25. An organizational design emerges when members share knowledge and assumptions as they discover or develop ways of coping with issues of external adaptation and internal integration.
ANS: F
An organizational culture emerges when members share knowledge and assumptions as they discover or develop ways of coping with issues of external adaptation and internal integration.
Analytic | Group Dynamics
26. As organizational culture develops in a new company over a period of years; its culture will reflect a complex mixture of the assumptions, values, and ideas of the founder or other early top managers and the subsequent experiences of managers and employees.
ANS: T
AACSB Analytic | Group Dynamics
27. The dominant values of a national culture may be reflected in the constraints imposed on organizations by their environments.
ANS: T
Environmental Influence
28. The national culture, customs, and societal norms of a country do not shape the cultures of organizations operating within a country.
ANS: F
The national culture, customs, and societal norms of a country also shape the cultures of organizations operating in it.
Environmental Influence MSC: Recall
29. Organizational structures and cultures that are effective in one country will be equally as effective in any part of the world.
ANS: F
Organizational structures and cultures that might be ineffective in one part of the world may be effective in another.
Environmental Influence
30. In the Across Cultures Competency: “Ricardo Semler, CEO of Brazil’s Semco Manufacturing,” the CEO of Semco boosts employee moral by choosing to replace employee fear with freedom and involvment in the decision-making process. .
ANS: T Analytic | Group Dynamics
31. In the Across Cultures Competency: ““Ricardo Semler, CEO of Brazil’s Semco Manufacturing,” the CEO of Semco decreased the number of levels in the organization’s hierarchy to three.
ANS: T
27. The dominant values of a national culture may be reflected in the constraints imposed on organizations by their environments.
ANS: T
Environmental Influence
28. The national culture, customs, and societal norms of a country do not shape the cultures of organizations operating within a country.
ANS: F
The national culture, customs, and societal norms of a country also shape the cultures of organizations operating in it.
Environmental Influence MSC: Recall
29. Organizational structures and cultures that are effective in one country will be equally as effective in any part of the world.
ANS: F
Organizational structures and cultures that might be ineffective in one part of the world may be effective in another.
Environmental Influence
30. In the Across Cultures Competency: “Ricardo Semler, CEO of Brazil’s Semco Manufacturing,” the CEO of Semco boosts employee moral by choosing to replace employee fear with freedom and involvment in the decision-making process. .
ANS: T Analytic | Group Dynamics
31. In the Across Cultures Competency: ““Ricardo Semler, CEO of Brazil’s Semco Manufacturing,” the CEO of Semco decreased the number of levels in the organization’s hierarchy to three.
ANS: T
The dominant values of a national culture
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