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The term ‘culture’ has its roots in a) Sociology b) Social anthropology c) Vedic studies d) Ethnography 3. Qualities of any specific human group passed on from one generation to the next represent a) socialisation b) Learning c) Culture d) Ethos 4. Organisational culture can be seen as having …… levels a) Three b) Four c) Five d) Two 5. Through which one the following we are made to become ‘what we are’?. a) Socialisation b) Humanisation c) Subjugation d) Indoctrination 6. The integral part of human behaviour comprising thought, speech, action and artifacts is called a) Perception b) Culture c) Civilisation d) Business ethics. 7. Organisational culture is NOT made up of which one of the following? a) Innovation b) Action and Control c) Discovery d) Harmony. 8. ……….. is the process whereby every person is moulded into the image of the employing organization a) Personalising b) Diffusion c) Confusion removal d) formal socializing 9. The process by which employees try to impose their image on the formal organization is called a) Personalising b) Diffusion c) Fusion d) Socialising 10. The merger of formal socializing and personalizing processes is called a) Diffusion b) Fusion c) Unison d) Amalgamation 11. Culture means a) Mores b) Folkways c) Design for group living d) Convention 12. By organizational design it is meant a) Organisational blue print b) Tools and techniques c) Processes d) Corporate culture
13. Whose scholarly book, Culture’s Consequences was one of the first to touch upon issues relating to organizational design and behaviour? a) Hofstede b) Deming c) Juran d) Feigenbaum 14. Whose name is associated with the theory Z? a) Pascale b) Ouchi c) Kanter d) Peters and Waterman 15. An understanding of how an organization works can be had by probing into its a) Solvency b) Balance sheet c) Culture d) Input-output ratio. 16. A unique configuration of norms, values, beliefs and ways of behaving is referred to as a) Socialisation b) Indoctrination c) Induction d) Culture 17. …….. refers to shared beliefs about how an organization should manage themselves and other employees and conduct business a) Culture b) Indoctrination c) Induction d) Socialisation 18. The study of organizational culture is rooted more deeply in a) Social Psychology b) Sociology c) Anthropology d) Social economics 19. Symbols, myths and rituals are important means of understanding social reality. Whose view is this? a) Karl Marx b) Max Weber c) Emile Durkheim d) Comte 20. Besides traditional or formal, the concept ‘Charismatic leadership’ for
understanding exercise of authority is associated with whose name? a) Karl Marx b) Comte c) Emile Durkheim d) Max Weber 21. All EXCEPT one are pure types of legitimate authority. a) Moral b) Rational c) Traditional d) Charismatic 22. …… authority are those elevated to issue commands under normative rules a) Coercive b) Rational c) Traditional d) Charismatic 23. Those exerting authority on grounds of devotion to specific and exceptional sanctity, heroism and exemplary character. a) Coercive b) Rational c) Charismatic d) Traditional 24. …….. authority rests on an established belief in the sanctity of immemorial practices a) Coercive b) Rational c) Charismatic d) Traditional 25. All are organizational cultures EXCEPT one. a) Normative b) Mechanistic c) Organic d) Authoritarian 26. EXCEPT one, all are identified as organizational cultures. a) Participative b) Ethical c) Management system d) Entrepreneurial 27. Which one is NOT an organizational culture? a) Paternalistic b) Familial c) Coercive d) Altruistic 28. Which one of the organizational cultures exhibits the values of bureaucracy and feudalism? a) Normative b) Authoritarian c) Organic d) Mechanistic 29. Which organizational culture stresses flexibility, consultation, change
and innovation? a) Organic b) Authoritarian c) Normative d) Mechanistic 30. Power is concentrated in the boss and obedience to orders and discipline are stressed in which one of the organizational cultures? a) Entrepreneurial b) Authoritarian c) Mechanistic d) Organic 31. The basic belief in …….. culture is that decisions grow out of discussions and collaboration is better than conflict. a) Altruistic b) Mechanical c) Participative d) Egoistic. 32. Participative cultures tend to emerge where most organizational members are a) Rank and file b) Middle managers c) Line managers d) Professionals 33. In participative cultures, organizational members look at each other a) as equals b) as unequal c) Indifferently d) with animosity. 34. Which one of the organizational cultures believes in an engineering approach to management? a) Participative b) Management systems. c)Mechanical d) Altruistic 35. In which one of the organizational cultures, technocrats rule the roost? a)Participative b) Mechanical c) Management systems d) Altruistic 36. Lack of procedural clarity, intuitive decision making, adhoc decisions and so forth are frowned upon in which organizational culture? a)Participative b) Mechanical c) Altruistic d) Management systems
37. Favouring growth, big deals, empire building, big vision, breakthroughs, being first, boldness in decision making and going in where angels fear to tread are the halls marks of which culture? a) Entrepreneurial b) Authoritarian c) Mechanistic d) Organic 38. In which culture, the organization is looked upon as a father figure, strict but benevolent and employees consider themselves as members of a family? a)Participative b) Paternalistic c) Management systems d) Altruistic 39. ………. Culture is found in organisations that have dedicated themselves to doing social good. a)Participative b) Paternalistic c) Altruistic d) Management systems 40. Entrepreneurial organizations based more on participatory model and less bureaucratic will a) Resist change b) suffer ‘fear of unknown’ c) stress careers within specialisms. d) prosper and survive 41. Deal and Kennedy’s book on Corporate Cultures is a classic in examining all of the following except one a) 85/15 Rule which says that 85 percent of problems are due to a system error. b)well articulated values c) Heroes who exemplify the culture d) Rites and rituals that reinforce values. 42. The ’plant community’ which evolves from below out of face to face relations based on shared interests, sentiments, beliefs and values among various groups of employees is analogous to
Page6 a) Formal culture b) Informal culture c) Organic culture d) Altruistic culture. 45. Supportive organizational culture is a condition precedent for Total Quality Management to usher in’: This statement is a) True b) False c) Contradictory d) Confusing . 47. ………. The Three ‘Ps’ of behaviour pattern . 46. customers and society at large will a) have competitive edge b) make huge profits c) suffer loss of image d) Survive and thrive. permitted and prohibited is found in a) Informal culture b) Organic culture c) Formal culture d) Altruistic culture. 44 . who emphasized the need to change organizational culture? a) Joseph Juran b) Edward Deming c) Armand Feigenbaum d) Pareto. people. and formal and informal structure fits together. Which one of the following plays a major role in establishing and perpetuating organizational culture? a) Informal organization b) Cliques c) Interest groups d) Work groups. prescribed. 48. Corporate culture adapting to the needs of of employees. Whose name is associated with the term ‘organizational architecture’? a) Joseph Juran b) Edward Deming c) Armand Feigenbaum d) David Nadler.namely. 49. a) Histogram b) Design of experiments c) Organisational architecture. Besides making extensive use of statistical measures of quality. examines corporate organization from the perspective of how work. d) Cultural change. 43.
System of Informal rules that spells out how people are to behave most of the time is called . 51. By ‘entrepreneurial vision’ it is meant a) Eyeing for more sales b) Creation of something big or grand or unique. c) Creating labour intensive organisation d) More outputs for less inputs. Which one of the following is the single greatest influence in shaping a corporate culture? a) values b)Heroes c) Network d) Business environment 53. 52. rites and rituals c) exogenous factors d) cultural network. Systematic and programmed routines of day to-day life in referred to as a) Sub-culture b) Network c) Rites and Rituals d) Plant community 56. Which one is NOT an element that make up a strong culture? a) Values b) Heroes. Which one is seen as a powerful lever for guiding behaviour of people in a company? a) Heroes b) Rites c) Rituals d) Culture 57. ‘Some are born great ’: This view refers to a) Kings b) Heroes c) Down to earth people d) well mannered. 55. Which one of the elements is seen as the heart of corporate culture? a) Values b) Network c) Rites and rituals d) business environment. 54.Page7 50.
heroes and symbols a) Informal Groups b) Sub-culture c) Cabals d)Corporate culture 61. Which one of the following cannot be used to describe or influence organizational culture? a) The paradigm b) Control system c) Organisational structure d) Effective feedback 65. c) Adversarial system 58. 62. priests. Which one of the following is a cohesion of values. In a strong culture. a) Constructs b) Resources c) Content models d) Contingent workers 59. Story tellers. One among the following is not used to describe or influence organizational culture? . a) Informal rules b) Sense of belongingness c) Inflexibility d) vales and beliefs. a) Hidden hierarchy b) Rank and file c) Informal groups d) Clique. cabals and whisperers constitute the……. who reinforces the basic beliefs of the organization? a) Personnel Department b) Cultural network c) Process managers d) CEO. spies. 63. 60. What does Johnson mean by cultural web? a) Empowerment b) Entrepreneurial strategy c) Elements of culture d) Network. myths. 64. All EXCEPT one are seen as important in understanding culture.. The subtle cues of a culture help convert people into …………….Page8 a) A Strong Culture b) Affirmative action d) Sub-Culture.
a) Legislation and Company environment b) Procedures and policies c)Antagonistic cooperation d) Information and control system. what it does. All EXCEPT one are the primary sources from where corporate culture has originated. its missions and its values a) Control system b) The paradigm c) Symbols d) Rituals 67.Page9 a) Intrepreneurial behaviour b) Power structure c) Rituals and routines d) Symbols. All are the causal factors. National cultures within which an organization is embedded do not differ on which one of the following dimensions? . The processes in place to monitor the ongoing in an organization are called a) Structure b) Paradigm c) Control system d) Power system 68. EXCEPT one. a) Employers’ association b) Customers c) Technology d) Competitors 70. which shape a company’s culture. 72. One among the following is NOT a causal factor of corporate culture identified by David Drennan. 69. Identify which one among the following is NOT a causal factor in shaping corporate culture? a) Goals. Which one reflects what the organization is about. 66. a) National culture b) dominant leaders c) type and nature of business d) Vested interests. 71. stories and myths. values and beliefs b) Bureaucracy c) organization and resources d) Reward system and measurement.
In which society.Page10 a) Power distance b) Masculinity/femininity c)Individualism/collectivism d)employment of strategy 73. If individualism is the global ideology. ………… of activities exists. managers at work are expected to be assertive and decisive? a) High femininity b) Low femininity c) High masculinity d) Low . cohesive in-groups in……… societies where protection in exchange for unquestioning loyalty exists. a) Holism b) Equality c) Reason d) Irrationality 78. 76. If ‘uncertainty avoidance’ is the fourth dimension of national cultures. a) Decentralisation b) Power equalisation c) Inequality d) Centralisation 77. which one is the fifth? a) Confucian dynamism b) Geocentrism c) Ethnocentrism d) Polycentrism 74. ……… is the specific ideology. Power distance refers to a) Centralisation b) Unequal Distribution c) Equal distribution d) Decentralization 75. In high power distance nations. while placing emphasis on competition. a) Tribal b) Collective c) Agrarian d) Industrial 79. a) Centralisation b) Equal distribution c) Decentralization d) Power equalisation. of activities is more likely. People remain integrated into strong. …. In low power distance nations..
82. Which one of the following provides the ‘recipe for administrative paralysis’ ? a) Excess decision making b) Decisions without being communicated c) Managerial skills d) Carrying trial balloons. a) Complexity b) Formalization c) Power equalization d) Centralization 84. a) Centralization b) Power equalization c) Formalization d) Complexity 86. vertical differentiation and spatial differentiation are the three parts of ………… a) Power equalization b) Formalization c)Centralization d) Complexity 85. the nature of tasks they perform and their education and training. refers to who makes decisions. ………. EXCEPT one. solidarity and quality of work life. how widely decisions spread and what is power based ? a)Power structure b) Organisational structure c) Control system d) Paradigm..Page11 masculinity. considers where decision-making authority lies. Horizontal differentiation. ……. a) Low masculinity b)High masculinity c) Low femininity d)High femininity 81. 83. All are the components of organizational structure. managers use intuition and strive for consensus and place emphasis on equality. 80. In which society. a) Geographical differentiation b) Horizontal differentiation . ………… refers to the orientation of members.
a) Truth b) Virtue c) Tradition d) Quick results. a) Change b) modernity c) Virtue d) Growth 88. Confucion dynamism is linked to the concept of ……. 91.Page12 c) Vertical differentiation d) Power differentiation .All are important for Short-term orientation societies EXCEPT one.. Who has considered the ‘business environment as the single greatest influence in shaping a corporate culture’? a) Deal and Kennedy b) Croby c) Deal and Bolman d) Cocheu 94. Long term orientation societies do not lay emphasis on …. a) Conspicuous consumption b) Adaptability c) Limitation on social and status obligation d) Sparing resource utilization . The importance of leadership as a source of organizational culture was stressed by a) Schein b) Davis c) Selznick d) Warren Bennis 92. The ability of leaders to accomplish extraordinary things by viewing ‘failure as a stepping stone to success’ is termed as ‘Wallenda Factor’ by a) Schein b) Davis c) Selznick d) Warren Bennis 93. Some of the more significant sources of an organisations culture include all but one? a) Stakeholders b) Competitors c) Professional associations d) . The degree to which long termism and short-termism is the dominant orientation in life is referred to as a) Transformation b) Modernization c) Traditionalization d) Confucian dynamism 89. 87. 90.
a) suppliers and competitors b) scarcity of resources c) Full employment d) Market stability 96.. Whose name is associated with the four main types of organizational culture called power. empathy. Which type of culture develops when a group recognizes that it is in their own interest to organise on a collective basis? a) Role culture b) Person culture c) Task culture d) Power culture. consideration and conflicts are the five characteristics tapping the essence of . structure. Individual autonomy. Which one of the cultures is highly dependent on trust. 95. Organisational culture is seen to have tremendous impact on all but one of the following: a) Commitment to distinctive ideology b) Motivation c) Performance d) Productivity 102. A task culture is based on a) Expertise b) Rationality c) Position d) Charisma 98. 99. A role culture is ……. role. a) Aristocracy b)Autocracy c) Democracy d) Bureaucracy 97. reward orientation. and personal communication for its effectiveness? a) Role culture b) Person culture c) Power culture d) Task culture 100. task and person? a) Hofstede b) Kanter c) Ouchi d) Harrison 101. The degree of risk an organization faces depends on all factors EXCEPT one.Page13 Strategic issues.
perspective focuses on issues of authority and hierarchy as manifested in organizational charts. Which school suggests that organisations are complexes of individuals and coalitions with different and often competing values. a) Human relations b) Modern Structural theory c) Systems theory d) Power and Politics. 107. . 106. modern structural theory and power and Politics are the three perspectives on organization. Human relations. Inputs.. a) Power b) Culture c) Size d) Resources. Which perspective is a development based on new theories of motivation and group dynamics? a) Human relations b) Modern Structural theory c) Systems theory d) Power and Politics.. ………. a) National culture b) Human resource management c) Class and Control d) Rational and structural nature of organisatioon 104. 103. Which one is the fourth? a) Social ecology b) Methodological essentialism c) Ethnography d) System theory 105. 108. outputs and the feedback loops are used as a framework in …………. Interest in organizational culture stems from all the sources other than one. a) Human relations b) Modern Structural theory c) Systems theory d) Power and Politics.Page14 organization’s….
upon ……………. . to a great extent. 109. a) Inability b) Lukewarm attitude c) Indifference d) Ambivalence 114.Page15 interests and preferences? a) Human relations b) Modern Structural theory c) Systems theory d) Power and Politics. Culture is so important to an organization because it helps to a) Attract customers b) Retain customers c) Cope with the environment d) Create leaders 112. What is meant by culture-in-practice? a) Prescribed b) In existence c) Prohibited d) Envisioned 111. Many of the problems confronting leaders can be traced to their ……to analyze and evaluate organizational cultures. with the organization's culture.organizational culture. What is espoused culture? a) Normative or desired state vision b) Preceding culture c) Succeeding culture d) Prevailing culture. Culture can be characterized as consisting of all of the following except one. A leader's success will depend. will fail if they are ………. a) Incoherent b) Inconsistent c) Incombustible d) In alignment 115. 110. Implementation of new strategies or a strategic plan leading to a new vision. a) Practicing b) Communicating c) Handing over d) Understanding 113.
Which one of the following is a major determinant of an organization’s success? a) Cooperation b) Quality of work life c) Commitment d) Control 119. The essence of a company’s philosophy that would spell success lies in a) Justness b) Values c) Fairplay d) Equity 122. b) Vision c)Mission d) Strategy 118. How an organization regards its human resources explains its a) HR Philosophy. Which one of the following is seen as the bedrock of any corporate culture? a) Fairness b) Norms c) Justice d) Values 120.Page16 a) Behaviour and artifacts b) Values c) Perceptions d) Assumptions and beliefs 116. The most general effect of prevailing values in industrial relations is to contribute towards a) Order and stability b) increases in income c) increases in profits . A sense of common direction and guidelines for behaviour is provided by a) Normative structure b) Power Structure c) Values d) Ideology 121. Which one of the following mirrors an organization’s value system? a) Mission b) Vision c) HR philosophy d) Corporate culture 117.
……. we call them as a) Myths b) Values c) Ethics d) Rituals 128.. Strong culture companies have many a) Rituals b) Heroes c) Logos d) Myths 126. Which one of the following establishes standards of achievement within an organization? a) Heroes b) Logos c) Rites and rituals d) Values 124. 123. In their mundane manifestations.Page17 d) Corporate responsibility. Which one of the following provide visible and potent examples of what the company stands for? a) Myths b) Ceremonies c) Rituals d) Ethics 130. Which one is primary. Which one is considered as the ‘carrier’ of the corporate values? a) Values b) Heroes c) Founders d) Cultural network . Which one shows the kind of behaviour expected of employees? a) Myths b) Values c) Rituals d) Ethics 129. ………. but informal means of communication? a) Cultural network b) Myths c) Stories d) beliefs 131. a) Rituals b) Logos c) Myths d) Stories 127. a) CEO’s b) Middle managers c) Heroes d) Line managers. represent systematic and programmed of day to day life in the company. 125. personify the culture’s values and swerve as role models.
. 133. 136. has an aim and has a physical presence? a) Artefacts b) Corporate identity c) Values d) Norms 139. The total physical and socially constructed environment of an organization is referred to as a) values b) Artefacts c) Beliefs d) Attitudes 138. One of the major reasons why job-hoppers fail is because of a) Cultural shock b) Deskilling c) Inadequacy of income d) Lack of opportunities to exhibit skills. Which one is seen as a product of human action . priests. Story tellers. spies. a) Active groups b) Effective personnel c) Hidden hierarchy d) Overt Hierarchy. 135.. a)Stories b) metaphors c) beliefs d) Myths 137. All EXCEPT one will have a powerful effect on the work lives of employees? a) Understanding culture b) knowing how it works c) Reading it correctly d) In doing the job. cabals and whisperers form the ……. Which one among the following does not constitute the artefacts? a) Abstract linguistic expression b) Heroes c) Symbols d)Values .All EXCEPT one are the most visible and most superficial manifestations of an organizational culture.Page18 132. of power within an organization. How to get things done or to understand what is really going on in an organization? a) Talking about beliefs openly b) Working the network effectively c) Motivating employees d) offering rewards 134.
Rites. Which one does not lie at the deepest level of culture? a) Human nature b) Human relationship c) Heroes d)Human activities 141. the products produced. rituals. A simple artifact often holds the essence of a whole social system: This statement is a) Defies reason b) False c) Unbelievable d) True . ‘Cultural essence’ of an organization will be evident in all of the following EXCEPT one? a) Behaviour patterns b) Hidden hierarchy c) Technologies d) Language 146. ceremonies and celebrations are referred to as a) Rules b) Systems c) Behaviour pattern d) Symbols 145. 142. sales and advertisement brochures form part of…………… a) Material objects b) Rituals c) Ceremonies d) Rites 143. Annual reports. metaphors and jargon terms form part of a) Cliques c) Procedures c) Symbols d) Language 144. anecdotes. Jokes. stories. Which one does not comprise of some of the fundamental subcategories of artefacts a) Material objects b) Values c) Technology d) Language.Page19 140. Which one is used as a powerful guide for understanding the nature of an organizational culture? a) Artefacts b) Beliefs c) Hidden hierarchy d) Perceptions 147.
If ‘wars begin in the minds of men’. a) Mission b) Vision c) Assumptions d) Values 153. All are important anchors of an organization EXCEPT one. The fundamental character of an organization finds expression in a) Hidden hierarchy b) Shared values c) Ceremonies d) Heroes 150. Besides being reasonably consistent with them. At the level of an individual. A sense of belongingness or identity paves the way for a feeling of a) Altruism b) Egoism c) Alienation d) Pride 152. Which one of the following does not play a major role in giving an organization a focus and a sense of direction? a) Mission b) Processes c) Vision d) Values. mission and vision emerge from a) Values b) Leadership style c) Organisational structure d) Business environment. define the purpose and meaning of life. 154. a) Religion b) Belief c) Conviction d) Values 156.Page20 148. 149. values are a foundation of what we call a) Family b) Politics c) Culture d) Democracy .. Shard values create a sense of a) Identity b) Disgust c) Agreeableness d) We feeling 151. At the level of society. then values reside in a) practices b) beliefs c) the minds d) Organisational blue-print. ……. 155.
Values are institutionalized when they are a) Shared b) Questioned c) Protested d) Evoke guilt.are practiced a) Worship b) Irrational behaviour c) Sacrifices d) Rituals 164. spelling out expected behaviour pattern. mores. . Shared values act as ………. If a Company says that it has become its duty to always consider ‘how to produce what it sells in the purest and cheapest forms’ then such a slogan becomes its (a) Marketing strategy b) Money spinner c)Core value d) Bait for customers.Values originate from a) doing right things b) trial and error c) doing things right d) Imitation 162.. socialisation and so on. Which one shapes behaviour through customs..? a) Questions b) Social values c) Clarifications d) Knowledge 158. Organisations gain great strength from a) Competitive edge b) Customers c ) Organisational Climate d) Shard values 160. Religion represents one of the main contexts in which …….Page21 157. 161. 159. Which one among the following becomes the essence of the organization’s philosophy? a) Core values b) Vision c) Mission d) Adaptability 163.
Reinforcement of shared values suffers in the face of ALL of the following EXCEPT one a) Blind adherence b) Obsolescence c) Resistance to change d) Preaching and practices being at variance.. 165. 171. heroes ……. Heroism is a ………. then heroes become ………. them. heroes are a) Defenders b) Intuitive c) Prospectors d) Analysers 170.. a) a cog in the machine b) Followers c) Leaders d) Role models 168. a) Efficiency b) Investment c) Productivity d) being customer centric 166. If possession of quality of decisiveness marks the managers. a) managerial b) Communication c) Supervisory d) Leadership 172. If managers run institutions. All of the following shared values EXCEPT one affect performance. .. component. a) Defend b) Explore c) Create d) Evaluate 169. Heroes demonstrate that the ideal of success lies ….Page22 a) Personnel policy b) Organisational chart c) Informal control system d) Formal control system. If values are the soul of culture. Heroes mirror employees’ a) Goodness b) Success c) Aspirations d) productive ability. 167. a) Within human capacity b) Beyond human capacity c) In Divine intervention d) In external environment.
Who or which one helps in the reinforcement of the basic value of culture? a) Heroes b) Cultural network c) Ceremonies d) Rituals 175. The Influence of ‘Visionary heroes’.Page23 173. heroes filling the vacuum are called a) Charismatic b) Situational c) Accidental d) Traditional 174. 176. 179. is a) Prescriptive b) Restrictive c) Seminal d) Philosophical . ‘Situational heroes’ are a) Born b) Made c) Created by force d) product of groupism. 178. 177. All EXCEPT one are the ways by which heroes help in reinforcing the basic values of culture? a) Proving role models b) Making success happen c) Setting performance standards d) Devise plans to blunt competition. When born heroes are in short supply. a) Inspire b) Confuse c) Confront d) Encourage. ‘Situational heroes’ ………… employees. through broad. Heroes reinforce the basic values of culture by all ways EXCEPT one? a) Motivating employees b) Keeping the image of the company alive c) Discounting employees’ misgivings d) Symbolising the Company to outside world.
Page24 180. If ‘persistence’ is a highly valued characteristic in a Company.. which type of Hero plays the role? a) Hunker-down b) Outlaw or maverick c) Situational d) Visionary 187. outlaws are highly valued? a) Weak b) Sober c) Strong d) Neutral 185. In which corporate culture. . Though not competent. 183. Such ‘made’ heroes in a Company where things have to change despite lack of role models are called a) Compass heroes b) Visionary heroes c) Situational heroes d) Outlaws. who fires the imagination of employees more than others? a) Visionary b) Outlaw or maverick c) Sacred-cow d) Hunkerdown. it fosters and develops a) Leaders b) Heroes c) Logos d) Symbols 182. Among the heroes. When the Company needs some degree of creativity to thwart challenges to existing values.Corporate culture is adept at recognizing and creating ‘situational heroes’? a) Neutral b) Ambivalent c) Strong d) Ambiguous 181. ………. heroes epitomize the norms of corporate culture. Which type of hero is the direct opposite of compass hero? a) Visionary b) Situational c) Outlaw d) Hunker-down. …………. 184. 186.
Formal socialisation process is called a) Indoctrination b) Rites of passage c) Entry point d) Orientation 194. a) Symbols b) Logos c) Myths d) Heroes 192. or ‘made great’ or ‘greatness thrust upon them’. a) Traditional b) Rational c) Charismatic d) Humane. ………… are only a part of behavioral procedures.Page25 a) Hunker-down d) Sacred-cow b) Outlaw or maverick c) Situational 188. 191. Which one of the following constitute the behavioral procedures? a) Symbols b) Heroes c) Rites and rituals d) Stories. heroes are …………… individuals. In a strong corporate culture. Which one of the rites is intended to divorce individuals from their previous context and unfreeze them from previously filled roles. Whether ‘born great’. 189. Well constructed rites of passage usually have all distinct phases EXCEPT one . a) Rites of Renewal b) Separation rites c) Transition rites d) Rites of incorporation 195. a) Rites of Incorporation b) Rites of Renewal c) Rites of Integration . Beliefs are values inculcated in the people around them by a) Rituals b) Heroes c) Symbols d) Ceremonies 190. 193. a) Paramount b) Secondary c) Less important d) equally important. the goals of culture are ………. If humanness is important.
promotions. d) Rites of enhancement 200. The transition of new recruits from ‘outsiders’ to ‘insiders’ is facilitated by a) Rites of passage b) Rites of enhancement c) Rites of renewal d) Rites of integration. b) Rites of enhancement c) Rites of conflict reduction d) Rites of renewal 202. recognition. b) Rites of conflict reduction c) Rites of passage d) Rites of renewal 201. ……. A good insight into the deep structure of organization’s culture can be had from its a) Vision b) Logos and mission statement c) Rites and rituals d) Celebrations 198. Besides being a reinforcement of mechanism. a) Rites of integration. serve as motivators. a) Rites of integration. …………. Individuals with problems and failures are being publicly identified . 199.Which rite reinforces separation by learning on the one hand and unlearning of previously held work norms on the other? a) Rites of Incorporation b) Rites of Renewal c) Transition rites. bonuses. plaques and so on are a) Rites of renewal b) Rites of conflict reduction c) Rites of integration. d) Rites of Integration. Bestowing a selection of rewards including praise..is used to maintain continuity of organizational and occupational cultures. 197. 196.Page26 d) Rites of passage.
206. Which one is a mixture of recruitment. Rites of degradation do NOT occur when members a) Resist change b) Encourage cultural change c) symbolise Old regime d) suffer expulsion from group. a) Structural b) Culture change c) Evolutionary d) Social interaction . Particular rites are naturally associated with different phases in the ………… process. d) Rites of renewal. a) Rites of conflict reduction b) Rites of renewal c) Rites of degradation. 209. According to Trice and Beyer. 203.Page27 and stripped of their positions and statuses through a) Rites of degradation b) Demotion c) Stoppage of increments d) Dismissals. selection and induction procedures? a) Rites of enhancement b) Rites of integration c) Rites of passage. 207. d) Rites of enhancement. 205.Which one of the rites identifies the winners and losers and underscores acceptable and unacceptable behaviour. 208. ……………. a) Rites of passage b) Rite of transition c) Rites of integration d) Rites of enhancement. Which one of the Rites encourages cultural change? a) Rites of degradation b) Rites of passage c) Rites transition d) Rites of integration. lead to cultural change. Organisational members are being taught through ……… as to how to avoid public humiliation and expulsion. a) Rites of enhancement b) Rites of integration c) Rites of conflict reduction d) Rites of degradation 204.
a) Rite of transition b) Rites of conflict reduction c) Rites of integration d) Rites of enhancement.. All of the following EXCEPT one are the functions of Rites of enhancement. b) Reinforcement mechanism c) Motivator d) Provider of control over resources. ………. ……… comes handy to restore equilibrium in disturbed social relations. a) Cooperation b) Interaction c) Conflict d) Competition 213. it is possible to use ………. Which one of the rites maximise if not altogether minimise closer .may be employed to maintain the existing culture or bring about cultural change. inevitably develop. 215. a) Logos b) Symbols c) Language d) Rites 212. a) Generator of frustration.. a) Rites b) Symbols c) Conflict d) Accommodation 211. To manage culture..Page28 210. ……. grievance procedures and appeal systems result from a) Rites of passage b) Rites of enhancement c) Rites of degradation d) Rites of conflict reduction. Which one of the rites help foster closer social cohesion? a) Renewal b) Enhancement c) Integration d) Passage 217. 216. 214. Union-management committees. During the periods of culture change.
beliefs. a) Undefined b) functionaries position not fully legitimized c) In a flux d) Not acceptable to ‘host’ population 221. organizational members must have certain legitimating beliefs or ‘fictions’ in common.. ……… are essentially system-supportive. …… are the way in which employees assess certain traits. a) Rites of renewal b) Rites of conflict reduction c) Rites of enhancement d) Rites of passage. National ………. qualities. productive or wasteful. EXCEPT one all are the contexts when social values become precarious or insecure. a)Reciprocity b) Shared values c)Exchanges d) Network 222. . For obedience to occur. provide a common set of standards . are the sources of ideologies and values. Media of transactions or ………….Page29 social cohesion? a) Renewal b) Conflict reduction c) Enhancement d) Passage 218. a) Reciprocity b) Exchanges c) Network d) Shared values 220. Values. and norms are the five components of a) Religion b) Society c) Business process reengineering d) Corporate culture 224. 219. traditions. a) Cultures b) Philosophers c) Literatures d) Archives 223. activities or behaviour as good or bad. myths.
reinforcing the core values or beliefs. …… reflect people’s understanding of the way the organization works and probable consequences of the action they take. including rituals. and norms are ……. that define an organization’s culture. ……. a) Ingredients b) Elements c) Articulatory components d) Dynamo behind the business. work hours and implicit codes of interpersonal behaviour are called…… a) Norms b) Beliefs c) Values d) Tradition 229. work habits.Page30 a) Beliefs b) Ethics c) Values d) Myths. are the stories or legends that persist about the organization and its leaders. Values. 226. a) Myths b) Ethics c) Values d) Beliefs 227. beliefs. myths. special awards. a) Values b) Beliefs c) Myths d) Tradition 228. 230. ……… are repetitive significant events in an organization. traditions. 225. Shared values or guidance that describe the behaviour appropriate in . anniversary and so on. A set of guiding principles of behaviour concerned with right and wrong which help interactions with others a) Beliefs b) Values c) Ethics d) Tradition 231. Informal rules that exist in organisations regarding dress. a) Values b) Beliefs c) Tradition d) Norms 232. ……… are always backed by sanctions of one kind or another. varying from informal disapproval to physical punishment or execution. a) Values b) Beliefs c) Ethics d) Myths. promotions.
a) Artefacts which include language and behavior pattern b) Basic assumptions including beliefs . undesirable and improper . Capability and best practices. . heroes. a) Norms b) Myths c) Tradition d) Beliefs 233... Collective conception of what is considered good.Page31 a given situation. a) Positive values b) Reciprocal values c) Work ethic d) Work norms 235. perceptions. are important to the study of organizational behaviour because they lay the foundation for the understanding of attitudes. symbols and symbolic action. a) Belief b) Norm c) Tradition d) Values 236. All are the elements of organizational culture EXCEPT one.in a culture. desirable and proper . values and attitudes c) Conformance. d) Norms of behavior. …… are the gestures. 237. a) Ethics b) Norms c) Beliefs d) Values 238. personality and motivation. ……. a) Beliefs b) Norms c) Values d) Ethics. objects.or bad. ……… emphasizes on productive activity as highly important and valuable in and of itself. represent basic conviction that ‘specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence’. A cultural rule defining expected behaviour is called a a) Belief b) Norm c) Value d) Tradition 234. and language which form the basis for human communication. a) Symbols b) Rites c) Rituals d) Ceremonies 239. ……. One item used to stand for or represent another a) Sign b) Symbol c) Rite d) Ritual 240.
A dramatic narrative of imagined events. a) Sign b) Symbol c) Myths d) Rituals and ceremonies 242. a) Have no therapeutic value b) Fortify values of skill c) A factor in social adjustment d) Provide rationalisation 243. detailed set of techniques and behaviors that manage anxieties. a) Environment b) Artefacts c) Perceptions d) Attitudes 244. A system of several rites connected with a single occasion or event is referred to as a) Ceremonial b) Stories c) Myths d)Folktale 247. planned sets of activities that consolidates various forms of cultural expressions into one event a) Stories b) Myths c) Ceremonies d) Rite 246. dramatic. a) Folktale b) Ritual c) Myth d) Rites 249. are a form of prescribed and elaborated behaviour which occur as culture traits. usually used to explain origins of transformations of something . A standardized. but seldom produce intended.. ……… is relatively elaborate. ……. Myths are important for they serve all of the following functions EXCEPT one. technical consequences of practical importance a) Myths b) Ritual c) Stories d) Folktale 248. Ethical codes are a type of corporate …….. An unquestioned belief about the practical benefits of certain .Page32 241. A group of two or more people who secretly join together with a view to ensure their own advancement in the organization are called a) Work group b) Primary group c) Cabals d) Cliques 245.
a) Signs b) Signals c) Gestures d) Action 257. event. A completely fictional narrative a) Ceremony b)Rites c) Ritual d) Folktale 254. An historical narrative describing the unique accomplishments of a group and its leaders-usually in heroic terms. a) Folktale b) Legend c) Saga d) Rites 252. Any object. A handed-down narrative of some wonderful event that is based in history but has been embellished with fictional details. or relation that serves as a vehicle for conveying meaning. a) Symbol b) Sign c) Gesture d) Rites 255. a) Saga b) Ceremony c) Rite d) Ritual 251. a) Values b) History c) Mission d) Vision . Movements of parts of the body used to express meanings. quality. usually by representing another thing. a) Symbol b) Language c) Ritual d) Rites 256. a) Ritual b) Rite c) Folktale d) Myth 250. A particular form or manner in which members of a group use vocal sounds and written signs to convey meanings to each other. Deal and Kennedy conclude that organizational success hinges on strong positive cultures with well articulated…….Page33 techniques and behaviors that is not supported by demonstrated facts. A narrative based on true events-often a combination of truth and fiction a) Rites b) Ritual c) Story d) Ceremony 253. Material objects manufactured by people to facilitate culturally expressive activities a) Logos b) Gifts c) Prizes d) Artefacts 258. act.
profitability. a) Self aggrandisement (b)Vision of performance excellence c)Entrepreneurial vision d) Organisational quality. 261. Organisation that wants to be known for its professional management. Among the following. Rapid growth. a) Heroes b) Folktale c) Rites d) Rituals 260. or for its investment in human resources. such as setting up of great enterprise or new industry or brand new market. ………… consists of evaluating the focus and activities of an organization and outlining its mission and values. or for its concern for the environment may be called a) Entrepreneurial vision b) Vision of Organisational quality . 262. or for its innovative spirit. there are at least three different kinds of vision of organisations EXCEPT one. or becoming a market leader from a position of inconsequence and so on are called a) Entrepreneurial vision b) Vision of Organisational quality c) Vision of performance excellence d) Self aggrandisement 265.Page34 259. Who or which one plays a crucial role in setting the vision? a) Endogenous factors b) Government c) Exogenous factors d) Leader . Creation or transformation. d) Self aggrandisement 264. 263. or for its clean image. productivity etc may be called as a) Entrepreneurial vision b) Vision of performance excellence c)Organisational quality. All of the following EXCEPT one exemplify the corporate culture and reinforce the values of the Organisation. a) Charter b) Mission c) Vision d) Blue-print.
…….spells organizational success. All are phases in Schein’s life cycle model of organizational culture change EXCEPT one. 273. a) Senior leaders b) Middle Managers c) Supervisors d)Founders 272. The ability to bring about sustained cultural change devolves on a) CEOs b) Leaders c) Middle Managers d) Supervisors. During the first phase of ‘birth and growth’. the organization .Page35 c) Vision of performance excellence d) Self aggrandisement 266.Whom we call as Dominant personalities in the creation of organizational culture? a) Founders or top managers b) Union leaders c) Supervisors d) Middle managers 269.. a) Attitudes and behaviour at work b) Quality and quantity c) Vision and action d) Antagonism and cooperation 267. An effectively integrated vision and mission with ……. a) Employees’ aspirations b) Customers’ demands c) Investors’ expectations d) Culture 268.. have made a success of themselves from inception in the belief that they have the winning formula. Besides having more direct and immediate means of managing culture through rites ……can manipulate cultures through symbols. One of the major determinants of Corporate success is its ability to bring about a perfect match between …………. a) Founders b) Middle Managers c) Senior leaders d) Supervisors 271. 270. a) Intermediary stage b) Organisational midlife c) Birth and early growth d) Organisational maturity.
Besides being ……….. a) Informality b) Cohesion c) Cost consciousness d) Simplicity. The statement that ‘most founders have blinkers on’ underscores that they are a) Forward looking b) Resistant to change c) Amenable to change d) Customer-centric.Page36 fosters……. a) Reforming b) Deforming c) Conforming d) Transforming 281. Which one is the other? a) Culture becomes contentious b) Bullish trend in share market c) Blunt competitive edge d)Company faces economic difficulties 276. values and assumptions? a) Founders b) Stakeholders c) Shareholders d) Customers 277. dominant. improve and perpetuate existing constructs of culture Deforming b) Reforming c)Transforming d) Conforming 280. 274. Schein speculates that company’s succession issue is one of the two conditions to be met for culture change...All are basic strategies for dealing with organizational culture except one? a) Conforming and deforming b) reforming c) Manipulating d)transforming 279. articulate.Strategies are designed to adapt.Which one of the strategies implies a ‘frame-breaking’ departure . Strategies mean abandonment or removal of existing constructs. motivate and convinced of righteousness of their beliefs a) Benevolent b) Liberal c) Charismatic d) Rational 275.………. 278. Whose culture is highly regarded by employees which leads to adoption of the central beliefs. founders are self confident.
. a) Cultural vacillation b) Cultural stagnation c) Cultural maladjustment d) Anomie. determines actions that produce an optimal solutions. .Page37 from one set of constructs and arrival into another? a) Reforming b) Transforming c) Conforming d) Deforming 282.. A situation where or when an organization suffers cultural myopia unable to identify alternatives a) Cultural stagnation b)Cultural maladjustment c) Anomie d) Cultural vacuum. a) Transforming b) Reforming c) Deforming d) Conforming 283. a) Cultural maladjustment b) Lack of cultural identity c) Cultural vacuum.. resources and efforts spent on structural reorganization is symptomatic of ……………. refers to culture comprising of a set of expected behaviours generally supported by people in the organisation. a)) Cultural maladjustment b) Cultural vacillation c) Cultural stagnation d) Anomie. a) Normative systems model b) Contingency Model c) Axiomatic model d) Static versus dynamic model. Normative systems model is developed by ………. 287.……. 286. Realisation on the part of an organization that its normal recipes for success cease to work is indicative of a situation of ………. ………. 289.. 285.. a) Paul Bate b)Mangham c) Allen and Kraft d) Silverzweig and Allen 288. ………. Compulsive and repetitive organizational behaviour leading to a vicious circle of deteriorating performance is indicative of ……. d) Cultural stagnation 284. is employed to prevent or subvert existing constructs. Increased amounts of time.
a) Norms b) Cultural network c) Rites d) Values 292. …. a) an episode b) as Utopian c) as legitimating device d) a means of assessing or obtaining critical insights. a) Disfigure b) Create c) Abandon c) Destroy. Which one of the following is not seen as a function of organizational culture? a) Coordination and control b) Motivation and competitive advantage c) Generation of dissensus d) Reductions of uncertainty and conflict. All Except one are advantages that accrue to individuals when they associate themselves with organizations. 294. but also all of the following but one. 290. a) Tie into a network of social relationship b) provide for prideful identity c) Derive content and meaning in life by work experience d) Feel blissful isolation from within. organisations need to become a) More entrepreneurial and less bureaucratic b) More entrepreneurial c) More bureaucratic d) Less entrepreneurial and more bureaucratic. the normative standards by which human beings are influenced in their choice among alternative courses of action which they perceive.. 293.Page38 a) Contingency Model b) Normative model c) Axiomatic model d) Static versus dynamic model. 295. Any distinctive form of production is characterized by its specific . All Except one are the salient points which postmodern theory recognizes concerning organizational culture. 296. The term entrepreneurship has often been applied to a) CEOs b) Discoverers c) Founders d) Innovators. The ability to manage organizational culture implies not just the capacity to change and maintain. 291. 297. In order to prosper and survive.
also created and maintained by the organization's ……….. a) Work force b) Culture c) Processes d) Structure. 305. ………… manifest themselves fundamentally through their embeddedness in institutions and organisations. 298. in part. Organisations invested with the necessary authority to perform some specific tasks on behalf of society as a whole are called…………. . For Schein.. 300. a) Family b) Organisation c) Senior managers d) subgroups 304. a) Exogenous factors b) People c) Customer preferences d) Technology 302. a) Structures b) Processes c) Cultures d) Technologies 299. an organization's culture is. or transformed by ………. Interaction with peers on the job is viewed as most important in helping newcomers to become ……… employees...Schein opines that organizational cultures are created. refer to specific systems of means oriented to the performance of specific goals. a) Customers b) Suppliers c) leadership d) Technology 303. maintained.Among the following. …………. a) Institutions b) Associations c) Clubs Social practices. The formation and maintenance of culture requires interpersonal interaction within ……….. a) Structures b) Work-force c) Industrialism d) Organisations.Page39 …………. 301. and institutions. all EXCEPT one are the three most important socialization aids for newcomers "learning the ropes" a) Interaction with customers b) Interaction with peers c) Interaction with their supervisor d) Interaction with senior coworkers.
Interpersonal interaction in work settings is important for the ………………. a) Relearning b) Learning c) acculturation d) Unlearning 307. values. beliefs. . Shared occupational practices.Page40 a) Regular b) Effective c) Successful d) Tactful 306. Established occupational community ………….Culture is what naturally emerges as individuals transform themselves into a) Colleagues b) social groups c) Peers d) Primary groups 310. Pattern maintenance symbols.. to new members those shared occupational practices including norms and roles. vocabularies and identities-all examples of the explicit social products that are indicative of a) Culture in organization.culture is comprised of distinct observable forms that groups of people create through ………and use to confront the broader social environment. 309.culture is an explicit social product arising from …… either as an intentional or unintentional consequence of behavior. a) Introduces b) Transfers c) Discloses d) Transmits 308. 312. a) Self interest b) Face to face contacts c) Awareness d) Social interaction. b) Practices c) Levels of absorption d) Inclination to be a part. of newcomers. a) Working b) Understanding c) Social Interaction d) Living together 311. and structures are the means by which culture is a) Sustained b) Threatened c) Fails to operate d) Destroyed.
321. . creates the awareness of the need to change. beliefs and structures include all of the following except one. Which one Isabella calls as period of confirmation while dealing with culture change? a) Challenge to assumptions b) Understanding events based on traditional explanations. Pattern maintenance symbols.. which one is the other? a)Rites of passage. c) Period of uncertainty d) Period of ambiguity. All are the rites EXCEPT one which follow when once unfreezing has been successfully negotiated? a) Rites of conflict reduction b) Rites of degradation c) Rites of passage d) Rites of enhancement. 319. If rites of questioning and destruction is one of the two basic types of unfreezing.Page41 313. to begin with. a) Dominant leaders b) Reward systems c) Punitive measures d) All system supportive beliefs. ……. Which one of the following is the action-oriented stage? a) Defreezing b) Changing c) Refreezing d) Freezing. ……. Defreezing b) Changing c) Refreezing d) Freezing. All except one are the culture change stages.. need a) Protection b) Alteration c) Acceptance d) Rejection 314. 315. a) Unfreeze b) Change c) Refreeze d) Defreeze. 316. Pattern maintenance symbols. stabilizes the change that has been brought about. a) Unfreezing b) Defreezing c) Refreezing d) Freezing 317. 318. and structures. b) Rites of degradation c) Rites of conflict d) Rites of rationalisation and legitimation 320. beliefs. For creation of a new culture.
organizational control mechanisms and individuality c) Ethical choices . Corporations enhance …. employees.’What is hurricane to Lilliputians is breeze to Gulliver’: What bearing this statement has for organizational change? a) Replication may create more problems than it solves b) Transfer experiment costs nothing c) Import-export exercise is good d) Reflects features of corporate cultural change. when they tend to recruit and select management personnel from within their own industry..At the very foundation of business ethics is the ………. investors as partners in progress. 323. All of the following except one are the areas in which Culture-ethics overlap. a) Eagerness b)Interest c) Commitment d) Involvement 328. a) Processes b) Technology c) Customer preferences d) Selection 324. a) Common perception b) Product quality c) Feedback d) Homogeneity 325. in accordance with their own organisational values and beliefs. 326. to treating customers. a) Artefacts in the form of ethical codes b) Linkages between ethics.Page42 322. Organizational culture is clearly affected by organizational……. Which one Isabella calls as period of Culmination while dealing with culture change? a) Lack of learning b) Inability to fully understand c) Phase of greater learning and awareness d) Explanations lacking transparency .Business ethics seeks to ensure that companies achieve certain moral standards that society calls for ……. a) Duties b) Compliance c) Involvement d) Performance 327.
All Except one describe how a corporation may be socially responsible. . All Except one describe how a corporation may be socially responsible. 334. …………focuses on nurturing ethical leadership and creating a positive organisational culture that encourages professional business conduct.. ………. a) As a generator of wealth b) As corporation of producer c) As Resource Manager d) Corporation as Social designer. as a minimum. d) Change orientation 331. a) Organizational design b) Business ethics c) Personnel practices. conflicts of interest and employee misconduct.Page43 are implied by values d) Collective responsibility 329. a) Business ethics b) Marketing strategy c) Methods of accounting d) Personnel policies. Business ethics takes Corporate obligation further to fulfill social expectations as well as legal compliance through the identification of the Company’s role as a a) Just employer b) Best seller c) Good businessman d) Corporate citizen 333. 330. Which one of the following. detect and deal with issues such as corruption. defines Business Ethics? adequately? a) Consumers’ interest b) Environmental protection c) Compliance with applicable laws and regulations d) Suppliers’ interest 332.promotes transparency and ensures mechanisms are in place to mitigate.
340.Page44 a) Corporation as investment b) Corporation whose solvency does not become suspect c) Corporation as competitor d) Corporation as Neighbour 335 …………. a) An Investment b) Social designer c) Resource manager d) As Citizen. a) As a producer b) Social designer c) Resource Manager d) As Neighbour. 336 ……… is one who decides ‘how to produce what he sells. Which one of the following is the single greatest influence in shaping a corporate culture? a) Business environment b) Social system c) Founders d) Political system 338. is one who heeds the fundamental moral rules of society and shuns deception. . in the purest and cheapest forms’ a) Corporation as Resource Manager b) Corporation as Investment c) Corporation as a citizen d) Corporation as producer 337. d) Corporation as an Investment. the Corporation as ……… does not unduly contribute to the depletion of resources. Besides esthetics of land management. 339. corruption and the like a) Corporation as producer b) Corporation as Resource Manager c) Corporation as a citizen d) Corporation as Investment. To be concerned with pollution and to conduct safe and quite operations are the characteristic features of a Corporation ……. An organization which shuns discrimination and remains concerned with safety of work environment and emotional well-being of employees a) Corporation as citizen b) Corporation as employer c) Corporation as Resource manager.
b) As competitor c) As social designer d) As Resource manager. a) Producer b) Competitor c) Social designer d) Neighbour 344. Who said that ‘business environment is the single greatest influence in shaping a corporate culture’? a) Burke b) Deal and Kennedy c) Kurt Lewin d) Beyer and Trice. . A set of preferences for the conduct of business activity is called a) A business recipe b) Climate c) Strategy d) Policy 346.. 348. A Corporation as ……. both within and outside the factory gate. Business ethics covered by the broader umbrella of social responsibility call for improvement in the …………. What is meant by ‘bet-your company culture? a) Vacillation b) Procrastination c) Action precedes decision d) Decision precedes action. Besides being innovative. does not engage in unfair competition nor welcome restrictions of competition. a) Economic performance b) Standards of behaviour c) Social performance d) Quality of life 345. Safeguarding the investors’ interests and making full and fair disclosures of its economic conditions makes a Corporation being called a) As investment.Page45 341. a) Producer b) Competitor c) Neighbour d) Social designer. 347. is responsive to the introduction of new products and methods.. 342. What we call a work hard/play hard culture relates to a) Finance b) Intramural activities c) Selling d) Extramural activities. a corporation as …………. 343.
…………….. a) Corrosive b) Conciliative c) Aggressive d) Indoctrinative 352. Of the four strategies for implementing cultural change. 356. to undermine its coherency and dissolve old habits. a) Adjudicative b) Conciliative c)Aggressive d) Indoctrinative 350. ……approach is a political strategy wherein cultural change is sought to be brought about by exercise of influence through network. Which one of the strategies of cultural change leads to questioning of cherished identity. values and assumptions. approach introduces culture change through various learning or training programmes. three are Aggressive. a) Egalitarianism b) Ideology c) Accommodation d) Consensus 355. ALL except one can be seen in abundance when Conciliative approach to cultural change is sought to be made. . which one is the other? a) Adjudicative b) Corrosive c) Consultative d) Confrontational 351. Indoctrinative. With emphasis on reason rather than emotion. ushering in of new culture can be ensured without confrontation with the old.. Which strategy for cultural change intends to deauthenticate the existing culture. All are strategies for implementing cultural change EXCEPT one. Conciliative. a) Indoctrinative b) Conciliative c) Aggressive d) Corrosive 357.Page46 349. a) Conciliative b) Corrosive c) Indoctrinative d) Aggressive 354. a) Continuity b) Incrementalism c)Fragmentation d) Sensitivity to language and interests. Conciliatory approach to cultural change is characterized by ALL but one. a) Indoctrinative b) Conciliative c) Corrosive d) Aggressive 353.
(a) Initiation b) Evolution c) Adaptation d) Relearning . In which approach. By ‘consistent cues approach’ it is meant a) Encouragement b) Discouragement c) Promotion of desired state culture d) Neutrality 364.Page47 a) Indoctrinative b) Aggressive c) Conciliative d) Corrosive 358. All are the key elements EXCEPT one which Human Resource Professionals make use of in managing organizational culture. Whose role is seen as crucial in managing key elements of culture? a) HR Professionals b) HR Department c) Senior managers d) Supervisors 362. ‘Consistency Cues Approach’ envisages a) Innovation b) Ritualism c) Withdrawal d) Disappearance of deviancy 365. high degree of Involvement and participation can be assumed of those whose culture is to be altered ? a) Conciliative b) Indoctrinative c) Corrosive d) Aggressive 359. d) Intervention of external forces 361. Except one. all of the following are synonyms of organizational change. a) Symbols b) Union-management interaction c) Rites and Rituals d) Beliefs and values 363. Identify which one of the following is a major determinant of improved productivity and profitability? a) Quality circle b) Strategies c) Culture d) HR Practices 360. a) Selective perception and habits b) Security and economic concerns c) Status and esteem concerns. All are the most common sources of individual resistance to cultural change Except one.
a) Beliefs b) Network c) Assumptions d) Norms 368. Identify the model which is one among the five models for understanding culture change . Identify the model which is one among the five models for understanding culture change. . essence of culture lies in ………. Which one of the following Kilmann considers as the essence of Culture? a) Beliefs b) Norms c) Symbols d) Rites 367. Lundberg’s model of culture change refers to all of the following EXCEPT one. a) Subjective b) Abstract c) Descriptive d) Composite 373. Which one is the other? a) Congruency in ends b) Organisation-domain congruence c) Dilemma of ends d) Means-ends dilemma 375. Compliance with new organizational rules and procedures is brought about by all methods other than one. Of the two ‘external enabling conditions’ facilitating culture change in Lundberg’s model. 374. a) Affective level b) cognitive level c) behavioral level d) both cognitive and behavioral level. All except one are the basic outcomes when an organization embarks on a change programme. how would you call Small scale culture change? a) Decremental b) Adjustment c) Excremental d) Incremental 369. If large scale culture changes are called radical. By domain forgiveness. one is domain forgiveness. 370. a) Reprimand b) Cajoling c) Firing d) Demotion 371. Except one. all are the models for understanding culture change. According to Lundberg..Page48 366. (a) Gagliardi b) Single equation c) Simultaneous equation (d) Dynamic demand equation. a) Lundberg b) Dyer c) Dryden d) Schein 372.
. vision. all are ‘internal permitting conditions’ EXCEPT one that allow culture change. a) Cooperation b) Leadership c) Understanding d) Appreciation 379. culture change is more likely when the degree of congruence is perceived to be ……… a) Placid-random b) Placid-clustered c) Disturbed reactive d) Moderate 377. 378. power resources and communication skills to direct cultural change call for ……. For Lundberg. 380. For Lundberg. a) Target b) Pace of change c) Scope d) Time span . Enough strategic awareness. environmental opportunities. internal and external revolutions and managerial crises as………. a) Lack of precipitating pressures b) Sufficient change resource c) System readiness d) Existence of coordinative and integrative mechanisms. Lundberg’s model of culture change calls environmental calamities. the success of new cultural visioning depends upon ‘culture change strategy’ consisting of all of the following but one. For Lundberg. a) Salubrious conditions b) ‘Time to go’ c) Triggering event d) Initiating condition.Page49 a) Competition b) Resources availability c) mechanisms for conversion d) Nature of environment 376. 381. Lundberg calls the shaping of a new organizational culture as a) Preferable alternative b) Ushering in of new mission c) Cultural conditioning d) Cultural visioning.
Pattern maintenance symbols. For Dyer. a) Incrementalism b) Micro processes c) Learning cycle d) Simple life cycle. All are the forms of action planning required for implementation of culture change. In Dyer’s cycle of cultural evolution model. Which one of the following is suggested by Dyer as environmental shock initiating questioning? a) Market boom b) Bullish trend in share market c) Depression or recession d) Production not catching up with sales. 388. beliefs and structures suffer .Page50 382. 387.. which one needs to occur to begin with? a) Identification of leader’s inability b) Triggering event c) Identification of futility of present practices d) Identification of utility of alternatives. Dyer’s framework of culture change has been formulated keeping in view a) Large scale cultural transformation b) Incremental change c) Covering small areas d) Target groups. Lundberg’s model of culture change is based on ………. except one. Whose model calls attention to external environmental factors as well as internal characteristics of organization while dealing with culture change? a) Dyer b) Gagliardi c) Schein d) Lundberg 385. 386. 384. a) Inducement b) Accreditation c) Management d) Stabilisation 383.
Gagliardi’s conception of culture of is essentially similar to those held by the following except one. a) Dyer b) Schein c) Gagliardi d) Lundberg 395. a) Dyer b) Schein c) Parsons d) Lundberg . Dyer’s framework of culture change is heavily dependent on the concept of a) Leadership b) Environment c) Pattern maintenance d) Conflict. organizational midlife and organizational maturity are shown as phases of development of organization by…. Birth and early growth.Page51 a breakdown following …………… of a crisis. Culture is sustained through ………. A) Emanation b) Detection c) Suppression d) Perception 389. beliefs and structures in order to ………………… a) Identify unprofessionals b) Expose defective control mechanisms c) Stabilise and institutionalise new cultures d) Weed out non conformist 392. establishment of a new culture hinges on conflict A) Precipitation b) Resolution c) Abandonment d) Postponement 391. Which one Dyer opines as a sufficient condition for culture change? a) Promulgation of alternatives b) Breakdown of pattern maintenance c) Leader’s ability check-made d) Receptivity of Organisation 390. In Dyer’s model of culture change. 394. c) Restructuring organization d) New pattern maintenance 393. a) Recruitment and selection b) Reinterpretation of history. Leadership begins to create new pattern maintenance symbols.
a) Rules (b) Leaders c) Work atmosphere d) Formal reward system 397.Page52 396. According to Denison. Performance enhancing organizational culture are those that have many of the following EXCEPT one. a) Shared values and Practices b) Existence of Unions c) Adaptability to change d) Large stakeholders and effective leadership.. 398. In respect of organizational culture. ……. ‘strong’ is usually used as a synonym for a) Reliability b) Involvement c) Consistency d) Adaptability. All of the following are the characteristics of a strong culture except one. 402. 400. a) Reliability b) Involvement c) Consistency d) Adaptability. Organizational cultures are seen to have become ‘strong’ by virtue of……. Strong culture organisations incorporate practices which make working for them a) Non-challenging b) Rewarding c) Stressful d) Demanding 403. a) Indicative of success b) Facilitates goal alignment c) Employee motivation is high d) Learns from past experiences.influence(s) group members by identifying which behaviour is acceptable and which one is not. all of the following except one are different aspects of an organizational culture that impact its effectiveness. Which one is seen as a sign belonging to a culture? a) Rites b) Rituals c) Sharing d) Ceremonies . a) Customer centrism b) Participatory work force c) Self-directed skill building d) Charismatic leader 401. 399.
411.. consensus. two-way trust. a) peer-bonding b) Supervisory c) Extramural d) Intramural 406. 410. all are the ways by which people can be made to correlate change concept with reality. a) Pressure for change b) Recognition c) Shared vision d) Trust. For making change to take hold. All are the elements necessary for change to occur EXCEPT one. a) Articulation of end purpose b) Involvement of all people c) Opportunities to make adaptation d) Over managing 409. a) Capable people and sufficient resources b) Rewards and accountability c) Groupism d) Clear starting point and capacity to learn and adapt. patience and skill building are required. Consensus-being processes are based on …….Page53 404. Which one is the other? a) Flexibility b) Patience c) Perseverance d) Effort. ==================================================== . One of the strongest influences on people is the influence of their ties with …. a) Family b) Supervisors c) Organisation d) others 405. If skill-building is one of the two objectives of the change process.. All are the elements necessary for change to occur EXCEPT one. will and power to act. which one is the other requiring focus? a) Understanding b) Acceptance c) Training d) Involvement 408. relationship are a major way to induce change in organisations. If trust is one of the two factors which influence the change process. Other than one. which one is the other? a) Authenticity b) Openness c) Autonomy d) Proaction 407.
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