27 exam-style questions on Organizational (corporate) culture — topic 2.5 of Human resource management in the IB Business Management syllabus — with answers and explanations. Samples below; the full set is free with an account.
Which of Handy's cultures is bureaucratic, built on clear rules, procedures and job descriptions within a hierarchy?
Answer: Role culture
A role culture (often drawn as a Greek temple) relies on defined roles and rules. It is stable and predictable but can be slow to adapt to change.
In Lewin's force-field analysis, which action is most likely to help implement a change successfully?
Answer: Reducing the restraining forces
Lewin argued it is usually more effective to weaken restraining forces (e.g. through training and communication) than simply to add pressure via driving forces, which can raise tension.
Which of the following is the strongest indicator of a positive organisational culture?
Answer: Employees who share the organisation's values and norms
A positive culture is reflected in employees internalising shared values and behaving consistently with organisational norms, which supports motivation and cohesion.
In Charles Handy's classification of organisational culture, which type is structured around teams formed to complete specific projects, drawing on expertise?
Answer: Task culture
Task culture is team- and project-based, matching expertise to the job. Power culture centres on a few individuals; role culture is bureaucratic; person culture serves the individuals within it.
Which of Handy's cultures exists mainly to serve the interests of the individuals within it, such as a group of lawyers or consultants sharing office space?
Answer: Person culture
In a person culture the organisation exists to serve the individuals in it, common among professionals like doctors, lawyers or consultants who share resources but work largely independently.
Which of the following best describes an 'organisational culture clash'?
Answer: When merging organisations have conflicting values and norms
A culture clash typically arises after a merger or acquisition when the differing values, norms and ways of working of the two organisations are incompatible, causing tension and inefficiency.
That was 6 of 27 Organizational (corporate) culture questions.
Practise all 27 freeCompleteAO4 · 2–4 marks
Fill in what is missing in the table, diagram or calculation — check every blank.
OutlineAO1 · 2 marks
A brief account or summary: the main points in two or three sentences, no evaluation.
ExplainAO2 · 4–6 marks
Give reasons or causes: say what happens AND why, linking each step with 'because' or 'so that'.
27 Organizational (corporate) culture questions — free with an account. Spaced repetition, streaks and full exam simulations included.
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