Corporate Culture and Ethics
Exam Answer Key
Course Introduction
This course explores the foundations and significance of corporate culture and ethical practices within modern organizations. Students will examine the ways in which shared values, beliefs, and behaviors influence decision-making, employee engagement, and organizational reputation. Emphasis will be placed on the development of ethical frameworks, the responsibilities of leaders in fostering ethical environments, and the impact of cultural dynamics on business performance. Through case studies and real-world examples, participants will analyze ethical dilemmas and corporate governance issues, gaining practical skills for promoting integrity and accountability in corporate settings.
Recommended Textbook
Organizationl Behavior Emerging Knowledge Global Insights 4th Edition by Steven McShane
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15 Chapters
1451 Verified Questions
1451 Flashcards
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Chapter 1: Introduction to the Field of Organisational Behaviour
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107 Verified Questions
107 Flashcards
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Sample Questions
Q1) Which of the following does NOT represent a belief that anchors organisational behaviour?
A) OB should view organisations as closed systems
B) OB should assume that the effectiveness of an action usually depends on the situation
C) OB should draw on knowledge from other disciplines
D) OB should rely on the systematic research methods to generate knowledge
Answer: A
Q2) Reduced job security and increased work intensification in Australia are partly caused by globalisation.
A)True
B)False
Answer: True
Q3) Personalities,beliefs,values and attitudes are:
A) Deep-level categories of workforce diversity
B) Surface-level categories of workforce diversity
C) Necessary contingencies in all organisational behaviour theories
D) Never discussed in organisational behaviour
Answer: A
Page 3
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Chapter 2: Individual Behaviour, Personality and Values
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) Presenteeism means employees come to work when they are not fit to do so and can cause more problems than absenteeism.
A)True
B)False
Answer: True
Q2) All of these are 'Big Five' personality dimensions EXCEPT:
A) Openness to experience
B) Agreeableness
C) Locus of control
D) Emotional stability
Answer: C
Q3) Organisational citizenship behaviours do not include what employees do outside work time.
A)True
B)False
Answer: False
Q4) Situational factors are working conditions within the employee's control.
A)True
B)False
Answer: False
Page 4
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Chapter 3: Perceiving Ourselves and Others in Organisations
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90 Verified Questions
90 Flashcards
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Sample Questions
Q1) Perception begins when environmental stimuli are received through our:
A) Senses
B) Brain
C) Emotions
D) All of the options listed here are correct
Answer: A
Q2) Self-efficacy is a general trait related to self-concept.
A)True
B)False
Answer: True
Q3) People tend to have better psychological wellbeing when they have one well-established and simple idea of themselves.
ACCSB: Reflective thinking
A)True
B)False
Answer: True
Q4) Stereotyping is a natural process that helps us to economise mental effort.
A)True
B)False
Answer: False
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Chapter 4: Workplace Emotions, Attitudes and Stress
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87 Verified Questions
87 Flashcards
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Sample Questions
Q1) Inflexible work schedules and long commuting time to work may cause stress in the employee's family relationships.
A)True
B)False
Q2) Which of the following statements about work attitudes and behaviour is FALSE?
A) Our beliefs about someone represent the best predictor in the attitude model of our behaviour toward that person
B) In some circumstances,our behaviours towards an attitude object cause us to change our attitudes towards that object
C) People with the same behavioural intentions toward an attitude object might engage in different behaviours toward that object
D) Two employees with the same feelings towards an attitude object might form different intentions towards that object
Q3) Employees tend to have higher organisational commitment when their personal values differ from the company's values.
A)True
B)False
Q4) Describe the four dimensions of emotional intelligence.
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6
Chapter 5: Foundations of Employee Motivation
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74 Flashcards
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Sample Questions
Q1) Maslow's needs hierarchy explicitly names the following needs EXCEPT:
A) Power
B) Self-actualisation
C) Safety
D) Esteem
Q2) Feedback affects behaviour and job performance by improving which of the following?
A) Motivation
B) Role perceptions
C) Learned ability
D) All of the options listed here are correct
Q3) One way to increase employee motivation by improving the P-to-O expectancies is to:
A) Measure employee performance accurately
B) Convince employees that they are able to accomplish the task
C) Select employees with the required skills and knowledge
D) Provide sufficient time and resources to perform the task
Q4) Feedback is a source of motivation as well as learning.
A)True
B)False
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Chapter 6: Applied Performance Practices
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97 Flashcards
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Sample Questions
Q1) Skill-based pay plans:
A) Discourage employees from learning new jobs
B) Create a psychological distance between employees and managers
C) Discourage poor performers from leaving the organisation
D) Can be expensive because they motivate employees to spend more time learning new jobs
Q2) Which specific objectives can financial rewards meet? What are some of the advantages and disadvantages of each?
Q3) According to Herzberg's motivation-hygiene theory,only characteristics of the job (and not the work environment)motivate employees.
A)True
B)False
Q4) Job specialisation usually reduces the employee's work efficiency.
A)True
B)False
Q5) Job status-based rewards discourage status differences.
A)True
B)False
Q6) What is motivator-hygiene theory?
Page 8
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Chapter 7: Decision Making and Creativity
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Sample Questions
Q1) Programmed decisions follow standard:
A) Operating procedures
B) Marked procedures
C) Complex procedures
D) None of the options listed here is correct
Q2) The textbook mainly identifies post-decisional justification as a problem with which stage of decision making?
A) Evaluating decision outcomes
B) Implementing the selected alternative
C) Developing alternative solutions
D) Choosing the best decision style
Q3) Google estimates the potential of each applicant using:
A) Interviews
B) Selection criteria
C) Research
D) Opportunities
Q4) WesTech Components wants to hire several people for jobs requiring a high degree of creativity.Identify three individual characteristics that WesTech should consider when selecting job applicants who have a high potential for creativity.
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Chapter 8: Team Dynamics
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102 Verified Questions
102 Flashcards
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Sample Questions
Q1) Two company divisions produce completely different products but must seek funding from head office for capital expansion.The relationship between these two divisions would be best described as:
A) Pooled interdependence
B) Total independence
C) Reciprocal interdependence
D) Anticipatory interdependence
Q2) Keeping the team size sufficiently small and designing tasks such that each team member's performance is measurable are two ways to:
A) Minimise team cohesiveness
B) Add more roles to the team
C) Increase the risk of forming dysfunctional norms
D) Minimise social loafing
Q3) The forming,storming and norming model of team development is different from the team development experiences that most students report in their team projects.
A)True
B)False
Q4) What are team norms and how do they develop?
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Chapter 9: Communicating in Teams and Organisations
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94 Flashcards
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Sample Questions
Q1) An important factor in choosing the best communication channel is its media richness.What does this concept mean and what two conditions require a communication channel that is high in media richness?
Q2) Which of the following is NOT a feature of effective listening?
A) Develop an opinion about the sender's message as soon as possible to guide you through the rest of the sender's message
B) Show interest by maintaining eye contact and giving verbal acknowledgments
C) Empathise with the sender's background and point of view when interpreting the sender's message
D) Provide feedback by rephrasing the sender's main points at appropriate conversational breaks
Q3) The common headshake (moving our head from side to side)has the same meaning across cultures.
A)True
B)False
Q4) Should companies try to eliminate grapevine communication? Explain your answer.
Q5) Non-verbal communication is less rule-bound than is verbal communication. A)True
B)False
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Chapter 10: Power and Influence in the Workplace
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93 Verified Questions
93 Flashcards
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Sample Questions
Q1) Which of the following statements is FALSE?
A) Exchange tactics tend to be more common and effective between supervisors and subordinates in Australia than in most Asian cultures
B) Ingratiation tends to minimise conflict and support a trusting relationship
C) A person's position in the organisational hierarchy is a factor when determining the best influence tactic to apply
D) People with strong expert power would be more successful applying persuasion than any other influence tactic
Q2) How much power does the CEO of a large corporation really have? Identify the potential power bases and contingencies of any CEO with a team of ambitious executives in the background.
Q3) Power is the capacity of a person,team or organisation for:
A) Changing someone's attitude or behaviour
B) Interdependence and perception
C) Influencing others
D) Both changing someone's attitude or behaviour,and influencing others
Q4) Peer pressure typically represents a form of coercive power.
A)True
B)False
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Chapter 11: Conflict and Negotiation in the Workplace
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96 Verified Questions
96 Flashcards
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Sample Questions
Q1) Negotiators tend to be more competitive and less willing to give concessions when their audience directly observes the negotiations.
A)True
B)False
Q2) The conflict-handling style involves a high degree of firm flexibility and trade-offs.
A)True
B)False
Q3) Organisations should eliminate conflicts in order to be more productive.
A)True
B)False
Q4) Arbitration has a high level of process control but a low level of decision control.
A)True
B)False
Q5) Conflicts could result in stronger team cohesion when conflict occurs between the team and an outside source.
A)True
B)False
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Page 13
Chapter 12: Leadership in Organisational Settings
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) Path-goal theory argues that:
A) Leadership is relatively unimportant in organisations
B) Participative leadership is the most effective style of leadership
C) Supportive leadership is best where the employee's job is highly satisfying
D) The most effective leader behaviour depends on the situation
Q2) Which of these statements about leadership is TRUE?
A) Leadership includes the process of influencing others
B) Leadership includes actions that change the work environment so that employees are better able to achieve team or organisational objectives
C) Leadership applies to people in any position in the organisation,not just those in executive positions
D) All of the options listed here are correct
Q3) Cultural values shape the expectations that followers have of their leaders. A)True
B)False
Q4) Define servant leadership and name the theory that advocates this style of leadership.
Q5) List the four main elements of transformational leadership.Briefly discuss transformational leadership in the context of leading versus managing.
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Chapter 13: Organisational Structure
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106 Verified Questions
106 Flashcards
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Sample Questions
Q1) Dividing work into more specialised jobs tends to:
A) Increase training costs
B) Reduce work efficiency
C) Reduce the opportunity to match people with appropriate jobs
D) None of the options listed here is correct
Q2) When work activities are too complex to standardise through extensively training employees,companies need to coordinate work effort through precise job descriptions.
A)True
B)False
Q3) When traditional supervision is used as the coordinating mechanism,it tends to conflict with:
A) Non-routine and complex work
B) Employee autonomy and involvement
C) Clearly defined goals and output measures
D) None of the options listed here is correct
Q4) Briefly explain concurrent engineering with a suitable example.
Q5) An organisation's structure is mainly its organisational chart. A)True B)False
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Chapter 14: Organisational Culture
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) One advantage of countercultures is that they:
A) Rarely exist in real organisations
B) Maintain surveillance and critique over the company's dominant culture
C) Prevent organisations from developing a corporate culture
D) Ensure that corporate mergers occur without any culture clashes
Q2) The building in which employees work:
A) Often reflects the organisation's culture
B) Can potentially influence the organisation's culture
C) Is a possible artefact of organisational culture
D) Reflects,potentially influences,and is a possible artefact of organisational culture
Q3) According to Elizabeth Hunter in the NAB case study,'cultural transformation is seen by all parts of the business as integral to delivering on the organisation's strategy and mitigating' what?
A) Conflicting values
B) Business risk
C) Scandal
D) Stereotypes
Q4) What is bicultural audit? Briefly explain its process.
Q5) What is a corporate cult? How does it undermine organisational effectiveness?
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Chapter 15: Organisational Change
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99 Flashcards
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Sample Questions
Q1) According to force field analysis,organisational change is more likely to occur by:
A) Increasing the driving forces and decreasing the restraining forces
B) Decreasing the process forces and increasing the driving forces
C) Increasing the driving forces and increasing the restraining forces
D) Increasing both the driving forces and the restraining forces
Q2) Suppose that you are an external organisational change consultant who has just received an invitation to work with a medium-sized retail firm.Describe the issues that you need to consider regarding the client-consultant relationship.
Q3) Action research is __________ activity.
A) A coercive
B) A problem-focused
C) An autocratic
D) A parallel organisation
Q4) Organisational diagnosis involves collecting and interpreting data about an ongoing system and feeding this data back to the client.
A)True
B)False
Q5) Differentiate between incremental change and quantum change.
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