False

B

The most powerful indicators of the organization's culture are what managers and teams pay attention to,measure,and control;the ways in which managers react to critical incidents and organizational crises;managerial and team role modeling,teaching,and coaching;criteria for allocating rewards and status;criteria for recruitment,selection,promotion,and removal from the organization;and organizational rites,ceremonies,and stories.What managers and teams pay attention to signals to employees about what is important and expected of them.The handling of crises and major incidents by managers and employees can either reinforce the existing culture or bring out new values and norms that change the culture in some way.How managers role model,teach and coach communicate aspects of an organization's culture to employees.What is emphasized in training and day-to-day behavior helps create and maintain culture.Employees also learn about an organization's culture through its reward system.The rewards and punishments attached to various behaviors convey to employees the priorities and values of both individual managers and the organization.The organization's status system (corner offices,parking spaces,etc. )also maintains certain aspects of its culture.The criteria used to determine who is assigned to specific jobs or positions,who gets raises and promotions and why,who is removed from the organization by firing or early retirement,and so on,reinforce and demonstrate basic aspects of an organization's culture.These criteria become known throughout the organization and can maintain or change an existing culture.Organizational ceremonies and rites of passage,degradation,enhancement,and integration sustain organizational culture.Organizational stories express many of the underlying beliefs and values of an organization's culture.These stories transmit the existing culture from old to new employees and emphasize important aspects of that culture.

D

False

A