Lesson 3.10.2

3.10.2 Managing organisational culture Quiz: AQA Business, Unit 10

20 questions

Written by Revision Ninja · Last reviewed 11 October 2026

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Lesson 3.10.2, Managing organisational culture: 20 multiple choice questions for the AQA Business (7132), Unit 10: Managing strategic change, written with Revision Ninja.

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The 20 questions

  1. What is organisational culture?

    • The physical layout of a business's offices and factories across its various sites and regions
    • The legal framework that governs the registration and reporting of a company in its home country
    • The set of financial controls that a business uses to monitor its spending on each department each year
    • The shared values, beliefs and norms that shape how people in an organisation think and behave

  2. In Handy's typology, what characterises a power culture?

    • Individuals dominate, and the organisation exists mainly to serve the needs of its specialist professionals
    • Teams work on tasks and projects, with expertise and collaboration valued above formal status
    • Power is concentrated in a central figure or small group, with control exercised through a web of influence
    • Roles are defined by rules and procedures, and decisions follow a formal hierarchy with clear job descriptions

  3. In Handy's typology, what characterises a role culture?

    • The organisation exists mainly to serve the individual needs and ambitions of its specialist members
    • Power is concentrated in a central figure who makes most decisions quickly through personal influence
    • Work is organised through defined roles, procedures and a formal hierarchy, which suits stable conditions
    • Teams are formed around projects, with a focus on solving problems through collaboration and shared expertise

  4. In Handy's typology, what characterises a task culture?

    • Teams are formed around tasks and projects, and expertise is valued over formal position
    • Power is concentrated in a few individuals and decisions are made through personal influence and close control
    • The organisation exists to serve its individual members, who are mainly highly qualified specialists
    • Rules and procedures govern every activity, with clear job descriptions for each role in the hierarchy

  5. In Handy's typology, what characterises a person culture?

    • The individual is central, and the organisation exists mainly to serve the needs of its specialist members
    • Teams are created to complete tasks, with the members of each team changed regularly by senior management
    • Roles and procedures are strictly defined, and the organisation operates through a formal chain of command
    • Power is concentrated in a central figure who sets all priorities and monitors the work of every member

  6. Which factor is most likely to influence an organisation's culture?

    • The temperature of the office in which the business is located during the winter period each year
    • The values and style of its founder or leadership team
    • The number of staff who work in the car park adjacent to the head office building each morning
    • The colour of the company's logo, which determines how staff think about the firm each day

  7. Which of these is an influence on organisational culture?

    • Ownership structure, such as a family business compared with a plc with many shareholders
    • The colour of the uniforms worn by staff in the business's customer-facing roles during their shifts
    • The price of the company's shares on the stock exchange on a particular day in the financial calendar
    • The number of pages in the annual report published by the business each year for its shareholders

  8. Which is a reason an organisation might seek to change its culture?

    • To make the business's accounts easier to prepare for the annual audit by the external auditors each year
    • To guarantee that no change ever happens again in the business, so that all staff can settle into their roles
    • To support a new strategy that requires different behaviours, such as innovation or customer focus
    • To reduce the number of staff who must attend meetings each week, so that time can be spent on other tasks

  9. What is a problem of changing organisational culture?

    • Cultures can be changed overnight by a single memo from the chief executive, with no resistance at all
    • Cultures are deeply embedded and can take a long time to change, while staff may resist the new values
    • Culture changes automatically when a business grows, so managers never need to plan for any change
    • Culture has no effect on behaviour, so changing it has no impact on the performance of the business

  10. A law firm is made up of senior partners who are specialist experts and who expect to be left to work independently. Which culture does this best describe?

    • Task culture
    • Role culture
    • Person culture
    • Power culture

  11. A family-owned business where the founder takes all key decisions personally has which culture?

    • Person culture
    • Role culture
    • Task culture
    • Power culture

  12. A bank with detailed procedures, clear job descriptions and a formal chain of command has which culture?

    • Person culture
    • Power culture
    • Task culture
    • Role culture

  13. A firm forms cross-functional teams for each new product, disbanding them when each project ends. Which culture is this?

    • Task culture
    • Power culture
    • Role culture
    • Person culture

  14. Evaluate the difficulty of changing organisational culture to support a new strategy.

    • Culture changes itself without any management action, so managers need take no steps to influence it
    • Culture is irrelevant to strategy, so changing it is never necessary when a business adopts a new direction
    • Culture can be changed in a single week by issuing a new mission statement, which is always sufficient on its own
    • Culture is shaped by long-standing habits and beliefs, so change requires sustained leadership, communication and consistent reinforcement

  15. Why does organisational culture matter to strategic success?

    • It is determined by the legal form of the business, so managers cannot influence it through their actions
    • It has no effect on strategy, because strategy is set entirely by the finance department without regard to people
    • It shapes how people behave, make decisions and respond to change, which affects how a strategy is delivered
    • It only affects the social life of staff, so it has no bearing on the business's commercial performance at all

  16. Which culture is most likely to suit a fast-changing industry that relies on project teams?

    • Role culture
    • Person culture in which individuals work alone with no collaboration
    • Power culture with a single decision maker controlling every choice
    • Task culture

  17. A business wants to shift from a role culture to one that is more innovative. What is the most important leadership action?

    • Remove all communication between departments so that staff focus only on their own tasks each day
    • Increase the number of rules and procedures so that staff have clearer guidance on every task they perform
    • Hire only staff who have worked in the same role culture for many years, to keep the status quo
    • Encourage experimentation and reward new ideas, while adapting structures and processes to support them

  18. Evaluate the claim that a strong organisational culture always improves performance.

    • A strong culture always improves performance because every employee shares the same values in every situation
    • A strong culture can align behaviour, but if it resists needed change or the strategy, it can harm performance
    • A strong culture always harms performance because employees are never able to agree on how to do their jobs
    • A strong culture has no effect on performance, because culture is only a matter of decoration and branding

  19. Which of these is an influence on organisational culture that comes from outside the business?

    • The personal preferences of the chief executive for particular office furniture and layout in the building
    • The number of staff who choose to park in the car park adjacent to the head office each morning
    • The quarterly budget that the finance department prepares for each division of the business each year
    • National culture, which shapes the values and expectations that employees bring to the workplace

  20. A business with a power culture grows rapidly and struggles to delegate. What is the most likely consequence?

    • The culture changes automatically to a task culture, so no problems arise for the firm's management
    • Roles become clearer and more formal because the firm has adopted a role culture with full written procedures
    • Decision-making bottlenecks develop because too many decisions still depend on one person
    • Decision making becomes faster and more informal because every employee can now take decisions in any area

All AQA Business quizzes