpoint’s alignment between company objectives and the way employees thought
about their work can be attributed to __________.
a. culture
b. community
c. social norms
d. shared knowledge


20. At Setpoint, “the board” symbolized __________.
a. mistakes made by a failed management team
b. open and trusting relationships between managers and employees
c. a culture where quality is never at the point where it can be considered adequate
d. customer relationships


253


21. From a cultural perspective, __________ is (are) a shared system of vocal sounds,
written signs, and/or gestures used to convey special meanings among members of a
culture.
a. coalitions
b. phenomenology
c. symbols
d. language


22. Commerce Bank’s use of a “Wow Department” indicates their understanding of the link
between __________ and culture.
a. socialization
b. symbols
c. language
d. values


23. __________ is (are) the unique stories, sagas, legends, and myths in a culture.
a. Coalitions
b. Symbols
c. Jargon
d. Narratives


24. A(n) __________ describes the unique accomplishments and beliefs of the
organization and its leaders over time, usually in heroic and romantic terms.
a. icon
b. reflection
c. alliteration
d. narrative


25. A new salesperson for Mary Kay recently learned how Mary Kay Ash founded her
successful company while struggling to support herself and her children as a single
parent. What element of culture does this describe?
a. shared practices
b. shared narratives
c. shared assumptions
d. shared language

ANSWER: B, Application, Moderate, p. 516

254


26. What is the most complex but observable cultural form?
a. shared socialization
c. shared narratives
d. shared practices

ANSWER: D, Knowledge, Difficult, p. 517

27. In the entertainment industry, at the annual ceremonies that bestow the Oscar,
Grammy, and Emmy awards, the recipients always thank many other people who made
their success possible. What element of culture does this illustrate?
a. shared practices
c. shared narratives
d. shared values

ANSWER: A, Application, Difficult, p. 517

28. Johnson & Johnson, a leader in the development of pharmaceuticals, has a culture
that forbids putting profits ahead of ethical responsibilities to doctors, nurses, and
patients. Shared practices, such as those evident at Johnson & Johnson, which forbid
certain behaviors are known as __________.
a. taboos
b. rites
c. ceremonies
d. sagas

ANSWER: A, Application, Moderate, p. 517

29. Steven Jobs introduces Apple’s new product line during an elaborate and formal
activity, designed to generate strong feelings of surprise and excitement among the
employees. What type of activity is Jobs performing?
a. rite
b. ceremony
c. practice
d. narrative

ANSWER: B, Application, Moderate, p. 517


Basic Types of Organizational Cultures
30. __________ is not one of the four major types of organizational cultures described in
your textbook.
a. Bureaucratic
b. Market
c. Clan
d. Transformational

ANSWER: D, Knowledge, Moderate, p. 517

255


31. All of the following statements are true concerning types of organizational cultures
except:
a. in a culturally homogeneous organization, no single type of culture will
predominant.
b. there are four pure types of organizational culture.
c. a market culture has a stable control orientation.
d. all of the above

ANSWER: A, Knowledge, Difficult, pp. 517–518

32. Which of the following correctly describes organizational cultures?
a. Different organizational cultures may be appropriate under different conditions.
b. Some employees prefer one culture over another.
c. Employees who work in organizations with cultures that fit their view of an ideal
culture tend to be committed to the organization.
d. All of the above are true.


33. An organization in which employees value formalization, rules, standard operating
procedures, and hierarchical coordination can best be described as a __________
culture.
a. bureaucratic
b. functional
c. formalized
d. stable


34. What type of organization would be a good “fit” for someone who believes it is their
duty to “go by the book” and follow legalistic procedures?
a. bureaucratic
b. clan
c. entrepreneurial
d. market

ANSWER: A, Application, Moderate, p. 518

35. Samantha Robbins is a new employee with a major real estate developer and has
noticed that her tasks, responsibilities, and authority have been very clearly defined
and every one plays by a clear set of rules. What type of organizational culture has
Samantha observed?
a. functional
b. clan
c. bureaucratic
d. entrepreneurial

ANSWER: C, Application, Moderate, p. 518

256


36. What type of culture is evident in most local, state, and federal governments?
a. market
b. entrepreneurial
c. functional
d. bureaucratic


37. Tradition, loyalty, personal commitments, extensive socialization, teamwork, self-
management, and social influence are attributes of a(n) __________ culture.
a. market
b. entrepreneurial
c. clan
d. family


38. Javier Torres has recently made a long-term commitment to his organization in the
form of loyalty in exchange for the organization’s long-term commitment to his
individual security. What type of organizational culture is Torres likely a member of?
a. bureaucratic
b. market
c. clan
d. none of the above

ANSWER: C, Application, Moderate, p. 518

39. All of the following correctly describe a clan culture except:
a. members have a shared image of organizational style and conduct.
b. a long and thorough socialization process takes place.
c. members have a strong sense of identification and recognize the need to work
together.
d. there is a commitment to experimentation, innovation, and being on the leading
edge.


40. Your brother-in-law has just graduated from college and is looking for work in an
organization with a culture that fits his commitment to experimentation, innovation, and
being on the leading edge. What organizational culture will be recommended to him?
a. bureaucratic
b. clan
c. entrepreneurial

ANSWER: C, Application, Moderate, pp. 518–519

257


41. High levels of risk taking, dynamism, and creativity characterize a(n) __________
culture.
a. bureaucratic
b. evolving
c. dynamic
d. entrepreneurial


42. During the 1990s, Internet-based start-ups enjoyed a great deal of success. What type
of culture did the companies likely create?
a. market
b. entrepreneurial
c. clan
d. bureaucratic

ANSWER: B, Knowledge, Moderate, p. 519

43. The achievement of measurable and demanding goals, especially those that are
financial and market-based, characterize a(n) __________ culture.
a. economic
b. market
c. entrepreneurial
d. free-enterprise


44. All of the following correctly describe organizations with a market culture except:
a. the relationship between individual and organization is negotiated.
b. there is not much informal social pressure exerted on the organization's members.
c. individuality and independence are discouraged for the sake of higher profits.
d. hard-driving competitiveness and a profit orientation prevail throughout the
organization.

ANSWER: C, Knowledge, Difficult, p. 519

45. Bryan Porter is the new marketing director of a regional bakery company. As a
member of management, Bryan is hoping to be judged on his effectiveness as a role
model and mentor to his employees. He is eager to develop social relations among co-
workers and broaden his network of colleagues within the organization. What type of
organizational culture would least satisfy Bryan?
a. bureaucratic
b. market
c. entrepreneurial
d. all of the above

ANSWER: B, Application, Difficult, pp. 518–519

258


46. Frito-Lay and Hewlett-Packard have adopted a culture in order to survive in the highly
competitive consumer products businesses. What type of culture have these
organizations likely adopted?
a. bureaucratic
b. clan
c. market
d. entrepreneurial


47. Which organizational culture assures that an organization will yield high profits, have a
productive and eager workforce, and make the stakeholders happy?
a. clan
b. market
c. entrepreneurial

ANSWER: D, Application, Moderate, pp. 518–519

48. Organizational culture has the potential to enhance all of the following except
__________.
a. organizational performance
b. individual satisfaction
c. the sense of certainty about how problems are to be handled
d. all of the above.


49. All of the following are attributes of a “strong” culture except:
a. a single, consistent message is presented.
b. managers and employees share a common behavioral style.
c. problems are solved by top managers in a hierarchical structure.
d. a common set of rules governs the use of rewards and punishments.


50. In Wilmington, DE, there is a noticeable clash of cultures between DuPont and
__________.
a. Dow Chemical
b. Citicorp
c. MNBA
d. Oracle


51. The MBNA culture is noticeable in all of the following except:
a. workers buy homes in the same neighborhoods.
b. men are described as looking like Secret Service agents.
c. the MBNAers like to have fun together at group activities.
d. women almost always wear their gold MBNA pin on their left lapel.


259

52. Firms are assessing organizational change after the economic downturn of 2002. They
need to understand the impact of __________.
a. reductions in merger and acquisition activity
b. the shift toward knowledge-based competition
c. trends toward taxes, tariffs, and protection of markets
d. all of the above



Subcultures within Organizations
53. An __________ exists when assumptions, values, and norms are shared by some—
but not all—organizational members.
a. organizational subculture
b. organizational merger
c. organizational assumption
d. organizational value


54. Clashes of management style after a corporate merger is __________.
a. a bigger problem than cultural incompatibility
b. a less serious problem than culture clashes
c. the most common reason for failure
d. only acceptable in the short-term


55. Occupation-based subcultures __________.
a. create cultural indoctrination, in some cases
b. sometimes form their own mission statements
c. group members of a profession together
d. all of the above


56. The subculture found at each IBM location around the world is defined as a
combination of the organizational culture and __________.
a. gender
b. ethnicity
c. region
d. language


260


57. Subcultures with which employees may identify include all of the following except
__________.
a. occupational subcultures
b. regional subcultures
c. sexual orientation subcultures
d. all of the above

ANSWER: D, Knowledge, Easy, pp. 521–525

58. The culture at the Alabama Mercedes-Benz factory that tends to be generalists rather
than specialists is the __________.
a. Japanese
b. German
c. American
d. United Auto Workers Union


59. Mercedes-Benz did all of the following except __________ to successfully merge the
manufacturing cultures of Germany, Japan, and America at their Alabama facility.
a. send U.S. engineers to Germany to work with German engineers
b. send U.S. team leaders to Japan to learn quality techniques
c. create multidisciplinary teams to manage operations
d. create open and egalitarian manager and subordinate relationships


60. A person who lives in the U.S. and identifies with a Cuban, Puerto Rican, South
American, or Central American culture is considered in what ethnic category?
a. Asian
b. Hispanic
c. Native Islander
d. Pacific Islander


61. Asian ethnicity includes people from all of the following groups except __________.
a. Cambodia
b. India
c. Malaysia
d. all of the above


62. In the U.S., White ethnicity can include people originating from __________.
a. Spain
b. Cuba
c. Iran
d. all of the above


63. Characteristics such as age, ethnicity, and gender are typically referred to as

261

__________.
a. diversity markers
b. workforce demographics
c. job qualifications
d. employment attributes


64. Some of the techniques used by managers to create positive subcultures include all of
the following except:
a. celebrating personal milestones such as workers’ birthdays.
b. listening to employees and recognizing their efforts.
c. sponsoring picnics and parties.
d. all of the above


65. Karina Cardenas is the child of recent immigrants, the first child in her family to be born
in the United States. It is likely that she __________.
a. was strongly influenced by her parents’ home country culture
b. feels homesick
c. needed to rely on an interpreter for her school activities
d. all of the above

ANSWER: A, Application, Easy, p. 524

66. The diversity director at Darden Restaurants said, “Our employees who were from
__________ backgrounds were very pleased that we acknowledged their __________.
a. African American; contributions
b. foreign; needs
c. Hispanic; language
d. Muslim; faith


67. Employees within each generation tend to develop certain distinct __________ that
have special meaning for them.
a. slang
b. symbols
c. values
d. all of the above


68. __________ are characterized by achieving success, challenging authority, and
creating open lines of communication.
a. Traditionalists
b. Baby Boomers
c. Generation Xers
d. Millenials


69. The last birth year for Generation Xers was __________.

262

a. 1979
b. 1980
c. 1982
d. 1984


70. Gender continues to be an important basis for the formation of subcultures. Other
elements of __________ include family status, sexual orientation, and physical
disabilities.
a. diversity
b. culture
c. subculture
d. workforce demographics


71. Diversity in the workforce of an organization creates all of the following potential
benefits except __________.
a. more creativity
b. less conflict
c. recognition of customers’ point of view
d. all of the above


72. When one firm acquires another, employees of the acquired firm may be expected to
give up their __________.
a. performance
b. diversity
c. culture
d. creativity


73. What company has established bilingual support centers in southern California to serve
the area’s many foreign-born entrepreneurs?
a. UPS
b. Disney
c. Ford
d. Pitney Bowes


263


74. Clashes between __________ may be one reason why a recent survey found that 71
percent of black engineers were considering leaving their companies.
a. ethnic cultures
b. multicultural goals
c. diversity initiatives
d. generations


75. __________ strive to permit many subcultures to coexist while ensuring that no one
subculture dominates the others.
a. Successful firms
b. Multicultural organizations
c. Entrepreneurial organizations
d. Diversity managers



Successfully Managing Diversity
76. __________ encompasses the full mix of the cultures and subcultures to which
members of the workforce belong.
a. Workforce demographics
b. Cultural diversity
c. Cultural complexity
d. Ethnicity differences


77. All of the following are goals that most organizations strive to achieve when managing
diversity effectively except __________.
a. complying with laws and regulations
b. creating a positive culture for employees
c. meeting stakeholders’ concerns for efficiency
d. creating economic value


78. The basic premise that companies should actively recruit job applicants to build a
workforce that reflects the demographics of the qualified labor force locally is referred
to as __________.
a. cultural compliance
b. affirmative action
c. positive conservatism
d. progressive liberalism


264


79. What company publicly supported the University of Michigan’s efforts to achieve better
cultural diversity through its admission decisions?
a. Microsoft
b. Bank One
c. General Motors
d. all of the above


80. All of the following correctly describe a positive organizational culture except:
a. members are encouraged to file their grievances in court or with the EEOC.
b. members of majority and minority subcultures feel respected.
c. everyone has an equal chance to express views and influence decisions.
d. everyone has similar access to both formal and informal networks within the
organization.

ANSWER: A, Knowledge, Moderate, pp. 528–529

81. At the accounting firm of Deloitte and Touche, employment numbers alerted the
partners to what disturbing trend?
a. Hispanic males were seldom hired.
b. Women college graduates were seldom hired.
c. Only 5 percent of the partners were women and the turnover rate for women was
30 percent.
d. Derogatory racial comments were used during corporate meetings


82. Deloitte and Touche made significant changes to address high turnover among
women. This included __________.
a. flexible work arrangements
b. paid child-care leave
c. job sharing
d. all of the above


83. Organizations that use cultural audits to evaluate their diversity efforts are likely to
learn about all of the following except:
a. whether the language used in organizational documents and advertising is
appropriate.
b. whether the symbols used to decorate public spaces are acceptable.
c. whether the policies regarding holidays and absences are fair.
d. all of the above


265


84. With a diverse workforce and positive organizational culture in place, many managers
believe their companies will be able to accomplish which of the following?
a. develop products and services for new markets
b. improve customer satisfaction and increase business from repeat customers
c. reduce costs, including those associated with litigation
d. all of the above


85. Managers find that diversity efforts which improve customer satisfaction and increase
business from repeat customers is a way to __________.
a. create a positive subculture
b. create economic value
c. comply with laws an regulations
d. carry out the process of change


86. CEOs are finding that managing diversity poorly is __________.
a. a fast way to get fired
b. the most serious problem they face
c. risky business
d. all of the above


87. What company suffered from a nearly $1 billion decline in market value after a tape
recording was released in which an executive was heard making racist remarks to
other executives?
a. Exxon
b. Coopers & Lybrand
c. Philip Morris
d. Texaco


88. What company agreed to pay some $175 million to current and former employees who
experienced racial discrimination?
a. Exxon
b. Texaco
c. Burger King
d. Baker & McKenzie


266


89. Organizations that succeed in managing cultural diversity go through a process of
change that typically includes all of the following except __________.
a. vision of the future
b. involvement of employees
c. timing of the planned organizational change
d. all of the above

ANSWER: D, Knowledge, Moderate, pp. 530–531

90. How do traditional organizational practices tend to minimize cultural diversity?
a. recruiting practices are emphasized that find candidates from “reliable” sources
b. interviews screen out candidates who “don’t fit”
c. standardized work schedules
d. all of the above


91. Which of the following is true about legitimate reasons for not implementing cultural
diversity?
a. some types of homogeneity may be appropriate
b. important employees may leave the firm
c. the financial cost may not be justified


92. According to most experts, who is the key to articulating a vision of a new
organizational culture that supports and builds on diversity?
a. the stakeholders
b. the employees themselves
c. the CEO
d. the human resources director


93. What company has a long record dating back before the mid-1970s of providing
supportive diversity management, including caucus groups for African Americans and
women?
a. Texaco
b. Xerox
c. GM
d. Ford


267


94. When GM initiated cultural change, they created the __________ in order to make sure
that all voices are heard.
a. ERG: employee resource group
b. RFG: regular feedback group
c. CCG: communication competency group
d. GMC: General Motors communicators


95. United Technologies believes that __________ diversity is just as important as cultural
diversity.
a. gender
b. age
c. intellectual
d. political

ANSWER: C, Application, Difficult, p. 533

96. United Technologies uses all of the following diversity management practices except:
a. maintaining a diverse pool of workers for career advancement.
b. training managers to make accurate performance appraisals of subordinates.
c. sponsoring forums and symposia for women and minorities.
d. all of the above

ANSWER: D, Knowledge, Easy, pp. 533–534

97. Which of the following is an unanticipated problem that can result from diversity
programs?
a. Older workers may be resistant to change.
b. A stigma may be created for members targeted to benefit.
c. Courts may intervene if progress is too slow.
d. all of the above


98. All of the following are problems that can occur when organizations begin the process
of making improvements in their approach to cultural diversity except:
a. some managers do not understand that cultural diversity can have organizational
consequences.
b. diversity may lead to creativity, but also breed conflicts.
c. successfully recruiting women may irritate the men on the team.
d. all of the above


268


Essay Questions


1. Describe the core elements of culture.

A culture is the unique pattern of shared assumptions, values, and norms that shape
the socialization activities, language, symbols, and practices that unite members of a
group and make them distinctive relative to nonmembers. Assumptions are the
underlying thoughts and feelings that are taken for granted and believed to be true.
Values are basic beliefs about a condition that has considerable importance and
meaning to individuals and is stable over time. Socialization is a systematic process by
which new members are brought into a culture and taught the norms for behavior. A
symbol is anything visible that can be used to represent an abstract shared value or
something having special meaning. Language is a shared system of vocal sounds,
written signs, and/or gestures used to convey special meanings among members.
Narratives are the unique stories, sagas, legends, and myths in a culture. Shared
practices include taboos (forbidden behaviors) and rites and ceremonies (formal
activities that generate strong feelings).

Difficult, pp. 512–517


2. Compare and contrast four types of organizational culture.

Each organization’s culture is unique. Nevertheless, four general types of
organizational cultures that are useful for comparing organizations are bureaucratic,
clan, entrepreneurial, and market cultures. They are characterized by differences in
formal control (ranging from stable to flexible) and focus of attention (ranging from
internal to external).

Moderate, pp. 517–519

3. Describe the four pure types of organizational cultures that exist.

a. Bureaucratic is an organization where employees value formalization, rules,
standard operating procedures, and hierarchical coordination.
b. Clan is an organization where members value tradition, loyalty personal
commitment, extensive socialization, teamwork, self-management, and social
influence. Members recognize an obligation beyond the simple exchange of labor
for a salary.
c. Entrepreneurial is an organization characterized by high levels of risk taking,
dynamism, and creativity. Members are committed to experimentation, innovation,
and being on the leading edge.
d. Market is an organization that emphasizes achievement of measurable and
demanding goals, especially those that are financial and market based. Members
recognize that hard-driving competitiveness and a profit orientation prevail
throughout the organization.

Moderate, pp. 518–519

4. Discuss how the types of organizational cultures can differ.
269


Although all organizational cultures are unique, some general types of cultures can be
identified. The four types discussed are bureaucratic, clan, entrepreneurial, and
market cultures. They are characterized by differences in the extent of formal control
(ranging from stable to flexible) and focus of attention (ranging from internal to
external). Thus an organization could represent many blends of these pure cultural
types, either as a whole or through its subcultures. Strong cultures may work for or
against organizational performance depending on their fit with the demands of external
stakeholders and the competitive environment.


5. Discuss how MBNA uses its communication competency to create a unique and highly
functional culture.

MBNA is the world’s largest independent credit card company, located in Wilmington,
Delaware. It is a striking contrast to the other influential company in town—DuPont.
While DuPont employees keep a low profile, MBNAers wear a characteristic look of
suits and gold MBNA pins on their left lapel. One reporter said they look like Secret
Service agents. MBNA workers tend to be in their mid-20s to mid-40s, physically fit
and trim. They participate in many group activities and are considered to be cultish
due to their strong culture. These qualities contribute to the firm’s strategic goals and
successful performance in their industry.

Moderate, p. 520


6. Discuss several types of subcultures that may exist in organizations.

The culture diversity of a workforce reflects the range of subcultures to which
employees belong. When two organizations merge, the subcultures of the original
firms may become subcultures within the new organization. Subcultures also reflect
departmental and occupational differences. Subcultures that come about as a result of
the demographic characteristics of employees include those based on age, gender,
and ethnicity. In multicultural organizations, no one subculture dominates the others.
The organizational culture reflects a blending of all the subcultures found within the
organization.


270



7. Explain why managing cultural diversity is important and describe several activities
required to manage it successfully.

Concern about effectively managing workforce diversity reflects three types of
organizational goals: complying with EEO laws and regulation, creating a positive
organizational culture that makes work enjoyable for all employees, and creating
economic value. Managing cultural diversity in order to achieve these objectives is a
long-term process requiring substantial investments of time, money, and people.
Organizations use many activities to manage diversity effectively. Diversity training and
family-friendly practices are two popular approaches to creating a positive culture for a
diverse workforce. An organization’s approach to managing diversity is determined by
its specific goals and objectives as well as by the subcultures present within the
organization.


8. Discuss the challenges to implementation of diversity programs.

Diversity programs can be affected by unanticipated problems that can cause them to
backfire. This is particularly true if the programs seem to reinforce stereotypes or
highlight cultural differences that workers have tried to erase in order to fit into the
company’s culture. Affirmative action programs can create a stigma for members of
groups targeted to benefit, as they are perceived to have an unfair advantage. Thus,
even the most qualified people are presumed to have acquired their positions due to
their demographics rather than on the basis of merit.

Three challenges faced by companies implementing changes are:
1) Managing reactions of members of the dominant culture, who may feel that they
are losing their power base.
2) Synthesizing the diversity of opinions from individuals and using them as the basis
for reaching agreement on meaningful issues.
3) Avoiding real and perceived tokenism and quota systems that are destructive to
developing a positive culture while quantitative goals are being met.


271

Tb18

Recomendados

Recomendados

Más contenido relacionado

La actualidad más candente

La actualidad más candente (9)

Destacado

Destacado (11)

Similar a Tb18

Similar a Tb18 (20)

Más de inKFUPM

Más de inKFUPM (13)

Último

Último (20)

Tb18