LDR 302S Organizational Culture – Higher Education Leadership Curriculum – 2026/2027

LDR 302S Organizational Culture – Higher Education Leadership Curriculum –
2026/2027


Section 1: Foundations of Organizational Culture (Questions 1-20)


Question 1:
A new Dean of Students notices that faculty members consistently prioritize their
research over undergraduate advising, despite the university's stated mission of
"student-centered learning." According to Edgar Schein's model, this faculty
behavior represents which level of organizational culture?
A. Basic Underlying Assumptions
B. Espoused Values
C. Artifacts
D. Enacted Values
E. Organizational Climate

Correct Answer: D
Rationale: In Schein's model, Enacted Values are the actual behaviors and
norms demonstrated in the organization, as opposed to Espoused Values (what
the organization says it values). The faculty actually prioritize research over
advising, even though the university says it is "student-centered." Artifacts (C) are
visible structures, and Basic Underlying Assumptions (A) are unconscious, taken-
for-granted beliefs.


Question 2:
A university president articulates a new vision for "interdisciplinary
collaboration." However, budget allocations continue to heavily favor individual
departmental silos. This disconnect most clearly illustrates a conflict between:
A. Artifacts and Espoused Values
B. Espoused Values and Basic Underlying Assumptions
C. Artifacts and Basic Underlying Assumptions

,D. Organizational Climate and Culture
E. Strategy and Structure

Correct Answer: B
Rationale: The president espouses a value of collaboration. However, budget
allocations (which reflect deep-seated priorities) reveal a different underlying
belief—that individual departmental silos are more important. This is a classic
conflict between what is said (Espoused Values) and what is unconsciously
believed (Basic Underlying Assumptions).


Question 3:
An institution's "culture of shared governance" is often cited in its marketing
materials. However, in practice, the Board of Trustees frequently overrides faculty
senate decisions. Which level of Schein's model is most directly challenged by this
practice?
A. Artifacts (e.g., the org chart)
B. Espoused Values (e.g., the mission statement)
C. Basic Underlying Assumptions (e.g., "the Board has ultimate power")
D. Organizational Strategy (e.g., the strategic plan)
E. Observable Behaviors (e.g., faculty meeting attendance)

Correct Answer: C
Rationale: The public statement about shared governance is an Espoused
Value (B). However, when the Board repeatedly overrides the senate, it reveals a
deeper, taken-for-granted truth (Basic Underlying Assumption) about where
power really lies. The unconscious belief is "the Board has ultimate control,"
making C the most fundamental answer.


Question 4:
A department chair notices that the physical layout of the office has been
changed from private offices to an open-plan workspace to encourage
collaboration. This physical layout is considered a(n):

,A. Espoused Value
B. Basic Assumption
C. Artifact
D. Climate Indicator
E. Cultural Norm

Correct Answer: C
Rationale: Artifacts are the visible, tangible, and audible elements of
culture—the physical layout, dress code, architecture, and observable rituals. The
physical workspace is a surface-level manifestation of the culture's attempt to
encourage collaboration.


Question 5 (SATA):
Which of the following are considered "artifacts" of organizational culture in a
university setting? (Select all that apply)
A. The university's official mascot and logo.
B. The physical architecture of the library.
C. The annual "Faculty and Staff Service Awards" ceremony.
D. The deeply held belief that "academic freedom is absolute."
E. The way the president responds to a faculty question during a town hall.
F. The informal nickname for the bursar's office ("The Black Hole").

Correct Answers: A, B, C, E, F
Rationale: Artifacts are visible and observable
phenomena. A (Logo), B (Architecture), C (Ceremony), E (Observable behavior),
and F (Informal nickname) are all visible or tangible elements of culture. D (Deeply
held belief) is a Basic Underlying Assumption, which is invisible and unconscious,
not an artifact.


Question 6:
The concept of a "strong culture" in an organization is characterized by:
A. A rigid hierarchy and strict adherence to rules.
B. High levels of employee satisfaction regardless of performance.

, C. Intense agreement on organizational values and behavioral norms.
D. A focus on external adaptation over internal integration.
E. A decentralized leadership structure.

Correct Answer: C
Rationale: A "strong culture" is defined by high levels of consensus and
intensity among members regarding the organization's core values and expected
behaviors. This does not necessarily mean high satisfaction (B) or a rigid hierarchy
(A).


Question 7:
A university is struggling to implement a new student information system. The
project fails not because of technical issues, but because faculty and staff resist
changing their established workflows. This resistance is most likely rooted in
which level of culture?
A. Artifacts, which were not properly updated.
B. Espoused Values, which were not aligned with the new system.
C. Basic Underlying Assumptions about how work "should" be done.
D. A poor organizational climate.
E. A lack of external funding.

Correct Answer: C
Rationale: Resistance to changing established workflows is rooted in
unconscious, taken-for-granted beliefs about the correct way to perform work.
These are the deepest level of culture (Basic Underlying Assumptions) and are
the hardest to change. The technical failure is secondary to this cultural barrier.


Question 8 (SATA):
According to Edgar Schein, the primary functions of organizational culture are:
(Select all that apply)
A. External adaptation.
B. Maximizing shareholder value.
C. Internal integration.