【正文】 ed “?”a. General Motors (moderate)b. Nortel Networksc. IBMd. Matsushita Electric IndustrialScenarios and QuestionsTHE ORGANIZATION’S CULTURECorporate Takeover (Scenario)Todd works for SeaLan Tech, an environmental consulting firm that has just been purchased by Zerex, Inc., a biomedical research organization. Based on his early encounters with the new upper management from Zerex, he feels that SeaLan is a lowerkey, friendlier organization. He is concerned that the new pany will eliminate this pany’s old culture, and he does not like the prospects.106. If you were talking with Todd and asked him what the term culture meant, he would reply that, basically, it is a. the formal rules of an organization. b. the nationality of the workers in the pany. c. a system of shared meaning. (easy) d. a system that reflects diversity and respect for differences. e. the nonverbal behaviors in an organization.107. Todd is concerned with the degree to which managers focus on results or outes rather than techniques and processes used to achieve those outes. He is concerned with _____________. a. stability b. aggressiveness c. team orientation d. oute orientation (moderate) e. people orientation108. Todd notices that management is very concerned with the effects of outes on people within the organization. This is referred to as _____________. a. stability b. aggressiveness c. team orientation d. oute orientation e. people orientation (moderate)109. Todd is assessing the organization39。s _____________, the degree to which organizational activities emphasize maintaining the status quo in contrast to growth. a. stability (moderate) b. aggressiveness c. team orientation d. oute orientation e. people orientation110. Todd has been learning the seven dimensions of organizational culture. Which of the following is not one of those seven dimensions? a. Stability b. Aggressiveness c. Team orientation d. Oute orientation e. Member orientation (moderate)Changing Organizational Culture (Scenario)Mary has been asked by the pany president to change the organizational culture to reflect the pany39。s new organizational goals. As executive vice president, she certainly understands the goals, but is really not sure she understands what to do about the culture.111. Mary asked employees if they knew what constituted good employee behavior. She found that very few understood and most had a variety of ideas. This is one indication a. that her pany has a strong culture. b. that her pany has a weak culture. (moderate) c. that her pany has no culture. d. that her pany must have high turnover. e. that her pany must not be productive.112. Mary also found out that in order to build a strong new culture, she should do all but which of the following? a. Utilize their recruitment efforts. b. Develop socialization practices to build culture. c. Encourage a high turnover rate. d. Have management make explicit what is valued in the organization. (difficult) e. Encourage employee mitment to organizational values.113. Mary was surprised to find that most organizational culture strengths are a. weak. b. weak to moderate. c. moderate to strong. (moderate) d. strong. e. very strong.THE MANAGER: OMNIPOTENT OR SYMBOLIC114. Mary has also been asked, as part of the cultural change, to build on the belief that managers are directly responsible for the organization39。s success or failure and not forces outside their control. This would be consistent with an organizational culture that has a(n) ______________ view of management. a. traditional b. omnipotent (moderate) c. standard d. symbolic e. conservative115. The new view of management change for the new culture will be difficult because, in the past, success has been viewed as being outside management39。s control, a view known as _____________. a. traditional b. omnipotent c. standard d. symbolic (moderate) e. conservativeTHE ENVIRONMENTEnvironmental Constraints (Scenario)It is safe to say that managers do not have plete control over organizational outes。 the environment has a significant impact. However, there are different environmental factors that shape a manager39。s work life.116. As a manager, if you were working in an industry that was dependent on Internet connections and the many new customers vying for the same space for customers, this would be an example of what kind of environment? a. General b. Static c. Stable d. Dynamic (moderate) e. Specific117. An organization that has many petitors and suppliers would likely be said to have a highly ____________ environment. a. plex (moderate) b. dynamic c. stable d. large e. varied118. Political conditions, which include attitudes that officials hold towards specific industries, fall within an organization39。s _____________ environment. a. global b. internal c. petitive d. specific e. general (moderate)Operating within the Environment (Scenario)The environment places constraints on the behavior of managers. Suppose you are a manager trying to understand the forces in your organization39。s environment.119. Imagine you are the manager of a real estate office trying to maximize profits. If the mortgage interest rates increase, this would be an example of changing ____________ in your general environment. a. economic conditions (moderate) b. political conditions c. petition d. social conditions e. technological conditions120. As the manager of a large poultry farm, you have begun to notice sales being lost to petitors who produce a product free of steroids and other artificial additives. This is an example of the manager having to respond to changing _____________ in the organization39。s general environment. a. economic conditions b. political conditions c. governmental conditions d. soci