True and false
. Companies cannot manage the careers of executives in order to create a continuous stream of leaders from inside the organization capable of implementing change.
false
. If employees are committed to their organization, emotionally they are less likely to engage in required behavioral changes because they are happy with the status quo
false
33. Maintaining centralized decision making is suggested during a period change.
false
34. Reporting structures are components of informal design elements.
false
36. The most effective way to change organizational design is one piece at a time.
false
As organizations move beyond the small, start-up stage, they are likely to adopt a simple divisional structure.
false
Autonomy refers to the degree to which the performance of the task has a substantial impact on outcomes that are deemed important to employees, to the organization and/or to society as a whole.
false
By treating the challenge of going green as a transactional challenge, organizations will be better positioned to meet the goals of the triple bottom line.
false
Cisco CEO, John Chambers was NOT committed to building collaboration as a way of keeping his company agile and responsive to a rapidly shifting competitive and technological environment. This explains why their change initiative was unsuccessful.
false
Communication channels, especially upward and downward, support new behaviors and help ensure that leaders will learn from employees at all levels about the effectiveness of their efforts.
false
Corporate sustainability does NOT necessarily involve voluntary efforts on the part of organizations.
false
Decentralization enables different functions, departments and units in an organization to develop their own responses to their particular goals and unique competitive environments.
false
Differentiation is not necessary to implement strategic renewal and achieve outstanding performance
false
Effective change implementation separates the two aspects of design, targeting formal design before seeking to alter informal design.
false
Effective leaders need to take specific steps to ensure that communications move both upward and downward, and is best they simply response to all questions, fully and completely.
false
Functional silos are characteristic features of functional structures but do not exist in divisional structures.
false
Functional structure refers to a way of reinforcing behaviors that respond to the marketplace. All activities associated with a particular product or family of products are brought together in a divisional unit.
false
Functional structures facilitate integration across functional units but make the development of technical skills and expert knowledge on the part of employees difficult to achieve.
false
Government regulations are the main motivation for going green in the United States and Europe.
false
In behaviorally anchored interviews, applicants are asked to demonstrate job behaviors.
false
In selecting a pilot project, organizational leaders should focus on units where resistance to change is highest.
false
Integration is the degree to which different functions are allowed to develop their own response to the environment
false
Leaders must choose between a functional orientation on technical efficiencies or a focus on marketplace responsiveness
false
Leaders opt for a divisional structure in order to reinforce a strategy that emphasizes efficiencies and depth of technical know-how and experience
false
Leaders should work through coalitions and leverage their hierarchical authority
false
Most jobs can be individually isolated and precisely measured without taking into account complex interdependencies.
false
On-the-job experience is less useful than behavioral and cognitive training in developing new skills among executives.
false
Organizational culture does little to help embed a green mindset and shape employee behaviors.
false
Pilot projects should be implemented in units where the change is most likely to be successfu
false
Stretch goals are designed to urge workers to go beyond their normal job descriptions and expand their areas of expertise, even if short-term performance is sacrificed.
false
Strong, demanding leaders are the most effective at leading change.
false
Sustainability becomes fully integrated into a company's business strategy in the managerial stage of responsiveness to issues of sustainability.
false
The biggest advantages of formal appraisal are validity and accuracy
false
The exercise of power is the same as leadership.
false
The second component of the change effort and training programs is a knowledge component: an awareness of the forces demanding strategic renewal and change and the options available to the organization in response to those forces.
false
To be effective, green visions embed and connect the firm's commitment to sustainability with its business mission; that way, going green is seen as tactical and NOT strategic.
false
Traditional mechanistic control tools can create unpredictability and nonstandardization but can undermine creativity, flexibility and collaboration
false
When company representatives promote wider efforts on behalf of sustainability they are said to be in the strategic stage of responsiveness to issues of sustainability.
false
When it comes to going green, most organizations follow a predictable path, starting with vision and compliance before becoming managerial, strategic, and civil.
false
When supervisors seek to clone themselves, the effect is damaging for the employees, not for the organization.
false
In all organizations, the efforts of employees need to be focused on one important issue: the functional or technical tasks required to achieve the desired outcomes of the organization.
fasle
"Buying" involves injecting the organization with new employees who possess the desired set of competencies.
true
"Greenwashing" is a public relations effort that does not involve organizational transformation
true
. New behaviors acquired during experiential training will fade out unless the work environment to which participants return supports new behaviors and participants understand and accept the fact that outstanding performance will require those behaviors
true
A "making" approach to human resource development implies developing the needed new set of competencies and behaviors in current employees. It assumes that employees are both capable of and motivated to acquire and utilize new skills and engage in new behaviors.
true
A sustainability balanced scorecard can help an organization measure its performance on the triple bottom line.
true
Another divisional option, particularly for multinationals, is to adopt a geographically focused structure
true
Approximately 90% of Fortune 500 companies use some form of 360-degree feedback.
true
Autonomy places decision‐making authority in the hands of employees who are best able to respond, and respond quickly, to a dynamic environment.
true
Bonuses based on the overall performance of the organization make a symbolic statement recognizing the shared purpose and responsibility of all employees and organizational units.
true
Compensation and measurement are components of formal design elements
true
Cross-functional teams can be used to achieve linkages across the various and interdependent activities of an organization's value chain.
true
Early diagnostic efforts will need to include not just the company itself, but also its supply chain partners.
true
Effective change efforts are built on a drive to achieve outstanding performance.
true
Effective leaders communicate downward to make sure employees at all levels understand in a clear and consistent way the purpose and direction of the firm
true
Formal leaders may exert a powerful influence over followers without exercising effective leadership.
true
Given a combination of experience, training, and circumstances, a wide array of individuals can be effective leaders.
true
Going green starts with a visionary statement from top leadership
true
High employee commitment can improve organizational performance by enhancing productivity, creativity, collaboration and the willingness to change
true
High integration enables the organization to achieve efficient operations among different functions, departments, and units.
true
Horizontally linked structures focus employees on the interrelated activities of the value chain.
true
In order to develop required human resource competencies, organizational leaders need to align the selection, training, development, and removal of employees with the behavioral requirements of the desired change.
true
Inadequate attention to leadership development can ruin a company, even an industry.
true
Informal design changes associated with going green start with building high levels of collaboration
true
Integration refers to the required level of coordination across differentiated functions, units and divisions.
true
Knowledge possessed by employees at lower hierarchical levels puts them in an excellent position to understand the degree to which the change goals articulated and pursued by upper management are both being implemented and achieving the desired results
true
Leaders call on functional structures to focus both individuals and units on their contribution to the organization's tasks.
true
Matrix structures help support dual focus—on technical expertise and marketplace responsiveness—but will only be successful in organizations that can manage ambiguity, tension and conflict effectively
true
New technologies can be introduced as a way to support desired behavioral changes.
true
One of the most frequently mentioned performance advantages of going green is the impetus it provides for innovation.
true
Organizational structure refers to the formal manner in which employees are subdivided into units an
true
Organizational structures are a way to focus the activities of employees.
true
Organizations operating in a complex and dynamic competitive environment will have to develop increasingly sophisticated mechanisms for integration to match the requirement for high differentiation.
true
Particularly in situations of strategic renewal and change, formal leaders need to learn about how their effects are proceeding through a process of mutual engagement with employees at all organizational levels.
true
Perceptions of fairness can also be impacted by the degree to which an organization provides employees with due process and appeal mechanisms.
true
Pilot projects are an effective way to test out a strategic change process by focusing on one small unit or process at the early stage of change implementation.
true
Pushing down operational decision making to employees with the "best information" is intended to unleash motivation and creativity
true
Rapid upward movement of personnel through the hierarchy can work to hurt an organization's ability to develop effective leadership.
true
Reliance on one person to be the leader of change might actually undermine the effectiveness of a change effort.
true
Sustainability and going green is the same thing
true
The desired goal of the performance feedback process is alignment between the future needs of the organization and the desires and motivations of employees.
true
The effectiveness of leadership will be judged not by personalities and traits but by the impact those actions and behaviors exert on the change process.
true
The manner in which work is performed is most fundamental to high employee commitment design
true
The object of the divisional structure, whether it is focused on products, customer groups, or geographic locations, is to reinforce a market-focused strategy.
true
There is still much that is controversial about going green
true
Training can help convey to employees how their competitive environment is changing and why their own behaviors need to be altered.
true
Training can, under the right circumstances, help employees gain new behavioral competencies
true
Unless removal and replacement decisions are viewed by employees as being fair in process, valid in content, and appropriate in sequence, the decisions can undermine commitment to change implementation.
true
When an organization is attempting to implement change, there is an urgent need to attract employees whose behavior exemplifies the desired future state
true
When structural change occurs early in a change process, employees can be confused by its purpose, unsure of what new competencies are being required, and unwilling—or unable—to make appropriate alterations in behavioral patterns.
true
Workforce reductions and employee layoffs may be effective in improving shortterm performance but will not by themselves produce the human resource competencies required to support strategic renewal and sustain outstanding performance.
true
