Organizational Culture MCQs

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Organizational Culture – It refers to a set of beliefs, values and attitudes shared by everyone in the organization. It refers to the way in which
Organizational Culture MCQs

Organizational Culture MCQs

Organizational Culture – It refers to a set of beliefs, values and attitudes shared by everyone in the organization. It refers to the way in which organizations are managed. Here on MCQs.club we have prepared Multiple-Choice Questions (MCQs) organizational culture that fully cover MCQs on corporate culture, the types of organisational culture with examples, meaning and concepts. The analysing organisational culture shows that the best organisational culture depends on effective organizational culture. These MCQs on organizational culture in organizational behaviour are useful for Professional accountancy exams, Competitive exams and Business management exams.

  1. There are number of factors that decide or define the culture of an organization including:
    1. Structure and size, leadership
    2. Environment, events, nature of business and nature of client.
    3. Both A&B
    4. None
  1. Cultural web – is responsible for the prevailing culture and consists of interrelated elements of culture including:
    1. Routines and rituals, stories and myths
    2. Symbols, power structure, organization structure and control systems.
    3. Both A&B
    4. None
  1. Organizational Culture –
    1. It refers to a set of beliefs, values and attitudes shared by everyone in the organization.
    2. It refers to the way in which organizations are managed.
    3. Both A&B
    4. None
  1. Corporate culture –
    1. It refers to a set of beliefs, values and attitudes shared by everyone in the organization.
    2. It refers to the way in which organizations are managed.
    3. Both A&B
    4. None
  1. The factors shape the culture of a workgroup or an organization include:
    1. Structure and size
    2. Leadership
    3. Nature of Business
    4. All of the above
  1. The existence of a well-defined, engraved and robust culture can bring dysfunctional aspects to an organization as well. Which of the following may be the key dysfunctional aspects?
    1. Shared Values not aligned
    2. Creating barriers to change towards something that is not considered part of the existing culture
    3. Creating barriers to diversity
    4. All of the above
  1. According to Edgar Schein, there are levels of culture that members of an organisation acquire including:
    1. the outer skin, or artefacts
    2. the inner layer (or espoused values)
    3. the paradigm (basic underlying assumptions)
    4. All of the above

  1. The paradigm –
    1. is a term for the shared assumptions and attitudes about what really matters, that are taken for granted and rarely discussed
    2. These affect the way that the organization sees itself and the environment in which it operates, and is the real ‘core’ culture of the organization.
    3. Is a constellation of concepts, values, perceptions and practices shared by a community, which forms a particular vision of reality that is the basis of the way a community organizes itself.
    4. All of the above
  1. Charles Handy’s categories of organizational culture include:
    1. A power culture, also called a club culture and a spider’s web culture
    2. A role culture
    3. A task culture
    4. A personal culture, also called an existential culture
    5. All of the above
  1. A power culture is often found in small entrepreneurial organisations, where the boss is usually the founder of the business and also a dominant personality, who exercises close control over activities.
    1. A power culture is based on trust.
    2. The ‘boss’ maintains freedom of manoeuvre, and retains power, by writing very little down and relying on the spoken word.
    3. The ‘boss’ tries to influence other people through the force of his personality, and personal charm.
    4. All of the above
  1. Role culture –
    1. A role culture is probably the most readily-understood of the four corporate cultures.
    2. It exists in a bureaucracy
    3. A role culture is probably best-suited to a large organisation in a fairly stable business environment.
    4. All of the above
  1. Hofstede suggested that there are dimensions to differences in organization culture arising from differences in national culture including:
    1. Power-distance, Masculinity versus femininity
    2. Individualism versus collectivism
    3. Uncertainty avoidance, Long-term orientation versus short-term orientation
    4. All of the above
  1. A personal culture, also called an existential culture.
    1. True
    2. False
  1. Charles Handy model suggests that there are four different categories of organizational culture. described as cultural ‘stereotypes’
    1. True
    2. False

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