Organizational Behaviour Quiz

The dominant culture of an organization refers to the prevailing beliefs, values, and norms that guide the behavior and decisions of its members. This culture shapes the organization's identity and influences how employees interact and make decisions. By conveying the core values of the organization, the dominant culture sets the tone for the overall work environment and helps align employees towards common goals. Therefore, it can be inferred that the statement "The dominant culture of an organization conveys the core values of the organization" is true.

When individuals anticipate that a specific change will have a negative impact on their income, they are more likely to resist it. This is because people are generally motivated to protect their financial well-being and are reluctant to accept changes that might harm their income. Economic reasons, such as the potential negative effect on income, can be a strong driver of resistance to change. Therefore, the statement is true.

Changing the culture of an organization can have a significant impact on the performance of employees and the organization as a whole. Culture influences the behavior, attitudes, and values of employees, which in turn affects their motivation, productivity, and overall performance. By fostering a positive and supportive culture, organizations can create an environment that encourages collaboration, innovation, and continuous improvement. This can lead to increased employee engagement, satisfaction, and ultimately, better organizational performance. Therefore, it is often necessary to change the culture of an organization to drive positive change and improve performance.

Senior executives may engage in political actions to present change in a positive light because they understand that change can be met with resistance and skepticism. By engaging in political actions, such as building alliances, persuading stakeholders, or creating a favorable narrative, they can increase the chances of successful implementation of the change. This can include lobbying for support, managing perceptions, and strategically communicating the benefits of the change. Ultimately, these political actions help senior executives navigate organizational dynamics and increase the likelihood of change being perceived positively.

Co-optation is a resistance strategy where key executives and employees are given a key role in the change decision. This strategy aims to get their buy-in and support for the change by involving them in the decision-making process. By including these individuals in the change decision, organizations can leverage their expertise and influence to help drive the change successfully. Therefore, the statement "Co-optation is a resistance strategy that is meant to have key executives and employees buy into the change by giving them a key role in the change decision" is true.

The rational decision-making model assumes that the decision maker has the ability to identify and list all possible alternatives. This model suggests that individuals will carefully evaluate each alternative and choose the one that maximizes their utility. By assuming that all alternatives can be identified, the model emphasizes the importance of thorough analysis and consideration of all options before making a decision. However, it is important to note that in reality, it may not always be possible to list all possible alternatives due to limitations in information or time constraints.

The explanation for the given correct answer is that the study mentioned in the question found that visionary companies performed significantly better than nonvisionary companies. Specifically, the visionary companies outperformed the nonvisionary companies by a factor of six, indicating a substantial difference in their performance. This suggests that having a clear vision and direction can significantly contribute to the success and performance of a company.

Selection and promotion policies play a significant role in shaping the culture of an organization. These policies determine who gets hired, promoted, and rewarded, which in turn influences the behavior and values of employees. By selecting and promoting individuals who align with the desired culture, organizations can reinforce and drive cultural change. Therefore, it is incorrect to say that selection and promotion policies have little impact on cultural change.

The statement suggests that the ability to make decisions based on rational thought is not innate, but can be acquired through learning. This implies that individuals can develop their decision-making skills by understanding and applying logical reasoning, critical thinking, and considering evidence and consequences.

Organizational culture refers to the shared values, beliefs, and behaviors that shape the identity of an organization. It helps to establish a sense of identity and purpose among employees, as well as a common understanding of the organization's goals and values. This sense of organizational identity can foster a cohesive and motivated workforce, leading to increased employee engagement and productivity. It also helps to attract and retain talented employees who align with the organization's culture. Therefore, the answer "conveys a sense of organizational identity" is the most appropriate explanation for the given question.

The explanation for the given correct answer is that women leaders often face more barriers and challenges in the workplace, which can make them more empathetic and understanding towards their employees. They may be more likely to prioritize creating an inclusive and empowering work environment, as they have firsthand experience with the importance of empowerment. Additionally, societal expectations and stereotypes often place a greater emphasis on collaboration and communication for women, which can further contribute to their ability to empower their employees.

The dominant culture refers to the core values, beliefs, and behaviors that are shared by the majority of the members in an organization. It represents the prevailing norms and practices that shape the organization's overall identity and guide its decision-making processes. This culture is typically established and reinforced by the organization's leaders and is influential in shaping the behavior and attitudes of its members.

Strong organizational cultures place considerable pressure on employees to conform and can act as a barrier to enhancing diversity in the organization. This is because strong cultures tend to have well-established norms, values, and beliefs that are deeply ingrained in the organization. Employees who do not conform to these norms may face resistance, exclusion, or even punishment. As a result, diversity of thought, ideas, and perspectives may be discouraged or suppressed in favor of conformity.

The statement suggests that weak cultures have a controlling influence on employee behaviors, which is incorrect. In reality, strong cultures are more likely to have a controlling influence on employee behaviors. Strong cultures are characterized by shared values, beliefs, and norms, which can shape and guide employee behavior. In contrast, weak cultures lack a strong set of shared values and are less likely to exert a controlling influence on employee behaviors. Therefore, the correct answer is false.

The correct answer is education and communication. By bringing in a demographer to explain the changing nature of the area, the regional sales manager is providing education to the salespeople and farmers about the reasons behind the expansion and the benefits it can bring. This helps to overcome resistance by addressing any concerns or misunderstandings and fostering a better understanding of the situation. Additionally, effective communication ensures that all parties are kept informed and involved in the decision-making process, increasing their cooperation and enthusiasm for the change.

Encouraging employees to volunteer time and skills to charitable organizations is an example of corporate social responsibility. Corporate social responsibility refers to a company's commitment to contribute to the well-being of society and make a positive impact on the community. By encouraging employees to volunteer, the company is demonstrating its commitment to social and environmental causes, and taking responsibility for the impact it has on society beyond its core business activities.

Rationality assumes that decision makers are guided by logic alone. This means that when making decisions, individuals are expected to weigh the pros and cons, consider all available information, and make choices that maximize their utility. It suggests that emotions, biases, and other non-logical factors should not influence decision-making. Therefore, the statement "True" indicates that the assumption of rationality is based on the idea that decision makers are solely guided by logic.

When cultures are strong, meaning they have a dominant or influential presence, they can become a liability for an organization. This is because strong cultures tend to suppress or eliminate the unique strengths that individuals from diverse backgrounds bring to the organization. When people are not able to express their unique perspectives and talents, it can hinder creativity, innovation, and overall organizational performance. Therefore, a strong culture can be a liability in this context.

Refreezing refers to the process of stabilizing a change intervention by balancing driving and restraining forces. It involves reinforcing the new behaviors, attitudes, and processes that have been implemented during the change. This helps to solidify the changes and ensure that they become the new norm within the organization. Refreezing is an important step in the change process as it helps to prevent regression and maintain the sustainability of the change.

The statement contradicts the concept of groupthink. Groupthink refers to a phenomenon where a group of people prioritize consensus and harmony over critical thinking and individual opinions, which can lead to flawed decision-making. Research and studies have shown that organizations are more likely to benefit from diverse perspectives and open discussions rather than relying solely on groupthink. Therefore, the correct answer is false.

The given statement suggests that 'Refreezing' is an optional step in the three-step model and is required only for some changes. However, the correct answer is False. This means that the statement is incorrect and 'Refreezing' is not an optional step in the three-step model, but rather a necessary step for all changes.

The mechanics' resistance to move is likely due to fear of the unknown. Moving to a new location brings uncertainty and unfamiliarity, which can make people feel anxious and resistant to change. They may be worried about leaving their current community, finding new housing, or adjusting to a different work environment. This fear can make them hesitant to accept the change and may require addressing their concerns and providing support to help them feel more comfortable with the move.

The concept of satisficing is actually inconsistent with finding the best option. Satisficing refers to making a decision that is satisfactory or "good enough" rather than striving for the optimal or best outcome. It involves setting a threshold or criteria and selecting the first option that meets those criteria, even if there may be better options available. Therefore, the statement "The concept of satisficing is consistent with finding the best option" is false.

Research has shown that groups tend to be more creative in their decisions compared to individuals. When individuals work in groups, they can generate a wider range of ideas, perspectives, and solutions, leading to more innovative and creative outcomes. Group dynamics, such as brainstorming and collaboration, can enhance creativity by promoting diverse thinking and challenging conventional ideas. Additionally, the presence of others can provide feedback and stimulate new ideas. Therefore, it is incorrect to say that individuals are more creative in their decisions than groups.

The accounting department holds some unique values in addition to the core values of the dominant culture. This suggests that the accounting department has its own set of values that are specific to its role within the college. These values may include principles such as accuracy, integrity, and transparency in financial reporting. While the college as a whole may have its own set of core values, the accounting department has additional values that are specific to its function and responsibilities.

This statement suggests that individual team members are more likely to accept a decision if they were personally involved in making it and can be held accountable for it. The correct answer is False because the statement implies that team members are less inclined to accept a decision if it was not their own personal decision.

In order to ensure commitment to the solution, an interacting group would be the most effective. This is because an interacting group allows for open communication and discussion among the members, which can lead to a better understanding and buy-in from everyone involved. In contrast, a nominal group may not provide the same level of interaction and brainstorming, while electronic or optimizing groups may not allow for the same level of face-to-face interaction and collaboration. Therefore, an interacting group would be the best choice for maximizing commitment to the solution.

Kurt Lewin's model of change is built upon the premise that change is episodic. This means that change occurs in distinct, identifiable stages or episodes rather than being a continuous process. This understanding of change allows for a more structured and systematic approach to managing and implementing change initiatives. It also recognizes that change does not happen constantly or randomly, but rather occurs at specific times and in specific ways.

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This statement is false because socialization efforts in organizations are not solely focused on getting individuals to divest themselves of their prior characteristics. Instead, socialization aims to integrate new members into the organization by teaching them the norms, values, and behaviors expected within the organization while also allowing individuals to retain their unique characteristics and skills. The goal is to create a balance between organizational culture and individuality, rather than complete divestment of prior characteristics.

The $20,000 moving bonus being refused by the mechanics indicates that they are resistant to the change and are holding onto the current state or status quo. By counseling each mechanic to reduce their anxiety and worries, the goal is to unfreeze their mindset and beliefs about the situation. This means helping them let go of their resistance and open up to the idea of moving. Therefore, the refusal of the bonus and the subsequent counseling can be seen as an example of unfreezing the status quo, as per Lewin's three-step model of change.

In the rational decision-making model, the first step is to identify the decision criteria. This involves determining what factors are important in making the decision and what aspects need to be considered. Once the decision criteria are identified, they can be used to evaluate different alternatives and select the best one. Therefore, identifying decision criteria is the step where factors affecting the decision and their importance are determined and considered.

Groupthink actually hinders cohesiveness in groups. Groupthink refers to a phenomenon where group members prioritize consensus and conformity over critical thinking and independent decision-making. This can lead to a lack of diversity in ideas and perspectives, which ultimately weakens the cohesiveness of the group. Group members may feel pressured to conform and suppress their own opinions, leading to tension and a breakdown in trust within the group. Therefore, the statement that groupthink enhances cohesiveness in groups is incorrect.

According to the path-goal theory, a participative leader is one who consults with employees and uses their suggestions before making a decision. This type of leader values the input and involvement of their team members in the decision-making process, fostering a sense of empowerment and engagement. By being participative, Elliott is actively involving his employees in the decision-making process, making him a participative leader.

The culture of SJCC Ltd. would be a result of the original philosophy of the company's founder. The founder, Stewart, would have had a specific set of beliefs, principles, and values that he instilled in the company when it was first established. These beliefs and values would have shaped the company's culture and influenced how it operates, makes decisions, and interacts with its employees and clients.

Culture refers to the shared values, beliefs, and behaviors that guide the actions of individuals within an organization. It represents the "soul" of the organization, as it shapes the overall identity and character of the organization. Structure, on the other hand, refers to the framework or system that defines the roles, relationships, and hierarchy within the organization. It provides the foundation on which the organization operates. Therefore, the correct answer is culture, soul, structure.

Subcultures are most likely to be defined by departmental designations. This means that within an organization, different departments or divisions may develop their own unique subcultures based on their specific roles, responsibilities, and ways of working. These subcultures can be influenced by the department's goals, values, and norms, and can create distinct identities and behaviors within the larger organizational culture.

Structural inertia refers to the built-in mechanisms that organizations have to resist change and maintain stability. It includes the existing structures, processes, and routines that make it difficult for organizations to adapt to new circumstances. Economic factors, personal security, and selective information processing may also contribute to stability, but they are not specifically referred to as the mechanisms organizations have in place. Therefore, the correct answer is structural inertia.

When change agents do not have all the information they need and there may be considerable resistance to change, the most effective strategy to successfully implement the change would be participation. By involving employees and stakeholders in the decision-making process and encouraging their active involvement, change agents can address resistance, gain buy-in, and gather valuable insights and perspectives. This participatory approach fosters a sense of ownership and collaboration, leading to smoother implementation and increased chances of success.

The correct answer is "rights". This is because the question is asking about teaching employees about the importance of making decisions consistent with fundamental liberties and privileges, which aligns with the ethical decision criterion of rights. Rights focus on ensuring that individuals' fundamental rights and freedoms are respected and protected in decision-making processes.

The illusion of invulnerability is not a symptom of groupshift. Groupshift refers to the tendency of group members to make more extreme decisions or take more extreme actions as a group than they would individually. The illusion of invulnerability, on the other hand, is a cognitive bias where individuals or groups believe that they are less likely to experience negative outcomes or harm than others. These two concepts are distinct and not directly related.

Involving the salespeople in planning for the change and stocking appropriate new items is a method of overcoming resistance referred to as participation. This approach allows the salespeople to have a say in the decision-making process and actively contribute to the implementation of the change. By involving them, it increases their sense of ownership and commitment to the new direction, which can help overcome their resistance and gain their cooperation.

Group decisions are more time-consuming than individual decisions because they involve multiple individuals who need to come to a consensus. This can lead to longer discussions, debates, and negotiations, which can delay the decision-making process. Additionally, group decision-making often requires more coordination and scheduling to ensure that all members can participate and contribute their opinions.

When the team makes decisions, Emery believes that groupshift is taking place. Groupshift refers to the phenomenon where a group's decision is more extreme or risky compared to the individual decisions made by its members. In this case, Emery has observed that the team members tend to favor more risky approaches when making decisions together as a group, which is consistent with the concept of groupshift.

The decision to use the nominal group technique in this scenario suggests that the goal is to generate many ideas. The nominal group technique is a structured brainstorming method that encourages each participant to contribute their ideas individually, which are then shared and discussed as a group. This process allows for a wide range of ideas to be generated, leading to a more comprehensive and diverse set of options for the decision-making process.

Job challenge will increase the level of creativity employees are able to develop. When employees are faced with challenging tasks and projects, they are more likely to think outside the box and come up with innovative solutions. Challenging work stimulates their creativity and encourages them to explore new ideas and approaches. It pushes them to step out of their comfort zone and find unique ways to overcome obstacles. By providing employees with challenging job assignments, organizations can foster a culture of creativity and encourage employees to reach their full potential.

Satisficing refers to making decisions that may not be optimal or logical, but are instead satisfactory or "good enough" given the constraints and available information. In the "real world," where factors such as time, limited information, and cognitive limitations come into play, people often make satisficing decisions rather than spending excessive time and effort trying to find the optimal solution. These decisions may involve compromises or trade-offs, but they are practical and sufficient for the situation at hand.

The senior manager is basing his decisions on the principle of utilitarianism, which states that the morally right action is the one that produces the greatest overall happiness or well-being for the greatest number of people. By making decisions on the basis of the greatest good for the greatest number, the senior manager is prioritizing the overall welfare and benefit of the majority of individuals affected by the decisions. This aligns with the core principle of utilitarianism.

People with an external locus of control believe that external factors, such as luck or fate, have a significant influence on their lives and outcomes. Therefore, they are less likely to take responsibility for the consequences of their ethical decisions, as they may attribute them to external circumstances rather than their own actions. This is in contrast to individuals with an internal locus of control, who believe they have control over their own lives and are more likely to take responsibility for their ethical decisions.

When an organization is faced with a true crisis, members of the organization will likely be responsive and accepting of efforts to change the culture. In times of crisis, people are often more open to change and willing to adapt in order to overcome the challenges they are facing. They understand the urgency and necessity of making changes to prevent further damage or negative consequences. Being responsive and accepting of efforts to change the culture allows the organization to effectively address the crisis and move towards a better future.