1. ………… consists of evaluating the focus and activities of an organization and outlining its mission and values.
a)
Vision b) Mission c) Charter d) Blue-print.
2. Who or which one plays a crucial role in setting the vision?
a) Endogenous factors b) Leader c) Exogenous factors
d) Government.
3. Among the following, there are atleast three different kinds of vision of organisations EXCEPT one.
a) Vision of
performance excellence b) Entrepreneurial vision
c) Self aggrandisement d)
Organisational quality.
4. Rapid growth, profitability, productivity etc may be called as
a) Entrepreneurial vision b) Organisational quality.
c) Self aggrandisement d) Vision of performance excellence
5) Creation or transformation, such as setting up of great enterprise or new industry or brand new market, or becoming a market leader from a position of inconsequence and so on are called
a) Entrepreneurial vision b) Vision of Organisational quality c) Vision of performance excellence d) Self aggrandisement
6. Organisation that wants to be known for its professional management,
or for its innovative spirit, or for its clean image, or for its investment in human resources, or for its concern for the environment may be called
a) Entrepreneurial vision b) Vision of Organisational quality
c) Vision of performance excellence d) Self aggrandisement
7. One of the major determinants of Corporate success is its ability to bring about a perfect match between …………..
a) Attitudes and behaviour at work b) Quality and quantity c) Vision and action d) Antagonism and cooperation
8. An effectively integrated vision and mission with ……,spells organizational success.
a) Employees’ aspirations b) Customers’ demands c) Investors’
expectations d) Culture
9.Whom we call as Dominant personalities in the creation of organizational culture?
a) Founders or top managers b) Union leaders c) Supervisors
d) Middle managers
10. The ability to bring about sustained cultural change devolves on
a) CEOs b) Leaders c) Middle Managers d) Supervisors.
11. Besides having more direct and immediate means of managing culture through rites ……can manipulate cultures through symbols.
a) Founders b) Middle Managers c) Senior leaders d) Supervisors
12. …….. have made a success of themselves from inception in the belief that they have the winning formula.
a) Senior leaders b) Middle Managers c) Supervisors d)Founders
13. All are phases in Schein’s life cycle model of organizational culture change EXCEPT one.
a) Intermediary stage b) Organisational midlife
c) Birth and early growth d) Organisational maturity.
14. During the first phase of ‘birth and growth’, the organization fosters……..
a) Informality b) Cohesion c) Cost consciousness d) Simplicity.
15. Besides being ………, founders are self confident, dominant, articulate, motivate and convinced of righteousness of their beliefs
a) Benevolent b) Liberal c) Charismatic d) Rational
16. Schein speculates that company’s succession issue is one of the two conditions to be met for culture change. Which one is the other?
a) Culture becomes contentious b) Bullish trend in share market
c) Blunt competitive edge d)Company faces economic difficulties
17. Whose culture is highly regarded by employees which leads to adoption of the central beliefs, values and assumptions?
a) Founders b) Stakeholders c) Shareholders d) Customers
18. The statement that ‘most founders have blinkers on’ underscores that they are
a) Forward looking b) Resistant to change c) Amenable to change
d) Customer-centric.
19.All are basic strategies for dealing with organizational culture except one? a) Conforming and deforming b) reforming c) Manipulating d)transforming
20.Strategies are designed to adapt, improve and perpetuate existing constructs of culture
Deforming b) Reforming c)Transforming d) Conforming
21..……….. Strategies mean abandonment or removal of existing constructs.
a) Reforming b) Deforming c) Conforming d) Transforming
22.Which one of the strategies implies a ‘frame-breaking’ departure from one set of constructs and arrival into another?
a) Reforming b) Transforming c) Conforming d) Deforming
23. ……….. is employed to prevent or subvert existing constructs.
a) Transforming b) Reforming c) Deforming d) Conforming
24. Realisation on the part of an organization that its normal recipes for success cease to work is indicative of a situation of ………..
a) Cultural maladjustment b) Lack of cultural identity c) Cultural vacuum. d) Cultural stagnation
25. A situation where or when an organization suffers cultural myopia unable to identify alternatives
a) Cultural stagnation b)Cultural maladjustment c) Anomie
d) Cultural vacuum.
26. Compulsive and repetitive organizational behaviour leading to a vicious circle of deteriorating performance is indicative of ……..
a) Cultural vacillation b) Cultural stagnation c) Cultural maladjustment d) Anomie.
27. Increased amounts of time, resources and efforts spent on structural reorganization is symptomatic of …………….
a)) Cultural maladjustment b) Cultural vacillation c) Cultural stagnation d) Anomie.
28. Normative systems model is developed by ……….
a) Paul Bate b)Mangham c) Allen and Kraft d) Silverzweig and Allen
29. ……….. refers to culture comprising of a set of expected behaviours generally supported by people in the organisation.
a) Normative systems model b) Contingency Model c) Axiomatic model d) Static versus dynamic model.
30.…….. determines actions that produce an optimal solutions.
a) Contingency Model b) Normative model c) Axiomatic model
d) Static versus dynamic model.