Chapter 8 Learn Smart

Which of the following is the best description of rites and rituals?

The activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in the life of an organization.

When he was hired, the human resource director told Connor that nurturing strong employee confidence was a high priority. Six months into his job, Connor feels like he doesn't get any direction for his job and wants to quit. This demonstrates that nurturing employee confidence idea was not a (blank) value in the company.

When he was hired, the human resource director told Connor that nurturing strong employee confidence was a high priority. Six months into his job, Connor feels like he doesn't get any direction for his job and wants to quit. This demonstrates that nurturing employee confidence idea was not a (enacted) value in the company.

By instituting merit based payments decided by coworkers' votes for who contributed the most to the company's success, Triage Consulting Group is using what mechanism of organization change>

bonuses

Joen works at an organization where he supervises three people in the department. The important decisions are made by the company president. What type of authority is it?

centralized

True of false: Organizations with an adhocracy culture are the most likely to deliver higher customer satisfaction and market share.

false

(blank) refers to the rights inherent in a managerial position to make decisions, give orders, and utilize resources.

(Auhtoirty) refers to the rights inherent in a managerial position to make decisions, give orders, and utilize resources.

(blank) embed preferred culture by describing organizational philosophy, mission, vision, and values.

(Formal statements) embed preferred culture by describing organizational philosophy, mission, vision, and values.

(blank) managers have decision-making authority and usually have people reporting to them, whereas (blank) positions provide advice, recommendation and research.

(Line) managers have decision-making authority and usually have people reporting to them, whereas (staff) positions provide advice, recommendation and research.

A clan culture has which of the following characteristics?

+ A family-type organization + Strives to encourage cohesion through consensus and job satisfaction + encourages collaboration among employees -NOT profits take precedence over employee development and satisfaction, structured work environment aimed at effectiveness and efficiency

Which of the following is characteristic of a highly-integrated organization?

+ a formal chain of command + frequent communication + specialists working toward a common goal + use of cross-functional teams + standardized rules and procedures -NOT impulse toward dispersal

Identify the four types of organizational cultures.

+ clan + adhocracy + market + hierarchy -NOT supportive, strategic

In an organic organization, which of the following occur?

+ decentralized hierarchy of authority + few rules and procedures + shared tasks + informal communication + many teams or task forces + flatter structure, wider span of control -NOT specialized tasks, centralized hierarchy of authority

Which of the following are characteristics of decentralized authority?

+ important decisions are made by the supervisory level managers + important decisons are made by middle level managers + authority is delegated throughout the organization. -NOT authority is concentrated at the top levels of the organization.

Which of the following would be considered part of an organization's artifacts?

+ rituals + decorations + awards + visible behaviors -NOT values

Which of the following are among the twelve mechanisms available to create change in the culture of an organization?

+ slogans and sayings + formal statements + organizational systems and procedures + rewards, titles, promotions, and bonuses -NOT market hierarchy, adhocracy and risk taking

Which of the following describes an organic organization?

Few rules and procedures

If important decisions are made by middle-level and supervisory-level managers and power is delegated throughout the organization, the organization has (blank) authority.

If important decisions are made by middle-level and supervisory-level managers and power is delegated throughout the organization, the organization has (decentralized) authority.

In a (blank) design, teams are used to improve collaboration and work within an organization by breaking down internal barriers.

In a (blank) design, teams are used to improve collaboration and work within an organization by breaking down internal barriers. In a horizontal design, also called a team-based design, teams or workgroups, either temporary or permanent, are used to improve collaboration and work on shared tasks by breaking down internal boundaries

In terms of organizational culture, a (blank) is an artifact, act, quality, or event that conveys meaning to others.

In terms of organizational culture, a (symbol) is an artifact, act, quality, or event that conveys meaning to others.

In the common elements of organizations, the common purpose is realized through (blank), which enables the efforts of individuals to combine in an organization-wide effort.

In the common elements of organizations, the common purpose is realized through (coordinated effort), which enables the efforts of individuals to combine in an organization-wide effort. The common purpose is realized through coordinated effort, the coordination of individual efforts into a group or organizationwide effort.

In the manufacturing plant that Devon works at, there are fifteen different work stations that make individual parts. These parts are then forwarded to four additional stations for final production. Devon's manufacturing plant demonstrates (blank).

In the manufacturing plant that Devon works at, there are fifteen different work stations that make individual parts. These parts are then forwarded to four additional stations for final production. Devon's manufacturing plant demonstrates (division of labor)

Jan works for a personal-care distributor and her company has separate production facilities for everything from soap to shampoo. The environment at Jan's company represents (blank) (differentiation/integration).

Jan works for a personal-care distributor and her company has separate production facilities for everything from soap to shampoo. The environment at Jan's company represents (differentiation).

Jose owns his own consulting business. There are only five employees so the organization has a flat hierarchy and Jose retains full authority. This is an example of (blank) structure.

Jose owns his own consulting business. There are only five employees so the organization has a flat hierarchy and Jose retains full authority. This is an example of (simple) structure. An organization with a simple structure has authority centralized in a single person, a flat hierarchy, few rules, and low work specialization.

Joseph Greymorning wants his company to practice sustainable practices, give everyone a say in decision making, and it is also important to him that any of his 2,000 employees can reach him to discuss issues. These consideration deal with the companies organizational culture and organizational (blank).

Joseph Greymorning wants his company to practice sustainable practices, give everyone a say in decision making, and it is also important to him that any of his 2,000 employees can reach him to discuss issues. These consideration deal with the companies organizational culture and organizational (structure).

The chain of command is also referred to as the organization's (blank) hierarchy of authority.

The chain of command is also referred to as the organization's (vertical) hierarchy of authority

The extent to which your personality and values match the climate and culture in an organization is referred to as the (blank).

The extent to which your personality and values match the climate and culture in an organization is referred to as the (person-organization fit).

The part of an organizational chart the shows different jobs or work assignments is called (blank).

The part of an organizational chart the shows different jobs or work assignments is called (horizontal specialization).

The process by which people learn the values, norms, and required behaviors that permit them to participate as members of an organization is known as organization (blank).

The process by which people learn the values, norms, and required behaviors that permit them to participate as members of an organization is known as organization (socialization).

The process of fitting the organization to its environment is referred to as (blank) design.

The process of fitting the organization to its environment is referred to as (contingency) design.

The type of organizational culture that has an internal focus and values stability and control over flexibility is a (blank) culture.

The type of organizational culture that has an internal focus and values stability and control over flexibility is a (hierarchy) culture.

Trina knew her company would have to be creative and quickly respond to the demand for GPS in very rental car if they wanted to keep ahead of the competition. She wants to use innovation to enhance er company's growth. This exemplifies an (blank) culture.

Trina knew her company would have to be creative and quickly respond to the demand for GPS in very rental car if they wanted to keep ahead of the competition. She wants to use innovation to enhance er company's growth. This exemplifies an (adhocracy) culture.

When a nonprofit educational institution groups people by work specialty such as Faculty or Asministration, this is called a (blank) structure.

When a nonprofit educational institution groups people by work specialty such as Faculty or Asministration, this is called a (functional) structure. In a functional structure, people with similar occupational specialties are put together in formal groups.

When an organization has a central core of key functions and outsources others to verndors who can do them cheaper and faster, the organization is said to have a (blank) structure.

When an organization has a central core of key functions and outsources others to verndors who can do them cheaper and faster, the organization is said to have a (hollow) structure. In the hollow structure, often called the network structure, the organization has a central core of key functions and outsources other functions to vendors who can do them cheaper or faster.

As the owner of a mid-size tennis equipment company, Nora believes it is vital for each employee to have a progress metric so they can be held accountable for their work. Prior to her implementing this idea, employees would argue with management about their work levels. Which mechanism to accomplish culture change does this best describe?

measurable and controllable activities

Will works for a sewing machine manufacturing company. Outside suppliers make all of the parts of the sewing machine and his company puts the final product together. What type of boundaryless structure does this represent?

modular In a modular structure, a firm assembles product chunks, or modules, provided by outside contractors.

In Chester Barnard's classic definition, a system of consciously coordinated activities or forces of two or more people is known as an

organization

Facebook has largely eliminated cubicles and adopted open-space seating to achieve a team0oriented culture. This move is best described as which of the following mechanisms to accomplish culture change?

physical design

Employees at Charlie's Cable Company never used to know workers in other departments but now they meet every Friday afternoon i the break room to celebrate their accomplishments for the week. Which mechanism to accomplish culture change does this BEST describe?

rites and rituals

The CEO's speech focused on how the organization was created to fulfill needs in the community. This sis an example of a (blank) used to transmit culture.

story

A (blank) organization is a fluid, highly adaptive organizatoin whose members are linked by information technology and collaborate on common tasks.

A (boundaryless) organization is a fluid, highly adaptive organizatoin whose members are linked by information technology and collaborate on common tasks. a boundaryless organization is a fluid, highly adaptive organization whose members, linked by information technology, come together to collaborate on common tasks. The collaborators may include not only coworkers but also suppliers, customers, and even competitors.

A (blank) organization is defined as one with an organizational structure with few or no levels of middle management between top managers and those reporting to them.

A (flat) organization is defined as one with an organizational structure with few or no levels of middle management between top managers and those reporting to them

A box-and-lines illustration showing the formal lines of authority and the organization's work specializations is called a (blank) chart.

A box-and-lines illustration showing the formal lines of authority and the organization's work specializations is called a (organization) chart.

A control mechanism for making sure teh right people do the right things at the right time is called hierarchy of authority or (blank).

A control mechanism for making sure teh right people do the right things at the right time is called hierarchy of authority or (chain of command).

A system of shared beliefs and values that develops within an organization and guides the behavior of its members is called organizational (blank).

A system of shared beliefs and values that develops within an organization and guides the behavior of its members is called organizational (culture).

An organization where authority is centralized, tasks and rules are clearly specified, and employees are closely supervised is called (blank).

An organization where authority is centralized, tasks and rules are clearly specified, and employees are closely supervised is called (mechanistic)

An organization whose members are geographically apart, usually working with e-mail and other forms of information technology, while often appearing to customers and others to be a single, unified organization with a real physical location is using a (blank).

An organization whose members are geographically apart, usually working with e-mail and other forms of information technology, while often appearing to customers and others to be a single, unified organization with a real physical location is using a (virtual structure). virtual structure: an organization whose members are geographically apart, usually working with e-mail, and other forms of information technology yet which generally appears to customers as a single, unified organization with a real physical location

An organization with many levels and narrow spans, meaning managers have few people reporting to them are referred to as (blank) organizations.

An organization with many levels and narrow spans, meaning managers have few people reporting to them are referred to as (tall) organizations. The span of control, or span of management, refers to the number of people reporting directly to a given manager. There are two kinds of spans of control, narrow (or tall) and wide (or flat).

An organizational (blank) is someone whose accomplishments embody the values of the organization and whose accomplishments are put forth to motivate other employees to do the right thing.

An organizational (hero) is someone whose accomplishments embody the values of the organization and whose accomplishments are put forth to motivate other employees to do the right thing.

An organizational structure that combines functional and divisional chains of commans in a grid so that there are both horizontal and vertical structures is known as a (blank) structure.

An organizational structure that combines functional and divisional chains of commans in a grid so that there are both horizontal and vertical structures is known as a (matrix) structure. In a matrix structure, an organization combines functional and divisional chains of command in a grid so that there are two command structures—vertical and horizontal.

As the director of operations, Ben has four executives who report to him. Those executives have six managers who report to them and those managers oversee about 20 employees each. This formal system of reporting relationships is an example of (blank).

As the director of operations, Ben has four executives who report to him. Those executives have six managers who report to them and those managers oversee about 20 employees each. This formal system of reporting relationships is an example of (organizational structure).

Trisha owns a small sweater production facility. For each sweater they sell, they provide one at no cost to a child in need. Her ten employees understand taht whie their job is to make sweaters, their reason for being is to supply sweaters to children in need. What common element does this demonstrate?

Common purpose; The common purpose unifies employees or members and gives everyone an understanding of the organization's reason for being.

Core beliefs that employees have about their organization, that are part of a company's culture and are difficult to change are referred to as (blank).

Core beliefs that employees have about their organization, that are part of a company's culture and are difficult to change are referred to as (basic assumptions).

Liam is frustrated at work. He not only has to report to his supervisor, Noree, but he also has to report to her manager because Noreen works at home three days each week. Liam would prefer to report to just one person. He would like a company that stresses (blank).

Liam is frustrated at work. He not only has to report to his supervisor, Noree, but he also has to report to her manager because Noreen works at home three days each week. Liam would prefer to report to just one person. He would like a company that stresses (unity of command).

One method of changing organizational culture is to provide structured (blank) as an in-depth introduction to organizational values.

One method of changing organizational culture is to provide structured (training) as an in-depth introduction to organizational values.

Organizational designs can be categorized in three basic types: (blank) designs, horizontal designs, and designs that open boundaries between organizations.

Organizational designs can be categorized in three basic types: (traditional) designs, horizontal designs, and designs that open boundaries between organizations.

Philosophies, beliefs and norms that are explicitly stated by the organization reflects its (blank) values.

Philosophies, beliefs and norms that are explicitly stated by the organization reflects its (espoused) values.

Carson places brake lights into cars on an assembly line. If there are any problems with the installation of the lights, superiors place fault on Carson. His obligation to make sure this task is done properly is an example of:

Responsibility

Susan's company is very customer-service oriented. The culture is focused on the external environment and driven by competition and a strong desire to deliver results. She has been rewarded for her hard work and attentiveness to customers' needs with numerous promotions. This is an example of a (blank) culture.

Susan's company is very customer-service oriented. The culture is focused on the external environment and driven by competition and a strong desire to deliver results. She has been rewarded for her hard work and attentiveness to customers' needs with numerous promotions. This is an example of a (market) culture.