Chapter 3: Communicating the Corporate Culture   1: The underlying belief and value structure of an organization collectively shared by the employees that is symbolically expressed in a variety of ways best defines corporate a. culture b. coordination c. coorientation d. regulatory environment   2: Research does not reveal that companies that live by their stated values derive any positive financial impact on their sales or profits. a. true b. false   3: What is a possible consequence of culture? a. Culture influences how a company analyzes and solves problems. b. Culture impacts how a company will respond to change. c. Culture impacts employee motivation. d. all of the above   4: The "upside down" organizational chart of Imperial, Inc. presented in the chapter reveals a. A highly centralized, top-down organization b. A strong customer orientation c. An emphasis on creating a family atmosphere in the company d. All of the above   5: Your author suggests that cultural statements should be very general, such as "We are in the business of serving customers". a. true b. false   6: The company should develop symbolic reminders of its core values to reinforce and act as continual reminders of what the organization stands for. a. true b. false   7: For an effective organizational culture, the author recommends managing conflict through the hierarchy, rather than through the values. a. true b. false   8: For most companies, there is very little difference between their stated and actual culture. a. true b. false   9: Your author suggests that most mergers and acquisitions fail to live up to their promise because of the difficulty employees have in assimilating different cultures. a. true b. false   10: The wise manager uses stories to regularly illustrate the core values. a. true b. false