MGMT 4263 Chapter 4 SB

Match the factors of the six-box organizational model (in the left column) with the questions asked in each box (in the right column). Instructions

Purposes: Which business are we in? Rewards: Do all the tasks performed have incentives? Leadership: Does somebody keep the other five boxes in check? Structure: How do we divide all the work?

_____ is defined as a dynamic capability pertaining to knowledge creation and utilization that improves a firm's ability to gain and sustain a competitive advantage.

Absorptive capacity

Which of the following are dimensions of absorptive capacity? (Check all that apply.)

Acquisition Transformation Assimilation Exploitation

Identify the ways in which an organization's absorptive capacity can be increased. (Check all that apply.)

By increasing the exposure of staff to external networks By using cross-functional teams and job rotation and encouraging the sharing of knowledge

Match the elements of the cultural web of an organization (in the left column) with their features (in the right column).

Control systems: The things valued in the organization are communicated through what is measured and rewarded. Power structure: This concerns the most prominent management groups in the organization. Organizational structure: This concerns the informal and formal integration and differentiation of tasks.

Match the different forces used in force-field analysis (in the left column) with their examples (in the right column). Instructions

Driving forces: Increase in the number of customer complaints Restraining forces: Difficulty in recruiting competent staff

According to the framework developed by Donald Hambrick and James Fredrickson (2001), which of the following are the mutually reinforcing elements of organization strategy? (Check all that apply.)

Economic logic Vehicles Staging Differentiators Arenas

Which of the following can be accurately predicted using the PESTLE analysis? (Check all that apply.)

Economic trends Demographic trends

True or false: The disadvantage of using strategic inventory is that it becomes a listing of "perceived weaknesses," "perceived strengths," and so on.

False

In context of the factors that influence individual change readiness, which of the following factors do external pressures include? (Check all that apply.)

Industry changes Technology changes Professional group memberships New regulations

Identify a true statement about scenario planning.

It encourages creative "blue skies" decision making.

Identify a true statement about strategic inventory.

It involves a more sophisticated analysis than the one provided by SWOT analysis.

Which of the following is true of gap analysis?

It is flexible with regard to timescale and focus.

Identify a disadvantage of gap analysis.

It often suggests a felt need for deep, transformational change.

___________ is an environmental scanning tool, which provides a structured method for organizing and understanding complex trends and developments across the political, economic, social, technological, legal, and ecological factors that can affect an organization. (Enter one word.)

PESTLE

A(n) ________________ is anyone who is likely to be affected by an organizational change and who can directly or indirectly influence the outcomes.

stakeholder

In the context of the star model of organizational design, _____ refers to the formal authority relationships and grouping of activities, as depicted on an organization chart.

structure

In context of Donald Hambrick and James Fredrickson's framework that characterizes organization strategy, the current term associated with the question, "How will we achieve our mission?" is _____.

tactics

_____ involves the imaginative development of one or more likely pictures of the characteristics of potential futures for an organization, sometimes considering "best-case/worst-case" possibilities.

Scenario planning

Identify the practical issues highlighted by a simple assessment of organizational receptiveness to change. (Check all that apply.)

Some conditions are likely to improve simply by waiting. Actions must be taken to strengthen the conditions when receptiveness is low.

Based on the 7-S framework, identify the factors that influence organizational effectiveness. (Check all that apply.)

Staff Systems Superordinate goals

_____ is a phenomenon of adoption of inappropriate strategies that occurs when assumptions fail to reflect key elements of the business environment.

Strategic drift

Which of the following elements of the star model of organizational design forms the basis for making other design decisions?

Strategy

_____ is about the future, committing resources to activities based on premises, assumptions, and beliefs about an organization's environment, its mission, and the core competencies needed to accomplish that mission.

Strategy

Match the factors of the 7-S framework (in the left column) with their features (in the right column). Instructions

Strategy: It concerns how an organization plans to respond to the changes in its external environment. Skills: It concerns an organization's dominant capabilities and attributes that distinguish it from competitors. Style: It refers to the patterns of management actions. Structure: It refers to the formal organizational design.

Which of the following are factors of the six-box organizational model? (Check all that apply.)

Structure Purposes Rewards

Identify the beliefs that underpin an individual's change readiness. (Check all that apply.)

The belief that change is necessary The belief that the management will provide information and resources

Which of the following are the elements of the cultural web of an organization? (Check all that apply.)

The paradigm Symbols Rituals and routines Stories

Identify the four frames of Lee Bolman and Terry Deal's four-frame model of organizational change. (Check all that apply.)

The political frame The structural frame The human resource frame The symbolic frame

Match the frames of the four-frame model of organizational change (in the left column) with their descriptions (in the right column). Instructions

The structural frame: It relates to organizing teams and groups. The human resource frame: It relates to how an organization is tailored to build teamwork and satisfy people's needs. The symbolic frame: It relates to how an organization develops a culture that gives purpose and meaning to work. The political frame: It relates to how coalitions are formed and how conflict and power are dealt with.

According to Warner Burke (2013), which of the following are ways in which explicit models are useful? (Check all that apply.)

They help highlight priorities. They help simplify multivariate situations.

Which of the following are the main purposes of force-field analysis? (Check all that apply.)

To assess whether an organization is ready for a change initiative To identify and prioritize the groundwork that may be required for implementation to occur

Match the categories of stakeholders (in the left column) with their degrees of power and levels of interest (in the right column) based on the stakeholder mapping matrix. Instructions

Top priority stakeholders: High degree of power and high level of interest Moderate priority stakeholders: High degree of power and low level of interest or low degree of power and high level of interest Low priority stakeholders: Low degree of power and low level of interest

Which of the following dimensions of absorptive capacity rely on internal capabilities, relationships, and systems? (Check all the options that apply.)

Transformation Assimilation Exploitation

True or false: Explicit models help identify interdependencies.

True

Identify the questions that must be asked to assess an organization's receptiveness to change. (Check all that apply.)

Will the organization be able to learn and adapt? Is there a shared vision of the goal? Has the first step of action been identified?