Question 1. Symbolic leadership cultural actions are behaviors, signals, and events that leaders create and enact to develop and reinforce desired cultural values. Each time that a work unit exceeds its quarterly performance goals, their leader hosts the group for lunch at a restaurant of their choice. This leader is engaging in which of the following symbolic leadership cultural actions?
- Stories
- Cultural role modeling
- Ceremonies
- Symbols
Question 2. Schein notes that leaders must engage in several primary leadership cultural actions in order to align organizational culture with vision, strategy, values, and business processes. These leadership cultural actions include ____________________.
- using authority and personal charisma to motivate and influence the maintenance of an effective culture
- defining clear vision, mission, and values statements for the organization
- articulating and directing the implementation of major policies and business processes
- All of the above
Question 3. One of the most important competencies of leaders involves conveying information and meaning between a sender and receiver. This is the process of ________________.
- communication
- disseminating information
- providing feedback
- encoding
Question 4. Which component of cultural intelligence would allow an individual to understand in which cultures a handshake would or would not be considered a culturally appropriate introduction?
- Emotional
- Personal
- Physical
- Cognitive
Question 5. Organizational culture:
- Helps create diversity among organizational members so they can represent all possible values and beliefs
- Should never become too strong because that encourages conformity
- Helps an organization adapt to its external environment
- Is the set of shared beliefs and preferences that organizational members have concerning art, music, and literature
Question 6. Which of the following is NOT one of the primary reasons that diversity can be cost-saving for organizations?
- Recruiting practices aimed at increasing minority representation are less expensive.
- Employees experience lower levels of job dissatisfaction.
- Costly settlements and lawsuits for discrimination can be avoided.
- Absenteeism and turnover are reduced.
Question 7. In dialogue people share their positions on a topic, gain understanding of each other and the topic, and reach common ground. In discussions ________________.
- individuals share positions and opinions and an agreement is also reached; however, parties often leave without changes in mindset
- individuals share positions and opinions, and clarification may be achieved; however, there still may not be agreement or changed mindsets
- individuals share positions and opinions, but an agreement is unlikely unless each party is willing to make considerable concessions.
- individuals come together without divulging positions and opinions and an agreement is reached only if those positions and opinions are discovered via other avenues.
Question 8. Characteristics of high-performance organizational culture include all of the following EXCEPT ______________.
- sticking with traditional procedures and strategies since employees and customers are often resistant to change
- leaders who help define clear visions and mission statements for the organization
- high levels of communication among leaders and employees and with customers, suppliers, and other stakeholders
- adaptability to market changes in order to exploit the business environment
Question 9. Edgar Schein, a leading scholar of organizational culture, noted that it has both visible and invisible layers. An example of an aspect of organizational culture that is invisible is _________________.
- how employees dress
- employees' sense of loyalty
- large corner offices for executives
- celebrations to recognize successful group projects
Question 10. The type of communication more concerned with transactional types of exchanges, implementation of details, and controlling and correcting daily processes is known as ______________.
- technical communication
- primary communication
- tactical communication
- daily communication