HRM final Test Bank
. ________ is(are) an example of a stressor at the individual level. A. Excessive job demands B. A manager providing inadequate direction C. A high-pressure environment D. Life-work imbalance E. An unreliable team member
A
Claire is working 24/7 to meet a deadline. She often uses _________, a method for stress reduction that involves slow, deep breathing. A. muscle relaxation B. meditation C. cognitive restructuring D. holistic wellness E. biofeedback
A
Mosco's is a ____________ in which management has largely succeeded in breaking down barriers among internal levels, job functions, and departments, as well as reducing external barriers between the organization and those with whom it does business. A. boundaryless organization B. learning organization C. matrix structure D. clan culture E. divisional structure
A
Roscoe Products produce widgets. Using a(n) __________, they are able to achieve economies of scale by specializing the application of labor to specific and standardized functions. A. traditional design B. open design C. horizontal structure D. organic structure E. closed design
A
The _______ for Mortimer, Inc. is "We build the world's best mousetraps." A. mission statement B. vision statement C. strategic plan D. SWOT analysis E. values statement
A
. When a business doesn't have control of all the environmental forces, it is called __________ design. For example, Acme Medical relies on predictions and contingencies to cope with unexpected input. Last year, an influenza epidemic affected suppliers, personnel, and even customers, causing lost production and lost profit. A. traditional B. open C. horizontal D. functional E. divisional
B
A horizontal approach to organizational design tends to focus on A. specific customers. B. work processes. C. functional expertise. D. efficiency over effectiveness. E. use of information technology.
B
Abis Sneakers & Stuff states that it plans to be "the number one athletic company in the world." What does this represent? A. strategic plan B. vision C. mission statement D. SWOT analysis E. organizational structure
B
Able, Baker, and Charlie, Ltd., is an accounting partnership. The Internal Revenue Service has implemented new procedures for filing taxes beginning next year. What kind of change does this represent? A. market changes B. social and political pressures C. managerial behavior D. technological advancements E. demographic characteristics
B
An example of a stressor at the group level is A. excessive job demands. B. a manager providing inadequate direction. C. a high-pressure environment. D. life-work imbalance. E. a job with no autonomy.
B
55. Jamie is a prize-winning weightlifter who desires to increase the amount of weight she can bench press in a matter of weeks. When a person aims for a goal with a deadline, it can be a source of stress. However, Jamie has enough time to work steadily toward a realistic goal. This is known as "good" stress or A. un-stress. B. de-stress. C. eustress. D. positive stress. E. distress.
C
A(n) _______ structure groups people according to the type of work they perform. A. divisional B. matrix C. functional D. horizontal E. open
C
A(n) _________ can hamper growth because the flow of information stays within the system and has no chance to interact with or build on knowledge from the outer environment. A. organic structure B. learning organization C. closed system D. divisional structure E. modular structure
C
Meghan is a little stressed over an assignment. She just can't seem to identify an easy way to get this work done, but she's not one to give up. Finally, she says: "If this way fails, I can always try another method." This indicates a positive A. coping strategy. B. primary appraisal. C. secondary appraisal. D. tertiary appraisal. E. escape strategy.
C
When organizations need stronger horizontal alignment or cooperation in order to meet their goals, a ________ structure is appropriate. A. divisional B. hollow C. matrix D. functional E. horizontal
C
Which of the following is false about stress? A. The complete absence of stress is death. B. Stress can have positive consequences. C. All stress is bad. D. Stress is not something to be avoided. E. Stress is not merely tension.
C
________ is a stress-reduction technique that uses electronic monitors to train people to detect muscular tension. A. Muscle relaxation B. Meditation C. Biofeedback D. Holistic wellness E. Cognitive restructuring
C
__________ rely on leveraging technology and structural flexibility to maximize potential value through outsourcing and external collaboration. A. Traditional structures B. Horizontal designs C. Open designs D. Matrix organizations E. Divisional organizations
C
A(n) ______ is someone who is a catalyst in helping organizations to deal with old problems in new ways. A. recipient B. mentor C. initiator D. change agent E. dynamic force
D
A(n) ________ organization is composed of "a group of people working together to collectively enhance their capacities to create results that they truly care about." A. information B. complex C. network D. learning E. closed
D
Jeremy is a business student at ABC University. He is currently enrolled for 18 credits, mostly of quantitative courses with high workloads. He also works 25 hours a week as a bartender. Final exams are coming soon and he is worried about his grades. How would you characterize the cause(s) of Jeremy's stress? A. conflicting expectations B. perceived control over events C. unclear expectations D. work overload E. job characteristics
D
O'Connell Research is a small organization with four partners, each responsible for one primary function. The organization structure that is best for small companies is A. divisional. B. hollow. C. matrix. D. functional. E. horizontal.
D
_________ is the step of Kotter's eight-step model that involves eliminating barriers to change. A. Establishing a sense of urgency B. Communicating the change vision C. Empowering the broad-based action D. Generating short-term wins E. Anchoring new approaches in the culture
E
___________ is achieved through formulation and enforcement of policies, rules, and regulations. A. Hierarchy of authority B. The strategic plan C. Aligned goals D. Division of labor E. Coordination of effort
E
Division of labor is achieved through the implementation of cross-functional and self-managed teams.
F
In a vertical structure, workgroups are created to improve collaboration and work on common products.
F
Matrix structures are preferred by many organizations because of their ease of application.
F
Open boundary structures depend on managers' ability to get results from people through the use of direct authority.
F
The organization's official communication network is not visible in the organization chart.
F
. Qantile Inc. decides to save money by grouping together people who need similar materials and equipment. This is known as a functional structure
T
A hollow structure is also known as a network structure.
T
AQR Co. has a horizontal structure. They attempt to dissolve departmental boundaries and reporting relationships as much as possible.
T
The idea of organization design is that organizations are more effective or successful when their structure supports the execution of corporate strategies.
T
In XYZ Aerospace, project engineers report both to a project manager for the particular work they are performing as well as the manager of engineering. This is a ________ organization. A. divisional B. hollow C. matrix D. functional E. horizontal
c
All stress is associated with negative emotions or outcomes.
f
Early in the change process, a manager should use variable schedules of reinforcement with extrinsic rewards to reinforce new behaviors.
f
If people are resisting because of adjustment problems, management should adopt a negotiation and agreement approach to managing resistance to change.
f
Internal forces for change include demographic changes in the organization's workforce.
f
One advantage of Kotter's eight-step process of implementing change is that it is relatively easy and simple to implement.
f
One key assumption underlying many models of change is that highly desired change will happen without much resistance
f
Primary appraisals are perceptions of how you are able to deal or cope with a given demand.
f
The systems model of change can be used to diagnose what to change, but other models must be used to determine how to evaluate the success of a change effort.
f
Vision statements represent the reason that organizations exist.
f
External changes either can present new opportunities for an organization or can cause its ultimate failure.
t
Resistance to change is a dynamic interaction among recipient characteristics, change agent characteristics, and the relationship between the recipient and the change agent.
t
Strategic plans are based on analyses of an organization's strengths, weaknesses, opportunities, and threats, known as a SWOT analysis
t
The four targeted elements of change are organizational arrangements, social factors, methods, and people
t
A fabric design company is known for the designs it develops, owing to its creative talent and knowledge of the market. This firm uses partner organizations to take orders, ship products, and manage employee benefits. The company has a _____ structure. A. hollow B. modular C. matrix D. horizontal E. virtual
A
A(n) _______ culture encourages collaboration, trust, and mutual support among employees. A. clan B. market C. hierarchy D. adhocracy E. hybrid
A
A(n) ________ outlines the organization's long-term direction and the actions necessary to achieve planned results. A. strategic plan B. vision statement C. mission statement D. SWOT analysis E. organizational structure
A
Adhocracy cultures A. empower employees to take risks. B. drive toward productivity, profit, and customer satisfaction. C. have been shown to be generally ineffective. D. devote considerable resources to hiring and developing employees. E. assess effectiveness with measures of efficiency, timeliness, quality, safety, and reliability.
A
In organizational development (OD), you can approach the organization as if it were a sick patient. Which of the following is about this approach to OD? A. "Refreeze" its mission statement. B. "Diagnose" its ills. C. Prescribe an "intervention." D. "Evaluate" progress or effectiveness. E. Implement an "intervention."
A
Larry Page, Google's cofounder and former CEO, describes the culture as a "family" environment. He said, "My job is to make sure everybody in the company has great opportunities, and that they feel they're having a meaningful impact and are contributing to the good of society. ... It's important that the company be a family, that people feel that they're part of the company, and that the company is like a family to them. When you treat people that way, you get better productivity." This is an example of _____ culture. A. clan B. market C. hierarchy D. adhocracy E. control
A
Mantle Inc. is noted for its philosophy of having fun, holding parties, and celebrating. For example, staff in each city in which the firm operates are given a budget for parties. The company also uses a variety of performance-based awards and service awards to reinforce employees' efforts. Its positive and enriching environment is supported by the very low employee turnover. What function of organizational culture does this represent? A. social system stability B. organizational socialization C. sense-making D. competing values E. mentoring
A
Organizations with clan cultures are described as A. internally focused and valuing flexibility. B. externally focused and valuing flexibility. C. internally focused and valuing stability and control. D. externally focused and valuing stability and control. E. a balance of internal and external focus and valuing flexibility.
A
Queen Electric is structured around five primary business divisions: Queen Power, Queen Oil & Gas, Queen Energy Connections, Queen Transportation, and Queen Digital. These business areas are subdivided further into either product or geographic divisions. What kind of structure has Queen Electric adopted? A. divisional B. hollow C. matrix D. functional E. horizontal
A
The functions of organizational culture are A. organizational identity, collective commitment, social system stability, and sense-making. B. clan, market, adhocracy, and hierarchy. C. stability, flexibility, internal, and external. D. anticipatory, encounter, and acquisition. E. inboarding and outboarding.
A
The human body is an example of a(n) ________ because it requires life-sustaining oxygen, nutrients, and water from the environment. A. open system B. closed system C. learning system D. hierarchy E. flat organization
A
Which of the following is not a driver or cause of organizational culture? A. work attitudes and behaviors B. leaders' behaviors C. organizational vision D. industry environment E. national culture
A
Which of the following is not an underlying assumption of many models of change? A. People never change. B. Resistance is found even when the goals of change are highly desirable. C. Change involves both learning and unlearning. D. Effective change requires reinforcement. E. There must be motivation to change.
A
Which type of organizational culture has been shown by research to be most strongly related to job satisfaction? A. clan B. market C. hierarchy D. adhocracy E. hybrid
A
While the rest of the academia is suffering from labor shortages, WhatsUp University averages five applicants for every position opening. With this ratio of applicants to openings, the university can pick and choose from among the top candidates. The organization is known to excel at meeting expectations. WhatsUp University is successful, most likely, because of what balanced scorecard perspective? A. internal processes B. customer C. external processes D. goal accomplishment E. financial
A
You're Kidding Me, Inc., is a company that develops video games. The company's primary vision is innovation and quick adaptation to the changing environment of the gaming industry, particularly for children. The CEO of the company values creativity and frequently urges her employees to think outside-the-box in order come up with the next big idea. Which of the following best describes You're Kidding Me's organizational culture? A. adhocracy B. clan C. role D. market E. hierarchy
A
_______ is the number of people reporting directly to a given manager. A. Span of control B. Span of authority C. Chain of command D. Unity of command E. Unity of control
A
________ is a coping strategy in which you avoid or ignore stressors. A. Escape B. Symptom management C. Primary D. Secondary E. Outcome control
A
_________ imply nothing about change; _________ outline how organizations will get to the desired state. A. Missions; visions B. Visions; strategic plans C. Strategic plans; SWOT analyses D. SWOT analyses; visions E. Visions; missions
A
__________ rely on a vertical hierarchy and attempt to define clear departmental boundaries and reporting relationships. A. Traditional structures B. Horizontal designs C. Open designs D. Boundaryless organizations E. Learning organizations
A
In the _______ culture, employees are encouraged to set difficult goals and strive to achieve them. Employee performance is closely monitored and often directly rewarded or punished. A. clan B. market C. hierarchy D. adhocracy E. hybrid
B
In the last step of Lewin's model of change, _________, role modeling is probably the most powerful way to get others to follow. A. changing B. refreezing C. motivation D. resistance E. unfreezing
B
Many new companies and small businesses opt for a(n) __________ because they have a limited amount of employees, A. traditional structure B. horizontal structure C. open design D. boundaryless organization E. learning organization
B
Market cultures A. empower employees to take risks. B. drive toward productivity, profit, and customer satisfaction. C. have been shown to be generally ineffective. D. devote considerable resources to hiring and developing employees. E. assess effectiveness with measures of efficiency, timeliness, quality, safety, and reliability.
B
Mr. Henshaw, CEO of MBA Bank, decides that the organization needs to provide more convenient service to customers. He decides to increase the bank's service hours from 8 hours a day, Monday through Friday, to 12 hours a day, plus 8 hours a day each weekend day. He has his assistant compile a report that gives data on how the number of open hours of many banks is correlated with their customers' satisfaction, and presents the data to his executive committee. What stage of Lewin's change process is Mr. Henshaw operating in? A. freezing B. unfreezing C. reinforcement D. refreezing E. resistance
B
One of the problems that Featherstock Products faces is the coordination and communication across silos. Featherstock uses a ________ organization. A. matrix B. functional C. hollow D. learning E. modular
B
Organizations with adhocracy cultures are described as A. internally focused and valuing flexibility. B. externally focused and valuing flexibility. C. internally focused and valuing stability and control. D. externally focused and valuing stability and control. E. both internally and externally focused and valuing flexibility.
B
The ________ organization structure is best for situations where the nature of product modules and design interfaces can be specified. A. hollow B. modular C. matrix D. horizontal E. virtual
B
The __________ includes inputs, strategic plans, target elements of change, and outputs. It is a very practical approach that can diagnose what to change and how to evaluate the success of a change effort. A. organizational structure plan B. systems model of change C. social factors method D. organizational arrangement E. three-stage model of planned change
B
The corporate staff in the accounting department at ABC Corporation went on 12-hour days during the holiday season, just like the regular retail employees do during that season. This is an example of a(n) _________ change. A. innovative B. adaptive C. radically innovative D. product E. process
B
The recommended way to look at resistance to change is to view it as caused by A. primarily the personality of the recipient. B. recipient characteristics, change agent characteristics, and the relationship between the change agent and the recipient. C. mistakes the change agent makes and personal distress. D. cultural differences only. E. personal distress and cutural differences.
B
Tsunamet Cosmetics is highly responsive to its customers. This is one of the advantages of _________ organizations. A. functional B. horizontal C. divisional D. hollow E. virtual
B
Wayneslock, when producing the Steamer Cabin Craft luxury yacht, assigned subcontractors to complete specific subassemblies and deliver them to Wayneslock Corporate for final assembly. This approach resulted in a leaner and simpler assembly line and lower inventory. Wayneslock is an example of a __________ structure. A. hollow B. modular C. matrix D. horizontal E. virtual (Assembles product parts, components, or modules provided by external contractors)
B
Which of the following cannot be viewed in an organizational chart? A. hierarchy of authority B. organizational culture C. division of labor D. span of control E. line and staff positions
B
Which of the following is an open organizational design? A. matrix B. modular C. horizontal D. functional E. divisional
B
Which of the following is not one of the common denominators of organizations? A. coordination of effort B. profit motive C. hierarchy of authority D. division of labor E. aligned goals
B
Which of the following statements about span of control is true? A. Larger organizations tend to have wider spans of control. B. Costs tend to be higher in organizations with narrow spans. C. Complex tasks tend to require a narrower span of control. D. Narrow spans of control are mostly found in clan cultures. E. Senior-level executives tend to have wider spans of control.
B
Which of these is an analytical framework that can help your company develop a strategic plan? A. competing values analysis B. SWOT analysis C. systems analysis D. force field analysis E. organization development analysis
B
XYZ Corporation set a number of objectives for the quarter, including increasing productivity by 10 percent and reducing turnover by 20 percent. As a whole, the organization accomplished both these objectives. XYZ Corporation is successful according to which balanced scorecard perspective? A. financial B. internal processes C. customer D. learning and growth E. strategic constituencies satisfaction
B
______ values are the explicitly stated values and norms that are preferred by an organization. A. Enacted B. Espoused C. Competing D. Corporate E. Strategic
B
_________ is(are) an example of social and political pressures for change. A. Ethical lapses by senior management of firms B. Impact of climate change C. Executive compensation D. Big data and advanced analytics E. Social media
B
__________ are perceptions of whether a stressor is irrelevant, positive, or negative. A. Coping strategies B. Primary appraisals C. Secondary appraisals D. Tertiary appraisals E. Escape strategies
B
____________ is the set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments. A. Organizational climate B. Organizational culture C. Organizational strategy D. Strategic vision E. Strategic values
B
. Sweetie's Sweets is a hospitality company, whose __________ is "dedicated to providing high-quality desserts in a comfortable atmosphere for clients who seek a fun gourmet experience outside restaurants." A. strategic plan B. vision statement C. mission statement D. SWOT analysis E. organizational structure
C
. ________ organizational design organizes people around the workflow. A. Traditional B. Open C. Horizontal D. Mechanistic E. Closed
C
A(n) _________ culture develops reliable internal processes, extensive measurement, and a variety of control mechanisms. A. clan B. market C. hierarchy D. adhocracy E. hybrid
C
Adam is a new product development manager for Hello.com, an Internet match-making service. He has only two employees reporting directly to him. From what you have read about organization charts, what do you know for sure? A. His subordinates enjoy greater autonomy than others. B. His subordinates take part in the decision-making process. C. He has a narrow span of control. D. His subordinates are not closely supervised. E. He is encountering low administrative costs.
C
Mottollo Pasta uses their website to explain that five traits make their culture distinctive—creativity, sustainability, family, community, and diversity. What level of organizational culture does this represent? A. espoused values B. basic underlying assumptions C. enacted values D. observable artifacts E. sustainability
C
Narrow spans of control are most likely in companies with a(n) A. clan culture. B. market culture. C. hierarchical culture. D. adhocracy culture. E. network structure.
C
One of the pros of _________ organizations is a lower cost of entry and overhead. A. matrix B. functional C. hollow D. learning E. divisional
C
Organizations with hierarchical cultures are described as A. internally focused and valuing flexibility. B. externally focused and valuing flexibility. C. internally focused and valuing stability and control. D. externally focused and valuing stability and control. E. both internally and externally focused and valuing flexibility.
C
Pereot Fragrances states that they are a "moving, flexible, innovative, customer-oriented global company that delivers real value to our shareholders by our unrelenting focus on performance and the unswerving dedication of our world-class, dedicated employees." In a time of growth and record profits, the company decides to increase wages and profit-sharing. What level of organizational culture does this represent? A. observable artifacts B. enacted values C. espoused values D. sustainability E. basic underlying assumptions
C
Pierre is a foreman in a plant. He has 25 line workers who report to him on the night shift. From what you have read about organization charts, what do you know for sure? A. His subordinates enjoy less autonomy than others. B. His subordinates take part in the decision-making process. C. He has a wide span of control. D. His subordinates are closely supervised. E. He is encountering high administrative costs.
C
Straight Line Co. faces heavy price competition and is under pressure to cut costs. Management has decided to farm out some processes to outside companies, but they are concerned that this choice might result in loss of in-house capacity to innovate. Straight Line is using a _____ structure. A. matrix B. functional C. hollow D. learning E. divisional
C
The _______ structure enables Jerome Financial to upgrade and promote excellence around core capabilities, so they can be very focused on developing functional expertise in specific disciplines, such as marketing, money management, and lending. A. divisional B. hollow C. matrix D. functional E. horizontal (Combines a vertical structure with an equally strong horizontal overlay)
C
The first stage of change, the _________ stage, involves preparing the organization to accept that change is necessary, which involves break down the existing status quo before you can build up a new way of operating. According to Lewin, key to this is developing a compelling message showing why the existing way of doing things cannot continue. A. reinforcing B. resisting C. unfreezing D. changing E. freezing
C
The levels of organizational culture are A. strategy, mission, and values. B. external environment and internal environment. C. observable artifacts, espoused values, and basic underlying assumptions. D. espoused values and enacted values. E. identity, commitment, and stability.
C
The two dimensions of the competing values framework are A. internal-external and group-individual. B. internal-external and anticipatory-retrospective. C. internal-external and stable-flexible. D. group-individual and stable-flexible. E. group-individual and anticipatory-developmental.
C
Using __________, Sensotix emphasizes using the chain of command to make sure the right people do the right things at the right time. A. coordination of effort B. the span of control C. the hierarchy of authority D. a division of labor E. aligned goals
C
Which of the following statements about culture change is false? A. Leaders are the architects/developers of organizational culture. B. Managers should use a structured approach to changing cultures. C. Culture change should only be attempted when organizational survival is threatened. D. Managers should consider how the current culture aligns with vision and strategy. E. To change culture, start by targeting artifacts, espoused values, and basic assumptions.
C
Which of the following statements about organizational culture is true? A. A specific organization can have characteristics of only one type of culture. B. While the CVF is an interesting approach, it has no research support. C. Organizations tend to have one dominant type of culture. D. The CVF model categorizes organizations into six types of culture. E. An organization with a focus on its external environment pays most attention to its employees.
C
_________ change is at the high end of the continuum of complexity, cost, and uncertainty. A. Innovative B. Adaptive C. Radically innovative D. Product E. Process
C
_________ is only weakly related to the adhocracy organizational culture. A. Positive work attitudes B. Operational efficiency C. Financial performance D. Positive employee behavior E. Product quality
C
Acme Movers is a company that ships goods and cargo to all locations in the United States. The employees understand that the company's primary vision of timeliness, efficiency and low-cost services is important to maintain the competitive edge over other movers in the business. They constantly work to ensure that all deliveries reach their destinations on schedule, and the company, in turn, rewards the employees with performance-based awards and profit sharing. Which function of organizational culture is exemplified here? A. giving members an organizational identity B. facilitating collective commitment C. promoting social system stability D. shaping behavior by helping members make sense of their surroundings E. increasing the likelihood of shared feelings and emotions
D
After identifying a problem with employee morale, Cue Manufacturing instituted changes in employee shift hours and breaks. When managers and staff finally accepted the new changes, Cue was able to present modified job descriptions and modified long-term schedules. The ________ stage of the Lewin model addresses helping people and the organization institutionalize the changes. A. freezing B. motivating C. change D. refreezing E. training
D
An example of internal forces for change is A. changing customer preferences. B. international competition. C. demographic changes. D. participation/suggestions by employees. E. mergers and acquisitions.
D
By doing attitude surveys of all staff, Cue Manufacturing shows management that moral is quite low and, as a result, the risk to safety is quite high. Management knows they have to take action. They decide to modify employee shift hours and breaks. Once employees and managers begin to see how these actions are benefiting them, the company and those around them, they will begin to participate more fully in the transition. This occurs during the ________ stage of the Lewin model. A. reinforcement B. unfreezing C. motivation D. change E. refreezing
D
Clan organizations A. empower employees to take risks. B. drive toward productivity, profit, and customer satisfaction. C. have been shown to be generally ineffective. D. devote considerable resources to hiring and developing employees. E. assess effectiveness with measures of efficiency, timeliness, quality, safety, and reliability.
D
General Widgets, Inc., manufactures high-quality widgets. The widget industry is mature and few innovations occur. The widgets have to be built exactly according to particular specifications provided by customers. This requires the use of controlled processes and precise measurements. The company also needs to maintain high efficiency in its production process in order to meet the market demand. For this company, stability is more important than flexibility. Which of the organizational cultures is best suited for General Widgets? A. adhocracy culture B. clan culture C. modern culture D. hierarchy culture E. market culture
D
Government, church, and military organizations are based on a (n) _______ structure. They have many layers of managers and red tape. A. horizontal B. open C. boundaryless D. traditional E. virtual
D
Nola graduated from her MBA program last year and took on a high-paying position as a consultant-in-training at McCrabree Consulting. She often works 60-80 hours per week, and mostly her assignments are in cities across the country; she rarely stays home for more than two days at a time. This is all part of the way consulting operates, as she was told by the people who ran the firm's orientation session. In fact, at that session, the facilitator brought in consultants who had worked at the firm for several years who stressed that the firm believes in pushing employees to the limit. Nola is definitely feeling the stress! What would you characterize as the level of her stressors? A. individual B. managerial C. group D. organizational E. extra-organizational
D
Organizations with market cultures are described as A. internally focused and valuing flexibility. B. externally focused and valuing flexibility. C. internally focused and valuing stability and control. D. externally focused and valuing stability and control. E. both internally and externally focused and valuing flexibility.
D
The _________ framework provides a practical way for managers to understand, measure, and change organizational culture. A. constructive validity B. cultural values C. culture validity D. competing values E. company values
D
The step of Kotter's eight-step model that involves the guiding coalition using credibility from short-term wins to create more change is A. establishing a sense of urgency. B. communicating the change vision. C. empowering the broad-based action. D. consolidating gains. E. anchoring new approaches in the culture.
D
Which of the following is not an organizational subsystem of an organization? A. managerial B. technical C. structural D. environmental E. psychosocial
D
________ is not a benefit of horizontal structures. A. Faster and more efficient new product development B. Encourage knowledge sharing C. Greater creativity D. Greater opportunities for functional specialization E. Rapid communication and reduction of cycle time
D
________ occur(s) when organizations divide the work in pursuing the common goal among groups and individuals performing separate but related tasks. A. Coordination of effort B. The chain of command C. The hierarchy of authority D. Division of labor E. Aligned goals
D
ABC Company has divided its employees into departments of manufacturing, marketing, and finance. The company is said to have a(n) _____ structure. A. entrepreneurial B. project C. hollow D. modular E. functional
E
ABC International has just passed $250 million in sales, and its president decides to adopt a different organizational structure in order to better service its customers. The structure looks like this: • Commercial division. Focuses on all commercial customers and has its own product development and production employees. • Retail division. Focuses on all retail customers in the United States, and has its own product development and production employees. • International division. Focuses on all retail customers outside of the United States. It shares product development and production facilities with the retail division. ABC International is now using a ____________ structure. A. hollow B. matrix C. functional D. mechanistic E. divisional
E
An artifact is A. part of the organization's structure. B. a type of group process. C. an organizational value that has become taken for granted. D. an explicitly stated value preferred by the organization. E. a physical manifestation of an organization's culture.
E
Deliver-IT dispatches over 5,400 trucks from 165 service centers on a daily basis. The company picks up deliveries, consolidates them, and then delivers them to customers. This company: • delivers 81 percent of packages on time. • has an impressive driver safety record. • uses driver mentors and trainers. • links pay to safety measure. This reflects the ___________ perspective. A. resource acquisition B. goal accomplishment C. organizational culture D. strategic constituencies satisfaction E. internal processes
E
Gannet Publishers has traditional layers of management and emphasis is placed on following the chain of command. Power, status, and position help the leaders within a hierarchy culture manage their employees. Gannett appears to have a(n) _________ culture. A. empowered B. clan C. adhocractic D. market E. hierarchical
E
Johnson & Co. has divided its employees according to the locations of the customers that they tend to. Thus, it has teams that cater to the urban areas, semi-urban areas, and so on. Johnson & Co. is said to have a ________ structure. A. functional B. hollow C. modular D. virtual E. divisional
E
Simentec Inc., a tech support company, has over 150 employees working in five countries. The company allows workers to work from anywhere, and virtual meetings are the primary means of communication across the company. Simentec is a _________ structure—one whose members are geographically apart and work using information technology. It appears to customers as a single, unified organization with a real physical location. A. hollow B. modular C. matrix D. horizontal E. virtual
E
What cultural types represent competing values? A. market and hierarchy B. hierarchy and clan C. clan and adhocracy D. adhocracy and market E. clan and market
E
When Meet & Greet went public, the company had fewer than 15 engineers working on mobile applications. It was almost entirely focused on users accessing the site from desktop computers. Four years later, the company has over 250 engineers working on mobile apps—a strong signal that mobile apps are at the center of the company's strategy. This is an example of _______ from the desktop. A. changing B. refreezing C. distracting D. resistance E. unfreezing
E
Which of the following is not an example of an internal force for change? A. employee dissatisfaction B. change of CEO C. high absenteeism D. excessive conflict between managers and the board of directors E. negative feedback from customers
E
XYZ, Inc., makes consumer products such as shampoo, conditioner, deodorant, and toothpaste. Recently, market research conducted at a university revealed that consumer tastes have changed, and consumers now want their products to come in pastel colors. Currently, XYZ's products all follow a deep blue packaging scheme. What source of change is this? A. human resource problem B. managerial decisions C. demographic characteristics D. manufacturing E. changing customer preferences
E
A strategy represents a long-term goal that describes what an organization wants to become.
F
Organizational culture operates on four levels: individual, group, organizational, and environmental.
F
Programs that help employees to integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics are called realistic job previews.
F
Sizmos Inc. chairman, Alex Granger, commented that "if employees are given a fun, rewarding place to work where they can express their creativity, in return the firm will get innovation, diehard loyalty, and world-class customer service." This is an example of an organization with an adhocracy culture.
F
Social responsibility is a company's ability to make a profit without sacrificing the resources of its people, the community, and the planet.
F
XYZ Corporation reviews customer feedback from its website operations over the past three months, and decides to add more service representatives. This reflects a closed system approach.
F
. Organizational cultures can drive employee attitudes, performance, and organizational effectiveness, thereby leading to competitive advantage.
T
An organization can have the best vision and strategy in the world, but it won't be able to execute them unless its culture is aligned with its strategy.
T
Companies with adhocracy-type cultures are decreasing in the United States because many companies are becoming risk-averse.
T
Creative Critters uses a six-foot-tall stuffed lion named Softy as a catalyst to make sure employees do not ignore important but difficult topics. Softy is an artifact.
T
Decentralized organizations are more adaptable than centralized.
T
Different types of organizational cultures represent opposing core values.
T
One of the seeds of innovation is hard work in a specific direction.
T
Organic organizations are flexible networks of multitalented individuals who perform a variety of tasks.
T
Organizations tend to have one type of culture that is more dominant than the others.
T
The identity of WelcomeMat employees is focused on the belief that employee satisfaction and customer loyalty are more important than corporate profits. In this case, the organizational culture provides employees with an organizational identity.
T
The military is a classic example of hierarchical organizational structure.
T
At ABS Inc., the market research group is now operating on flextime. Initially, ABS allowed the sales group to do so. This is an example of adaptive change.
t
