Org Theory

Chapter 6 Which component of the global organizational challenge is being faced by an organization that has to create a structure to operate in numerous countries that differ in economic development, language, political systems and government regulations, cultural norms and values, and infrastructure? a. the problem of transferring knowledge across a global firm b. dealing with greater complexity and differentiation c. the need for integration d. the need for KSAs

b. dealing with greater complexity and differentiation

What represents the best way to measure the overall performance of for-profit organizations? a. efficiency b. earnings per share c. Innovation d. Productivity

b. earnings per share

What is at play when behaviour is governed by a set of moral principles and values? a. the rule of law b. ethics c. a mission environment d. a vision statement

b. ethics

Which type of system links manufacturing components that previously stood alone? a. continuous process systems b. flexible manufacturing systems c. advance technological systems d. computerized process systems

b. flexible manufacturing systems

Two types of hybrid structures are common today. What two things do these structures combine? a. product and matrix structures; product and horizontal structures b. functional and divisional structures; functional and horizontal structures c. marketing and sales; marketing and logistics d. horizontal and teams; vertical and authority

b. functional and divisional structures; functional and horizontal structures

Which term describes organizations with a wide domain; that is, those that offer a broad range of products and services or that serve a broad market? a. specialists b. generalists c. niches d. legitimate

b. generalists

Carson is the manager of Cutter's Consulting, a consulting company comprised of professionals from different fields. What would Carson be wise to do in such a company? a. bring the organization immediately into revitalization b. have little formalization c. use as much authority as much as possible d. discourage horizontal communication because it violates the chain of command

b. have little formalization

What is dependency power derived from? a. being dependent on others for something b. having something someone else wants c. becoming paternalistic in your management style d. immature subordinates

b. having something someone else wants

Which of the following is difficult to measure because power differences are NOT defined on the organizational chart? a. a strategic contingency b. horizontal power c. dependency d. a decision premise

b. horizontal power

Which step of the change process involves coming up with a new way of doing things? a. need b. idea c. adoption d. resources

b. idea

Which of the following provides a safe environment where ideas from employees throughout the organization can be developed without interference from company bureaucracy or politics? a. creative departments b. idea incubator c. change champions d. venture teams

b. idea incubator

Which of the following is based on the idea that the organization can glide smoothly between a highly formalized, hierarchical structure that is effective during times of stability and a more flexible, loosely structured hierarchy when needed to respond well to unexpected and demanding environmental conditions? a. decentralization b. incident command system c. clan control d. formalization

b. incident command system

What occurs mainly through the established structure and management processes of an organization? a. evolution of the organizational culture b. incremental change c. technology improvements d. radical change

b. incremental change

What term is used to refer to high quality collaboration between departments? a. differentiation b. integration c. uncertainty d. cooptation

b. integration

Which term is defined as the behaviour that occurs among organizational groups when participants identify with one group and perceive that other groups may block their group's goal achievement or expectations? a. goal incompatibility b. intergroup conflict c. political conflict d. strategic contingencies

b. intergroup conflict

What is the term for a formal linkage that occurs when a member of the board of directors of one company sits on the board of directors of another company? a. joint venture b. interlocking directorate c. integration d. indirect interlock

b. interlocking directorate

. Which two dimensions (i.e., axes) are the competing-values approach to effectiveness based on? a. open/closed system and values/beliefs of managers b. internal/external focus and flexible/structured control c. high/low analyzability and high/low variety d. environmental change and environmental complexity

b. internal/external focus and flexible/structured control

Which perspective is included in institutional similarity? a. Common structures emerge among organizations in the same field. b. Common training of professionals (managers) results in common analytic processes among organizations in the same field. c. Divergent structures are driven among organizations in the same field for the sake of diversity. d. Divergent analytic processes among organizations in the same field emerge due to managers' training in widely varying functional areas and varying degree programs.

a. Common structures emerge among organizations in the same field.

Which term describes the degree to which an organization achieves its goals? a. Effectiveness b. Efficiency c. organizational strategy d. stakeholder profitability

a. Effectiveness

Which statement best describes how formal authority compares to power? a. Formal authority is narrower in scope. b. Formal authority is the umbrella term that includes all power. c. Formal authority is the same as power. d. Formal authority is more dependent on personality.

a. Formal authority is narrower in scope.

In what stage does a specific division replace the export department, requiring the need to hire specialists to handle sales, service, and warehousing abroad? a. domestic b. international c. global d. multinational

b. international

Which term refers to relatively enduring resource transactions, flows, and linkages that occur among two or more organizations? a. intranet b. interorganizational relationships c. resource dependence d. institutional environment

b. interorganizational relationships

What is required to support a firm's competitive approach? a. its financial standings b. its organizational design characteristics c. its informal communication channels d. its environment for green movement

b. its organizational design characteristics

Which term means that an organization functions best only when the social and technical systems are defined to fit the needs of one another? a. job design b. joint optimization c. coordination d. task variety

b. joint optimization

Which term refers to a new entity that is created when two or more separate firms come together to share development and/or production costs? a. wholly owned subsidiaries b. joint ventures c. consortia d. licensing agreements

b. joint ventures

What do managers employ when using intuitive decision making? a. logic b. judgment c. explicit reasoning d. a systematic approach

b. judgment

Which term is defined as the general perspective that an organization's actions are desirable, proper, and appropriate within the environment's system of norms, values, and beliefs? a. generalist strategy b. legitimacy c. niche d. collaborative network

b. legitimacy

What kind of strategy is concerned primarily with stability rather than taking risks or seeking new opportunities for innovation and growth? a. focused b. low-cost leadership c. Differentiation d. Intensive

b. low-cost leadership

Which subsystem is responsible for directing and coordinating other parts of the organization? a. the technical core b. management c. human resources d. accounting

b. management

Which type of strategy would encourage production design, assembly, and marketing tailored to the needs of each country? a. focused b. multidomestic c. globalization d. joint venture

b. multidomestic

Which crisis is associated with the collectivity stage of the organizational life cycle? a. need for leadership b. need for delegation with control c. need to deal with too much red tape d. need for revitalization

b. need for delegation with control

Which of the following is a vertical source of power? a. control of limited resources b. network centrality c. formal authority d. manipulation

b. network centrality

Using Perrow's framework, in what category would you most likely find the public relations department? a. craft b. nonroutine c. engineering d. routine

b. nonroutine

The chief of one police force emphasizes the number of arrests while another police chief emphasizes community outreach. Which effectiveness value is the second police chief most likely using? a. human relations b. open-systems c. rational-goal d. internal-process

b. open-systems

Chapter 5 Which term refers to an entity formed by the interactions of a community of organizations and their environment? a. interorganizational relationship b. organizational ecosystem c. collaboration network d. institutional environment

b. organizational ecosystem

Which of the following refers to how the organization actually produces the products and services it provides for customers and includes flexible manufacturing, advanced information systems, and the Internet? a. size of the organization b. organizational technology c. organizational goals d. organizational culture

b. organizational technology

What is the key element that makes an organization an organization and not just a group of individuals? a. buildings and policies b. people and their relationships c. profits d. facilities location

b. people and their relationships

What does the term technical core refer to? a. computer hardware that runs information processing in the organization b. people who do the basic work of the organization, producing product and service outputs c. administrators who run the organization d. top management who have been promoted from within and thereby know the inner core of organizational processes

b. people who do the basic work of the organization, producing product and service outputs

A company is trying to make an important decision and the window of opportunity is short; it is a "bet-the-company" situation. It divides its senior managers into two groups, which have to argue one perspective against the other. What decision-making technique is the company engaging in? a. decision learning b. point-counterpoint c. organized anarchy d. the garbage can model

b. point-counterpoint

or which of the following would baseball be a close analogy? a. sequential interdependence b. pooled interdependence c. reciprocal interdependence d. the highest level of team interdependence

b. pooled interdependence

Which approach focuses on organizational diversity and adaptation within a group of organizations? a. collaborative networks b. population ecology c. interorganizational relationships d. institutional perspective

b. population ecology

Which of the following, if present to a high degree, means that people accept inequality among institutions, organizations, and people? a. uncertainty avoidance b. power distance c. employee empowerment d. integration

b. power distance

What sort of organization is a retail store such as HBC an example of? a. customer service b. product and service c. product focused d. product consuming

b. product and service

Which of the following is one of the four strategic types of change highlighted in your text? a. incremental b. products and services c. radical d. life cycle maturation

b. products and services

With what kind of products does the global product structure work best? a. products that are technologically dissimilar b. products that can be standardized for marketing worldwide c. products that are obsolete in one country, but not in another d. products that are cheap and easy to produce

b. products that can be standardized for marketing worldwide

Which competing-values approach provides management with structural control and an external focus? a. open-systems emphasis b. rational-goal emphasis c. internal-process emphasis d. human relations emphasis

b. rational-goal emphasis

What type of authority is the basis for both creation and control of most government organizations worldwide? a. charismatic b. rational-legal c. traditional d. competitive

b. rational-legal

. What term refers to the idea that organizations need the environment but strive to minimize their vulnerabilities? a. integration b. resource dependence c. organic process d. cooptation

b. resource dependence

Which type of power do managers enjoy because of their right to promote subordinates? a. legitimate b. reward c. coercive d. referent

b. reward

The verification department of the federal tax department checks the mathematics on returns and notes any discrepancies. Which of Perrow's quadrants would this department fit into? a. craft b. routine c. engineering d. nonroutine

b. routine

Which of the following arises from a set of codified principles and regulations that describe how people are required to act, that are generally accepted in society, and that are enforceable in the courts? a. code of ethics b. rule of law c. core values d. managerial ethics

b. rule of law

Chapter 12 What is a tactic to increase power? a. reducing dependencies b. satisfying strategic contingencies c. creating integrating devices d. increasing department size

b. satisfying strategic contingencies

What is the task environment? a. all elements that exist outside the organizational boundary b. sectors with which the organization interacts directly c. the domain d. all jobs and positions inherent within the organizational activity

b. sectors with which the organization interacts directly

What form of interdependence would apply to a game of football? a. pooled, because management must select individual players and develop their skills b. sequential because plays are run sequentially and events during the plays occur sequentially c. reciprocal because mutual adjustments must be made by the players d. sporadic because it is really a game of individual talents

b. sequential because plays are run sequentially and events during the plays occur sequentially

What is a dimension of the framework for assessing environmental uncertainty? a. dispersion-contiguity b. simple-complex c. certain-uncertain d. internal-external

b. simple-complex

Which term refers to the degree to which organizational tasks are subdivided into separate jobs? a. formalization b. specialization c. professionalism d. centralization

b. specialization

Two brothers, Jake and Tommy, were hired by an organization with a bureaucratic organizational structure. Because they had different sets of skills, they ended up working in different parts of the organization. Which dimension of bureaucracy is this an example of? a. rules and procedures b. specialization and division of labour c. hierarchy of authority d. trained employees

b. specialization and division of labour

Which term refers to the intervention technique used when an organizational development consultant brings together a group to discuss and solve problems involving conflicts, goals, decision making, or communication? a. survey feedback b. team building c. culture management d. technical training

b. team building

Which aspect of the general environment affects an organization due to rapid changes and innovations? a. financial resources b. technology sector c. economic conditions d. the government sector

b. technology sector

In a learning organization, what is used to encourage openness, equality, continuous improvement, and change? a. empowerment b. the culture c. strategy d. the structure

b. the culture

in what stage does denial occur despite signs of deteriorating performance? a. the blinded stage b. the inaction stage c. the faulty action stage d. the crisis stage

b. the inaction stage

In which stage are alternative courses of action considered and one is chosen and implemented? a. the first three steps of the rational approach, called problem recognition b. the last four steps of the rational approach, called problem solution c. the first three steps of the rational approach, called programmed decision d. the last two steps of the rational approach, called bounded rationality

b. the last four steps of the rational approach, called problem solution

John Black, a management consultant, successfully implemented an MBO program on his first consulting job. He now recommends MBO to all his clients. In so doing, what aspect of organizational design would the textbook say he is ignoring? a. the latest techniques for solving problems b. the principles of contingency theory c. the external environment of the organization d. the internal environment of the organization

b. the principles of contingency theory

What is the primary responsibility of top management? a. to perform the organization's SWOT analysis b. to determine goals, strategy, and design, in adaptation to the environment c. to set a motivating culture for all employees d. to formalize and centralize the firm

b. to determine goals, strategy, and design, in adaptation to the environment

What is the primary reason the CEO of a large company such as Tim Hortons would push decisions as far down the hierarchy as he or she can? a. to develop managers b. to make decisions more quickly c. to appear more Canadian and thereby increase sales d. to save himself or herself the trouble of making these decisions

b. to make decisions more quickly

What is a characteristic of the formalization stage of the organizational life cycle? a. frequent communication b. top management concern with planning and strategy c. establishment of departments d. market survival

b. top management concern with planning and strategy

Which model reflects the ultimate in both organizational complexity, with many diverse units, and organizational coordination, with mechanisms for integrating the varied parts? a. transformative b. transnational c. global d. multidomestic

b. transnational

What are characteristics of organized anarchies? a. rapid change, unclear technology, and nonbureaucratic environment b. unclear technology, turnover, and problematic preferences c. problematic preferences, nonbureaucratic environment, and turnover d. rapid change, turnover, and unclear technology

b. unclear technology, turnover, and problematic preferences

Which term refers to a situation in which the relationship between a manager and followers is based on shared, strongly internalized beliefs that are advocated and acted upon by the manager? a. mission culture b. values-based leadership c. clan culture d. servant leadership

b. values-based leadership

Managers of nonprofit organizations deal with many diverse stakeholders. To whom must they market their services in addition to donors and clients? a. shareholders b. volunteers c. charitable organizations d. employees

b. volunteers

Top managers have a number of roles in the achievement of organizational effectiveness. Which of the following is included in an examination of the internal environment? a. opportunities b. weaknesses c. uncertainty d. resource availability

b. weaknesses

When is it best to use the management science model for decision making? a. when problems are unanalyzable, and problem consensus is high b. when problems are analyzable and measurable c. when solution knowledge is low, and problem consensus is low d. when solution knowledge is low, and problems can't be structured logically

b. when problems are analyzable and measurable

Given the principles of escalating commitment, in which situation described below would you give the greatest funding to the same program in 2010? a. After you funded the program in 2008, it turned out to be very profitable. b. After another manager funded the program in 2008, it turned out to be very profitable. c. After you funded the program in 2008, it turned out to be a "loser," showing actual prospects of failing. d. After another manager funded the program in 2008, it turned out to be a "loser," showing actual prospects of failing.

c. After you funded the program in 2008, it turned out to be a "loser," showing actual prospects of failing.

in order to provide better customer service, a manager has decided to empower her employees to make decisions regarding product returns, independently of her approval. There are, however, only certain situations where returns are allowable without hurting the firm's profits. What is the best strategy to ensure her employees make the right decisions regarding returns? a. Keep all the information about what the firm needs to do to be successful tightly controlled. b. Train each employee about the firm's health and safety procedures. c. Allow the employees to make decisions without having to speak to her first. d. Ensure that all returns are run by her first to make sure they are done appropriately.

c. Allow the employees to make decisions without having to speak to her first.

Which statement best describes the goal approach to measuring effectiveness? a. Full assessment of effectiveness should consider several goals simultaneously because high achievement on one goal may mean low achievement on another. b. Priority setting requires that only one goal at a time can be achieved. c. Examine the beginning of a process and evaluate if the organization effectively gains its needed resources. d. Assess the organization's activities and assess effectiveness based on efficiencies.

a. Full assessment of effectiveness should consider several goals simultaneously because high achievement on one goal may mean low achievement on another.

What kind of approach to organizational effectiveness is concerned with the output side and whether the organization achieves effectiveness in terms of desired levels of output? a. Goal b. resource-based c. analytical d. internal process

a. Goal

Which statement provides the best generic description of what an organization does? a. It acquires inputs from the environment, transforms them, and discharges outputs back to the environment. b. It operates its transformation processes independently from its environment. c. It attempts to shield its transformation processes from the environment. d. It focuses on the efficiency of its input acquisition and its transformation processes.

a. It acquires inputs from the environment, transforms them, and discharges outputs back to the environment.

Why is corporate entrepreneurship important for organizations looking to encourage innovation? a. It attempts to release the creative energy of all employees. b. It usually results in fewer, though higher-quality, innovations. c. It replaces creative departments and new venture teams. d. It results in idea champions who are the supervisors of production.

a. It attempts to release the creative energy of all employees.

Which statement best describes organizational behaviour? a. It is a micro approach to organizations, focusing on individuals. b. It focuses on the whole organization as a unit of analysis. c. It is an "umbrella" that encompasses the study of organizational theory. d. It is a subset of organizational theory.

a. It is a micro approach to organizations, focusing on individuals.

What is one of the benefits of a matrix structure? a. It maintains dual-authority relationships. b. It is most effective in an unstable environment. c. It is designed for use within a bureaucracy. d. It is known for its quality of centralization of key decisions for organizational control.

a. It maintains dual-authority relationships.

What is one of the benefits of the horizontal structure? a. It promotes flexibility and rapid response to changes in customer needs. b. Because team members become recognized experts in a single area, less cross-training that characterizes other organizational forms is needed c. Boundaries between departments are clearly defined to ensure functional expertise. d. The horizontal structure is easy to implement, even if the organization has been rooted in a strict vertical, hierarchical structure.

a. It promotes flexibility and rapid response to changes in customer needs.

A company wishes to maintain its basic functional structure, but is having difficulty coordinating across departments because of growth. What should it do? a. It should develop horizontal linkages. b. It should realize that the functional structure cannot work and replace it with a matrix structure. c. It may find it necessary to abolish liaison roles. d. It can profit most by adding more functional departments.

a. It should develop horizontal linkages.

What kind of carefully balanced goals do successful organizations use? a. Operative b. innovation c. Visionary d. Generic

a. Operative

Chapter 3 The matrix structure is the correct structure when three conditions are met. What is one of the three conditions? a. Pressure exists to share scarce resources across product lines. b. Technical quality is not very important. c. The environmental domain of the organization is simple. d. The environmental domain of the organization is certain and stable.

a. Pressure exists to share scarce resources across product lines.

Which subsystem would the surgery department in a hospital belong to? a. Production b. boundary spanning c. Maintenance d. Management

a. Production

What is a key aspect of an organization whose employees are assigned to core processes along a horizontal structure? a. Self-directed teams are the basis of the organizational design and performance. b. The dual-authority structure facilitates communication and coordination. c. The culture is closed, untrustworthy, non-collaborative, and focused on individual accomplishments. d. The structure is grouped based on organizational outputs.

a. Self-directed teams are the basis of the organizational design and performance. .

Which statement is a part of the garbage can model of decision making? a. Solutions may be proposed even when problems do not exist. b. Choices are not made unless problems are solved. c. Many problems are solved. d. No problem is allowed to persist without being solved.

a. Solutions may be proposed even when problems do not exist.

Which statement best describes the institutional view of the two essential dimensions of organization? a. The institutional structure is that part of the organization most visible to the outside public. b. The public dimension of the institutional structure is governed by norms of efficiency. c. The technical dimension of the institutional structure will reflect environmental expectations rather than the demands of work activities. d. The formal institutional structure and design process is rational with respect to workflow and products.

a. The institutional structure is that part of the organization most visible to the outside public.

. Which of the following is part of the garbage can model of decision making? a. There is a "choice opportunity" where the match up of problems and solutions result in decisions being made. b. Participants provide the stability needed to explain decision making, and remove its otherwise random quality. c. The company has an insufficient level of technology. d. Solutions and problems are tightly coupled.

a. There is a "choice opportunity" where the match up of problems and solutions result in decisions being made.

In today's world, what do savvy managers recognize? a. They cannot measure, predict, or control their environment. b. Centralized structures help them cope with organizational demands. c. They do the "thought" work while employees perform the labour. d. Leadership is based on the thoroughness of written documents.

a. They cannot measure, predict, or control their environment.

According to the textbook, why are organizations important to society? a. They create value for owners, customers, and employees. b. They establish important relationships with the government. c. They reduce transactions costs. d. They divide the resources needed for achieving desired goals and outcomes.

a. They create value for owners, customers, and employees.

Which statement best describes the learning organization? a. They place high value on problem solving. b. They emphasize training as the essential value. c. They engage people in sessions focused on finding maximum organizational efficiency. d. They facilitate better decision-making when the environment is unstable.

a. They place high value on problem solving.

Top managers have a number of roles in achieving organizational effectiveness. Which of the following is included in an examination of the external environment? a. Threats b. Mission c. production technology d. Strengths

a. Threats

What is Van Horne's statement "If we can't export the scenery, we'll import the tourists!" an example of? a. a story b. a myth c. a symbol d. language

a. a story

What is characteristic of a system and its subsystem? a. a transformation process that involves production, maintenance, adaptation, and management b. an input selection known for being so accurate that it can be closed c. subjective output criteria d. boundary spanners connect employees to products and to organizational subsystems

a. a transformation process that involves production, maintenance, adaptation, and management

What term refers to the purchase of one organization by another so that the buyer assumes control? a. acquisition b. merger c. joint venture d. domain

a. acquisition

What is especially important in highly competitive consumer industries and in industries that experience variable demand? a. advertising b. cooptation c. executive recruitment d. contracts

a. advertising

Which of the following best describes the culture of a company whose values promote individual initiative and entrepreneurship? a. an adaptability culture b. a mission culture c. a clan culture d. a bureaucratic culture

a. an adaptability culture

Why do people have authority in an organization? a. because of the positions they hold b. because of skill and knowledge they possess c. because of personal characteristics d. because of resources they control

a. because of the positions they hold

What is a component of an organizational subsystem? a. boundary subsystems responsible for exchanges with the external environment b. maintenance subsystems responsible for keeping production facilities in operating order c. human subsystems that serve as employees d. technical subsystems that become the basis for information processing

a. boundary subsystems responsible for exchanges with the external environment

Which of the following is being used when problems and decisions are funnelled to top levels of the hierarchy for resolution? a. centralized decision making b. functional structure c. horizontal linkage d. full-time integration

a. centralized decision making

Which factor motivates companies to expand internationally and is related to labour and raw materials? a. cheaper production b. smaller number of distribution channels c. economies of scale d. economies of scope

a. cheaper production

What are "wicked problems" associated with? a. conflicts over objectives and alternatives b. the garbage can model c. intuitive decision making d. problem consensus

a. conflicts over objectives and alternatives

Which kind of production represents mechanization and standardization one step beyond those in an assembly line? a. continuous process b. large-batch c. technical complexity d. small-batch

a. continuous process

What is a tactic for enhancing collaboration? a. create integration devices b. avoid confrontation and negotiation c. reduce nonessential departmental networks d. maintain strong departmental membership

a. create integration devices

What is the reason for organizational structural adaptation due to coercive forces? a. dependence b. duty c. uncertainty d. professionalism

a. dependence

Which phase in the incremental decision process involves the shaping of a solution to an identified problem? a. development phase b. selection phase c. identification phase d. implementation phase

a. development phase

What horizontal linkage mechanism includes a liaison person who communicates and coordinates activities between other departments? a. direct contact b. task forces c. information systems d. teams

a. direct contact

What does building a global presence enable an organization's operations to achieve? a. economies of scale b. economies of scope c. factors of production d. its international development stage

a. economies of scale

What is a characteristic of the current orientation toward partnerships between other organizations? a. equity and fair dealing b. contracts limiting the relationship c. minimal up-front investment d. efficiency and the organization's own profits

a. equity and fair dealing

Which step in the rational approach immediately follows developing alternative solutions? a. evaluating alternatives b. diagnosing the problem c. implementing an alternative to test its viability d. implementing the chosen alternative

a. evaluating alternatives

What does the term strategic contingencies refer to? a. events and activities essential for attaining organizational goals b. environmental factors that have an indirect influence on goal attainment c. alternative strategic plans to cope with possible environmental changes d. competitors that may damage corporate standing

a. events and activities essential for attaining organizational goals

What is a political tactic for using power? a. expanding networks b. scheduling intergroup consultation c. creating integration devices d. satisfy strategic contingencies

a. expanding networks

Various representatives of which of the following influence managerial ethics and social responsibility? a. external stakeholders b. employees c. competitors d. whistle-blowers

a. external stakeholders

What is probably the greatest cause of intergroup conflict in organizations? a. goal incompatibility b. differentiation c. task interdependence d. limited resources

a. goal incompatibility

Where do nonprofit organizations usually get their resources? a. government grants b. selling shares c. investment income d. selling goods and services

a. government grants

A firm's goals revolve around employee training, empowerment, and autonomy. Which of the competing-values approaches to effectiveness evaluation would the firm use? a. human relations emphasis b. rational-goal emphasis c. open-systems emphasis d. internal-process emphasis

a. human relations emphasis

What is the core principle underlying the sociotechnical systems approach that refers to the iterative process of design? a. incompletion b. reciprocal interdependence c. support congruence d. variance control

a. incompletion

What does the resource-based approach emphasize? a. input into an organization b. output of an organization c. achievement of profitability d. amount of inventory left idle by the organization

a. input into an organization

If one is measuring work climate, group loyalty, and worker-management communication as an indication of effectiveness, what approach is most likely being used? a. internal process b. strategic human resources c. quality control d. stakeholder approach

a. internal process

In the Paramount Pictures example in the textbook, what style of decision making did Sherry Lansing use in selecting films to make? a. intuitive b. high-velocity escalation c. marketing research, comparable to the rational approach d. scientific management

a. intuitive

Which of the following means that the job provides greater responsibility, recognition, and opportunities for growth and development? a. job enrichment b. job rotation c. job design d. job simplification

a. job enrichment

Which of the following characterizes the mechanistic process? a. knowledge and control of tasks that are decentralized within the organization b. loosely defined tasks c. a strict hierarchy of authority and control d. horizontal communication

a. knowledge and control of tasks that are decentralized within the organization

Which of the following are manifestations of organizational culture? a. legends b. control systems c. structures d. management information systems

a. legends

What is an attribute of a culture of discipline? a. level 5 leadership b. organizational values of collective autonomy c. focus on greater flexibility d. laissez-faire management

a. level 5 leadership

What strategy is exemplified by the slogan "We're a no-frills business! When we save, you save!"? a. low-cost leadership b. differentiation c. focus d. legitimacy

a. low-cost leadership

Which of the following is a domain of political activity? a. management succession b. expanded networks c. resource dependence d. complex change

a. management succession

Every day, business people make choices about whether to be honest or deceitful with suppliers, treat employees with respect or disdain, and be a good or a harmful corporate citizen. What guides these decisions? a. managerial ethics b. whistle-blowing policies c. codes of ethics d. cultural norms

a. managerial ethics

When Dell Computer Corporation began building computers to order, they were one of the first major organizations to engage in which of the following? a. mass customization b. flexible manufacturing systems c. lean manufacturing d. computer-aided design

a. mass customization

Jane works for a college that offers correspondence courses. She works in the mailroom stuffing envelopes with the replies of professors to students. She then seals the envelopes and puts them in an outgoing bin. She finds that on this job she has a lot of time for daydreaming. What would you expect the organizational structure in her department to be? a. mechanistic b. organic c. high in variety d. unanalyzable

a. mechanistic

What institutional process is being followed if an organization is engaged in benchmarking? a. mimetic b. coercive c. normative d. isomorphic

a. mimetic

Which step of the rational approach is Tanya Smith, CEO of Food Lion, engaging in when she reads Modern Grocer, visits other grocery stores to compare prices, and reviews daily sales figures? a. monitoring the decision environment b. defining the decision problem c. specifying decision objectives d. diagnosing the problem

a. monitoring the decision environment

What are small businesses characterized by, in contrast to large businesses? a. niche-finding strategies b. a decreasing percentage of employees in the economy as a whole c. fewer numbers, as merger mania continues to create a larger proportion of large firms in the world economy d. the front/back combinations that combine small units into larger ones

a. niche-finding strategies

When using the goal approach to effectiveness evaluation, what kind of goals is it best to use? a. operative b. official c. low-level d. nonmeasurable

a. operative

What is the major force that shapes managerial ethics? a. organizational culture b. external shareholders c. peers d. legal systems

a. organizational culture

Which of the following is best example of radical change? a. organizational turnarounds and transformations b. any series of continual progressive changes affecting one organizational part, and then another c. implementation of sales teams in the marketing department d. bringing new technology to product development

a. organizational turnarounds and transformations

Which of the following is recognized as a constraint and tradeoff during nonprogrammed decision making? a. personal constraints b. environmental constraints c. rationality constraints d. operational constraints

a. personal constraints

What type of interdependence exists when work does not flow between units and each unit works independently? a. pooled b. grouped c. sequential d. high

a. pooled

Which of the following would best be linked with "full-time integrator"? a. product manager b. task force c. direct contact d. vertical control

a. product manager

ABC Credit Union began offering a "Sweep Account" in which funds over $500 in a chequing account would be "swept" into a money-market, interest-bearing account until the chequing account reached $100, at which point funds from the money market account would be "swept" back into the chequing account. What type of change is this an example of? a. product or service b. radical c. incremental d. product improvement

a. product or service

What type of change has an organization engaged in if it shifted its structure from a vertical to a horizontal structure? a. radical b. incremental c. Information technology d. strategy and structure

a. radical

Organizational development often entails large group intervention. What is involved in this intervention? a. radical or transformational change in organizations b. electronic data interchange for the organization as a whole c. teaching hourly and salaried workers how to participate in strategic planning d. attempts to bring new emphasis to total quality management

a. radical or transformational change in organizations

Which of the following is evidence of mimetic forces in an organizational field? a. reengineering b. accounting standards c. pollution controls d. consultant training

a. reengineering

Chapter 4 Which of the following is an example of the way high uncertainty influences organizational design responses? a. requiring extensive planning and forecasting b. having few departments c. having no integrating roles d. using a mechanistic structure

a. requiring extensive planning and forecasting

When students finish their studies at a college, they go through a graduation ceremony with the idea of soon finding a new social role. Which kind of rite is this an example of? a. rite of passage b. rite of enhancement c. rite of renewal d. rite of integration

a. rite of passage

The management team of an organization accepts a satisfactory, rather than a maximum, level of performance when making decisions. What are they engaging in? a. satisficing b. problemistic search c. problem consensus d. escalating commitment

a. satisficing

According to Frederick Taylor's theory of scientific management, what should decisions about organizations and job design be based on? a. scientific procedures after careful study of individual situations b. insights of practitioners c. leadership, motivation, and human resource management d. management theory

a. scientific procedures after careful study of individual situations

Which type of process is used in the production of an intangible product? a. service technology b. flexible manufacturing systems c. lean manufacturing d. non-core departmental technology

a. service technology

In what kind of organizations is clan control most often used? a. small, informal organizations or ones with a strong culture b. small, formal organizations or ones with a weak culture c. large, informal organizations or ones with a weak culture d. large, formal organizations or ones with a strong culture

a. small, informal organizations or ones with a strong culture

Chapter 7 What type of structure-technology relationship do commercially successful organizations tend to have? a. small-batch organizations had organic structures b. mass-production organizations had organic structures c. large-batch organizations had organic structures d. continuous process organizations had mechanistic structures

a. small-batch organizations had organic structures

Chapter 10 What are the key components of organizational design that contribute to successful new product innovation? a. specialization, boundary spanning, and horizontal coordination b. formalization, hierarchy, and organic structure c. specialization, formalization, and standardization d. dual-core processes, top management support, and incremental change

a. specialization, boundary spanning, and horizontal coordination

What is a dimension of the framework for assessing environmental uncertainty? a. stable-unstable b. loose-tight c. known-unknown d. high competitiveness-low competitiveness

a. stable-unstable

Which term refers to a plan for interacting with the competitive environment to achieve organizational goals? a. strategy b. design c. culture d. structure

a. strategy

What term is used for sectors of the environment that have direct impact on the organization? a. task environment b. general environment c. environmental buffers d. environmental boundary-spanners

a. task environment

What element of organizational structure deals with the pattern of interactions among employees? a. the design of systems to ensure effective communication, coordination, and integration of effort across each position b. the identification of the tasks and processes for each position within the organization c. the grouping together of individuals into departments and of departments into the total organization d. designating formal reporting relationships, including the number of levels in the hierarchy and the span of control of managers and supervisors

a. the design of systems to ensure effective communication, coordination, and integration of effort across each position

Lawrence Incorporated used global teams as part of its internationalization, enabling them to be more locally responsive to different regional markets, consumer preferences, and political and legal systems. Which issue did this structure address? a. the differentiation challenge b. units gaining influence within the global firm c. codification of organizational knowledge throughout the global firm d. lack of ability to gain economies of scope

a. the differentiation challenge

In what stage does the organization face serious problems, and indicators of poor performance can no longer be ignored? a. the faulty action stage b. the dissolution stage c. the blinded stage d. the crisis stage

a. the faulty action stage

Which of the following includes those sectors that might not have a direct impact on the daily operations of a firm but will indirectly influence it? a. the general environment b. the international context c. the task environment d. the buffering roles

a. the general environment

Which of the following is composed of norms and values from stakeholders? a. the institutional environment b. population ecology theory c. the organizational ecosystem d. institutional isomorphism

a. the institutional environment

Which force for culture change relates to breaking down boundaries both within and between companies to create companies that are focused on knowledge sharing? a. the learning organization b. diversity c. large group intervention d. re-engineering and horizontal organizing

a. the learning organization

Why are most organizations trying to move away from bureaucratic cultures? a. the need for greater flexibility b. the need for better decision-making techniques c. the need for easier communication channels d. the need for reducing employee participation

a. the need for greater flexibility

Which two dimensions are the basis for an assessment of the environmental uncertainty of an organization? a. the number of elements and how quickly they change b. the number of sectors and the organization's niche c. the extent of turbulence and the amount of available resources d. differentiation and integration

a. the number of elements and how quickly they change

Where does legitimate power come from? a. the positions in the organization b. skill and knowledge c. personal characteristics d. resources controlled by managers

a. the positions in the organization

Which value best characterizes a learning organization? a. the whole being more important than the part, and boundaries between parts being minimized b. external strategic focus with continual thoughts of what others are doing that's right c. life-time employment for workers at every level (unless a work rule is violated) d. an internal efficiency focus

a. the whole being more important than the part, and boundaries between parts being minimized

What is the goal of the sociotechnical systems approach? a. to design the organization for joint optimization b. to design the organization for re-engineering c. to design the organization for self-regulation of advanced technology d. to design the organization for strong organization culture

a. to design the organization for joint optimization

Why did Max Weber systematically study the concept of a bureaucracy? a. to make organizations more rational and efficient b. to make organizations more empathetic c. to make organizations less formal d. to make organizations quicker to respond to stakeholders

a. to make organizations more rational and efficient

Why might organizations enter into interorganizational collaborations? a. to share risks when entering new markets b. to assert power over larger suppliers c. to lock-in necessary resources d. to minimize interpersonal conflicts

a. to share risks when entering new markets

Which of the following is Perrow most concerned with? a. two aspects of technology: variety and analyzability b. two types of structures that seem to determine which technology is best c. two aspects of environment that call for a particular structure d. two types of structures that seem to determine which environment should be enacted

a. two aspects of technology: variety and analyzability

As a change leader, Tommy has ensured that there has been constant communication with his employees to make sure they know what is going on and understand how it affects their jobs. Which organizational barrier to change is he trying to remove? a. uncertainty avoidance b. fear of loss c. risk that is too low d. excessive focus on costs

a. uncertainty avoidance

What is a characteristic of the ambidextrous approach? a. using different structures and management processes for creation and for implementation b. introducing parts of a new procedure while maintaining parts of the old procedure c. design elements that are important for exploiting new ideas versus the design elements that are most suitable for exploring current capabilities d. highly skilled employees are used to implement change

a. using different structures and management processes for creation and for implementation

Which of the following characterizes the transnational model? a. using shared vision and values to achieve coordination in this horizontal structure b. being one step short of the matrix in exploiting both global and local advantages for the corporation as well as multiple interrelated competitive issues c. having a single headquarter and a single centre of control for each country and for each product line d. not having a single corporate headquarter, but a clear hierarchical responsibility

a. using shared vision and values to achieve coordination in this horizontal structure

Which of the following is a factor that causes organizational decline? a. vulnerability b. increased product prices c. increased market control d. organizational realignment

a. vulnerability

According to the contingency framework for decision models, when should the Carnegie Model for organizational decision making be used? a. when there is high uncertainty in both problems and solutions b. when managers agree on goals and look for optimal solutions c. when decisions are nonprogrammable and can be made by an individual d. in every cell of the framework

a. when there is high uncertainty in both problems and solutions

Which of the following is a contingency approach to the measurement of organizational effectiveness? a. whether the organization's internal activities and processes are efficient b. the system resource approach, which examines product and service outputs c. stakeholders' views on effectiveness d. which competing values are applicable

a. whether the organization's internal activities and processes are efficient

According to a survey mentioned in the textbook, what percentage of all new products achieve economic success? a. 3 b. 12 c. 30 d. 60

b. 12

Why did Citigroup implement a statement of cultural and ethical values after being stung by a series of scandals? a. A formal statement of the company's values relates to the unobservable but important organizational culture. b. A formal statement of values can serve as a fundamental organizational document that defines what the organization stands for. c. A formal statement addresses ethical values rather than specific behaviours. d. A formal statement is often part of a larger mission statement and therefore is taken for granted.

b. A formal statement of values can serve as a fundamental organizational document that defines what the organization stands for.

What is a potential weakness of a virtual network structure? a. Overhead costs are increased significantly due to the need to manage multiple locations. b. A great deal of time is required to manage relationships with contract partners. c. Smaller organizations find it difficult to access talent needed to achieve their goals. d. Contract partners create a potential conflict of interest.

b. A great deal of time is required to manage relationships with contract partners.

Which statement best describes the idea of a balanced scorecard for organizations when assessing organizational effectiveness? a. Profits should be less important to an organization than doing good. b. All of an organization's critical success factors are identified and evaluated. c. Internal business processes efficiency needs to be the priority and then everything else will be balanced. d. The organization's inputs and outputs need to be equivalent in order to ensure efficiency.

b. All of an organization's critical success factors are identified and evaluated.

What is a contextual, rather than a structural, dimension of an organization? a. labour force b. Culture c. professionalism d. centralization

b. Culture

What is a potential weakness of the horizontal structure? a. It is inflexible and slow to respond to rapid changes in customer needs. b. Determining core processes to organize around is often difficult. c. There is a failure to promote teamwork. d. Organizational goals are not well understood by employees.

b. Determining core processes to organize around is often difficult.

Which statement best defines the role of a "full-time integrator"? a. He or she improves vertical linkage of the organization. b. He or she is responsible for the entire project and is located outside of any one department. c. He or she reports to one of the functional departments being coordinated. d. He or she has the responsibility of coordinating only one department.

b. He or she is responsible for the entire project and is located outside of any one department.

Which statement best describes an open system? a. Outputs are continuously reused in a sustainable cycle of production and consumption. b. Inputs are received from the environment, transformed, and then returned to the environment. c. All the energy it needs is contained within itself. d. Products and services are used to make inputs.

b. Inputs are received from the environment, transformed, and then returned to the environment.

Which of the following is a characteristic of the global matrix organizational structure? a. It increases horizontal coordination, but decreases vertical coordination. b. It balances the interests of both product standardization and regional customization c. It commonly utilizes matrix bosses as functional and product heads. d. It divides the world into regions with each division reporting to the CEO.

b. It balances the interests of both product standardization and regional customization

Which statement best describes how network centrality relates to lower-level employees? a. It is out of reach because they cannot have access to critical information. b. It can be gained by becoming knowledgeable about certain activities or taking on difficult tasks and acquiring specialized knowledge. c. It makes no difference, because they cannot increase power. d. It takes on different meaning than it does for top managers; it means nothing more than being physically located next to those with power.

b. It can be gained by becoming knowledgeable about certain activities or taking on difficult tasks and acquiring specialized knowledge.

Which of the following is made up of organizationally or geographically dispersed members who are linked primarily through advanced information and communications technologies? a. virtual teams b. task forces c. full-time integrators d. information systems

` a. virtual teams

What is a strength of the internal process approach? a. It tells management how well the internal processes mesh with the external environment. b. It considers human resources and employee-oriented processes. c. It emphasizes inputs into the organization. d. It emphasizes outputs of the organization.

b. It considers human resources and employee-oriented processes.

Which two dimensions are represented on the matrix that plots the relationship of environment and strategy to corporate culture? a. (1) internal vs. external; (2) flexible vs. stable b. (1) prospector vs. defender; (2) simple vs. complex c. (1) flexible vs. stable; (2) internal vs. environmental d. (1) open vs. closed; (2) strategic vs. operative

a. (1) internal vs. external; (2) flexible vs. stable

Which of the following is likely in organizations characterized by very simple and stable environments? a. Almost no managers are assigned to integration roles. b. Many departments are added. c. There is formal, centralized authority. d. There is extensive planning, forecasting, and high-speed responses.

a. Almost no managers are assigned to integration roles.

What are the three subcomponents of computer-integrated manufacturing? a. CAD, CAM, and integration information network b. people, hardware, and software c. information, computers, and procedures d. CIM, ADC, and software

a. CAD, CAM, and integration information network

What results from allowing customers in an auto dealership service department to talk directly to the mechanic rather than to a service manager? a. It creates a buffering role. b. It creates a boundary-spanning role. c. It makes the company less fluid. d. It makes the company less responsive to customers.

b. It creates a boundary-spanning role.

Which statement best describes the win-win strategy of negotiation? a. It avoids confrontation. b. It finds creative agreements that satisfy both groups. c. It encourages each group to pursue its own outcomes. d. It communicates a high commitment to your own position.

b. It finds creative agreements that satisfy both groups.

Which statement best describes collective bargaining? a. It cannot be used to describe today's union-management relations, but does apply to general vertical conflict. b. It is one type of negotiation used to resolve disagreements between workers and management through a union, and establishes fixed responsibilities for the next two to three years. c. It is considered an integration device that results in contracts establishing flexible responsibilities for the next ten to fifteen years. d. It is considered one of the more innovative cooperative approaches.

b. It is one type of negotiation used to resolve disagreements between workers and management through a union, and establishes fixed responsibilities for the next two to three years.

Google has stated that its official goal is to not be evil. What does this provide them with in the eyes of stakeholders? a. measurable objectives b. Legitimacy c. employee direction d. decision guidelines

b. Legitimacy

Which term refers to excellent linkages between each department involved with new products and with relevant sectors in the external environment? a. specialization b. boundary spanning c. horizontal communication d. coordination

b. boundary spanning

Which term is defined as the use of rules, policies, hierarchy of authority, written documentation, standardization, and other mechanisms to standardize behaviour and assess performance? a. market control b. bureaucratic control c. traditional control d. clan control

b. bureaucratic control

How did flexible manufacturing systems give manufactures a competitive advantage? a. by making small batches of customized products b. by making large batches of customized products c. by making small batches of standardized products d. by making large batches of standardized products

b. by making large batches of customized products

Tyler Jones is the CEO of a medium-sized manufacturer of bedding and blankets. Tyler insists on making all decisions on what styles are manufactured; the type of material that will be used in each; the sources from which the company will purchase yard goods, thread, and buttons; and the shippers the company will use. Which term describes this company? a. routinized b. centralized c. formalized d. standardized

b. centralized

Which of the following illustrates the phenomenon of "escalating commitment"? a. an increase in the commitment to a decision only when it begins to prove itself as correct or profitable b. continuing to invest time and money in a solution despite evidence of failure c. the need for top management to accept decisions made by lower levels and commit to their implementation d. incremental decision-making

b. continuing to invest time and money in a solution despite evidence of failure

Dave Dunn is a militant member of a faculty union. When the union's negotiating committee is reporting to a meeting of the faculty, he always finds fault with the work of that committee and strongly advocates striking. When a member of the negotiating committee resigns because of illness, the union's executive committee appoints Dave to take his place. What is this is an example of? a. formal strategic alliance b. cooptation c. change of domain d. public relations

b. cooptation

What kind of technology is employed by an oil explorer using a divining rod to decide where to begin drilling operations? a. routine b. craft c. engineering d. high analyzability

b. craft

Shelli realized that, due to factors in the operating environment she identified early, her organization needed to engage in a radical change. However, she realized that she would face a great deal of resistance to change because the organization was currently performing well and no one else in the organization recognized the new operating requirements the new environment would bring. What will be Shelli's first priority in overcoming resistance? a. communication and training new behaviours b. creating a sense of urgency that the change was needed c. assembling change teams to implement the new procedures d. focusing on the costs of the changes

b. creating a sense of urgency that the change was needed

Which term refers to the degree of agreement among members of an organization about the importance of specific values? a. adaptability b. culture strength c. internal integration d. social responsibility

b. culture strength

Which term means providing exactly the service each customer wants and needs? a. service complexity b. customized output c. mass customization d. CAM

b. customized output

According to the general pattern in technology research, what is advisable when technologies are routine, analyzable, independent, and well defined? a. Organic structures with less control, fewer procedures, decentralized decision making, and face-to-face communications should be used. b. A sociotechnical approach should be used. c. Mechanistic structures with tighter control, formalized procedures, centralized decision making, and written communications are appropriate. d. Coordination must be achieved through CIM.

c. Mechanistic structures with tighter control, formalized procedures, centralized decision making, and written communications are appropriate.

Whose work refers to the differentiation strategy? a. Frederic Taylor's scientific management b. Henri Fayol's Hawthorne Studies c. Michael Porter's competitive strategies d. K. D. Bowerman's "Strategy for Empowerment"

c. Michael Porter's competitive strategies

According to the textbook, what does the term contingency refer to? a. Organizations should be structured loosely. b. Management structure is determined by the era or times. c. One thing depends on other things, such as structure depending on environment. d. Designing and managing organizations is done on an impersonal, rational basis.

c. One thing depends on other things, such as structure depending on environment.

. What is one of the benefits of a virtual network structure? a. Managers have hands-on control over all their employees and organizational activities. b. Employee loyalty is increased due to a strong, shared culture. c. Organizations gain immediate scale without huge investments in factories. d. Organizations gain greater insight into different national cultures gaining valuable market information.

c. Organizations gain immediate scale without huge investments in factories.

Which statement best defines resource dependence theory? a. A small supplier should count on price competition for locking in accounts. b. A small supplier should lock in a single large company for the bulk of its sales. c. Organizations will do whatever is needed to avoid dependence on the environment and increase their autonomy. d. Organizations will set up dependencies when they become more self-reliant.

c. Organizations will do whatever is needed to avoid dependence on the environment and increase their autonomy.

What is one of the elements of organizational design? a. cultural b. management c. Structural d. technological

c. Structural

Applying what you know about sources of conflict, what do you predict will happen as task interdependence moves from pooled interdependence to reciprocal interdependence? a. Conflict would decrease and competition would increase. b. The potential for cooperation would increase. c. The potential for conflict would increase. d. Greater goal incompatibility would arise.

c. The potential for conflict would increase.

According to a researcher in organizational structure, what is important about managing information in an organization? a. Information should flow horizontally, but not vertically. b. Information should flow vertically, but not horizontally. c. The structure should fit the information requirements of the organization. d. It is not possible to give people too much information.

c. The structure should fit the information requirements of the organization.

What is the function of boundary-spanning roles? a. They primarily link data to information. b. They buffer the manufacturing department from outside intrusion that would interfere with efficiency. c. They bring information about environmental changes into the organization. d. They move the firm to internationalism.

c. They bring information about environmental changes into the organization.

Which statement best describes organizations going through the organizational life cycle? a. They usually reach elaboration in 12-18 months. b. They tend to become very bureaucratic by the collectivity stage. c. They usually resolve crises associated with each stage, or face restricted growth. d. They tend to experience their wildest and most rapid growth period in the formalization stage.

c. They usually resolve crises associated with each stage, or face restricted growth.

What does the institutional view argue? a. Organizations do not have legitimacy from their stakeholders. b. A market-based economy was not constructed in Russia because its institutions were corrupt. c. When an organizational field is new, diversity is the norm, but later there is a pressure for them to be more similar. d. Organizations have two essential dimensions: institutional and public.

c. When an organizational field is new, diversity is the norm, but later there is a pressure for them to be more similar.

A small university department included six faculty members. During faculty meetings when the department was faced with a difficult decision, a faculty member would suggest they take a break. During the break, four faculty members would adjourn to the coffee room and agree on the decision that would be made. What is this an example of? a. bounded rationality b. intuitive decision making c. a coalition d. crisis decision making

c. a coalition

What is an organization engaging in if it joins a trade association because it is having difficulty securing the main raw material for its production process? a. interlocking directorships b. a power strategy c. a resource strategy d. collaborative networks

c. a resource strategy

Which of the following is an example of formal structure and formal systems that can be used to shape ethical values? a. patterning from senior management b. repetition of words such as those ending Walmart's cheer: "Who's No. 1? The Customer!" c. a whistle-blowing disclosure mechanism d. values-based leadership

c. a whistle-blowing disclosure mechanism

Which one of Mintzberg's basic parts of an organization deals with functions such as human resources, organizational development, the employee cafeteria, and maintenance staff? a. technical support b. human infrastructure c. administrative support d. top management

c. administrative support

In which type of industry would organizations face the greatest amount of environmental uncertainty? a. beer distributors because of simplicity b. universities because of complexity c. airlines because of instability d. appliance manufacturers because of complexity

c. airlines because of instability

Which of the following is an example of the rite of integration in organizational culture? a. an award given to the employee of the month b. unpaid three-week orientation and training for prospective (new) employees c. an office BBQ d. organizational development activities

c. an office BBQ

. What kind of strategy tries to maintain a stable business while innovating on the periphery? a. reactor b. prospector c. analyzer d. defender

c. analyzer

Today, organizations have to learn to cross lines of time, culture, and geography in order to survive. Why is this necessary? a. because of the need to be more socially aware b. because of quickly shifting customer expectations and environmental changes c. because of companies' ability to locate different parts of the organization wherever it makes the most business sense d. because organizations are engulfed by information technology that affects how organizations are designed and managed

c. because of companies' ability to locate different parts of the organization wherever it makes the most business sense

Bobby Barista is a researcher in the R&D department at 3M. Part of her job is to read technical and scientific journals, and to attend conferences to find out what new developments are occurring. What sort of role is she carrying out in this part of her job? a. buffering b. maintenance c. boundary spanning d. managerial

c. boundary spanning

How can an organization change its domain most directly? a. by hiring a new CEO b. by changing the nature of the labour-management agreements c. by divesting a division of the organization d. by moving to a more favourable structure

c. by divesting a division of the organization

Larry is a great leader who has run his organization for many years, and has the kind of personality that everyone wants to be around. What type of authority does Larry have? a. rational-legal b. traditional c. charismatic d. informal

c. charismatic

At which stage in the life cycle of a newly established hierarchy do departments emerge and get established, along with the beginnings of division of labour? a. entrepreneurial b. formalization c. collectivity d. elaboration

c. collectivity

Which type of change refers to changes in the values, attitudes, expectations, beliefs, abilities, and s of employees? a. changing domain b. installation of teams c. cultural d. development of interorganizational relationships

c. cultural

Chapter 9 Which framework argues that decisions should be made to promote fairness and equity? a. utilitarian theory b. personal liberty c. distributive justice d. eternal law

c. distributive justice

What process would explain increasing the budget for an ongoing project on which managers received feedback that it was destined for failure? a. the garbage can model b. flexible decision style c. escalating commitment d. organized anarchy

c. escalating commitment

What is top management doing when looking for strengths and weaknesses? a. assessing the external environment b. analyzing the competition c. evaluating the internal situation in order to define its distinctive competence d. determining the effectiveness of operational outcomes

c. evaluating the internal situation in order to define its distinctive competence

What does the garbage can model show? a. how poor inputs into decision making result in poor decisions b. how decisions can be made in mechanistic organizations c. four streams of events that influence decision making d. decision making in a stable environment

c. four streams of events that influence decision making

Which term refers to the deployment of people to various functions and departments? a. professionalization b. specialization c. personnel ratios d. hierarchy of authority

c. personnel ratios

High-moderate uncertainty environments are unstable but simple. What organizational responses are elicited by this environment? a. mechanistic structure; formal, centralized b. few buffering roles c. planning orientation; fast response d. many departments; few boundary spanning

c. planning orientation; fast response

What is a mechanism for arriving at consensus when uncertainty is high and there is disagreement over goals or problem priorities? a. power b. authority c. politics d. decision premise

c. politics

Which term denotes the ability of one person/department to influence other persons/departments to carry out orders or do something they would not otherwise have done? a. cooperation b. authority c. power d. personal position

c. power

Which strategy type from Miles and Snow's typology best matches with a strong capability in research, a decentralized structure, and an emphasis on flexibility? a. reactor b. low-cost leadership c. prospector d. analyzer

c. prospector

When downsizing, which of the following helps ease the downsizing process and reduces tension of both employees who leave and those who remain? a. helping the remaining employees focus on their daily tasks by providing more guidance or assistance b. communicating less, not more c. providing assistance to workers who were let go d. letting workers deal with the situation on their own and in their own way

c. providing assistance to workers who were let go

Putting together what you know about the sources of potential conflict and about interdependence, which attribute will create the greatest potential for conflict? a. pooled interdependence b. functional interdependence c. reciprocal interdependence d. technology interdependence

c. reciprocal interdependence

Which theory argues that organizations try to minimize their reliance on other organizations for the supply of important materials and try to influence the environment to make sure the materials they need are available? a. interorganizational theory b. environmental resource theory c. resource-dependence theory d. economic-supply theory

c. resource-dependence theory

. In attempting to make a change in his organization, Jake was happy to have a large number of people who were energetic and positive toward the change. What essential element for successful change does this represent? a. adoption b. need c. resources d. competition

c. resources

Which term refers to the number and variety of products and services a company offers, as well as the number and variety of regions, countries, and markets it serves? a. economies of scale b. market potential c. scope d. development stage

c. scope

Which type of change will have direct impact on the administrative domain in an organization? a. technology b. product and service c. strategy and structure d. people

c. strategy and structure

What are too much conflict and delayed decision-making symptoms of? a. bureaucracy b. structural alignment c. structural deficiency d. lack of employee motivation

c. structural deficiency

What develops in response to common problems, goals, and experiences shared by members of a team, department, or other unit? a. learning organizations b. ethical committees c. subcultures d. ethics hotlines

c. subcultures

What is the major goal of an organization during the entrepreneurial stage of the life cycle? a. growth b. goal-setting c. survival d. complete organizational structure

c. survival

Which term is used to refer to the frequency of unexpected and novel events that occur in the conversion process? a. service technologies b. non-routine technologies c. task variety d. analyzability

c. task variety

What is an organization's "domain"? a. the set of positions and departments within the organization b. the buildings and grounds that are owned or leased by the organization in which inputs are transformed into outputs c. the organization's niche that has been staked out for its products, services, and markets served d. the technical core that is buffered by other departments so that it can operate as a closed system

c. the organization's niche that has been staked out for its products, services, and markets served

What does the incremental decision process model emphasize? a. political factors affecting the decision process b. social factors involved in forming coalitions c. the sequence of activities in the decision process d. intuitive processes followed to arrive at a decision

c. the sequence of activities in the decision process

Woodward's classified technology into three clusters of organizational technologies based on a scale. What did that scale measure? a. the number of employees in the span of control b. the interdependence of tasks c. the technological complexity of the organization's technical core d. the variety and analyzability of tasks within each department

c. the technological complexity of the organization's technical core

How can service organizations achieve their greatest economies? a. through centralization of services b. through geographic decentralization c. through dividing into smaller units close to customers d. through centralized decision making

c. through dividing into smaller units close to customers

What was the purpose of rules and standard procedures as developed by Weber? a. to help managers get tough with lazy employees b. to keep managers in their positions of control and power c. to enable activities to be performed in a predictable and routine manner d. to punish anyone who got out of line

c. to enable activities to be performed in a predictable and routine manner

What are stories that are used to perpetuate culture in organizations based on? a. anything that reeks of symbolism b. nothing in fact, but on the ideals of the organization c. true events d. unsubstantiated rumours

c. true events

Often, decision makers do NOT have sufficient information about environmental factors so they have a difficult time predicting external change. What is this called? a. cooptation b. differentiation c. uncertainty d. integration

c. uncertainty

What are the two levels where culture exists? a. sub- and super-structure b. people and structure c. underlying values and visible artifacts d. social and psychological

c. underlying values and visible artifacts

What structural device includes periodic reports, written information, and computer-based communications distributed to managers? a. rules and plans b. hierarchical referral c. vertical information systems d. task forces

c. vertical information systems

Which of the following are used to coordinate activities between the top and bottom of an organization and are designed primarily for control of the organization? a. horizontal linkages b. functional groupings c. vertical linkages d. divisional groupings

c. vertical linkages

When do intuitive decision-making processes work best? a. when managers can use networked computer databanks for analysis b. when there are few alternatives available c. when experience with similar decisions is extensive, and has been successful d. when a manager must make the decision alone

c. when experience with similar decisions is extensive, and has been successful

When does management science work best for making decisions? a. when problems are vague b. when problems have unknown variables c. when problems are analyzable d. when problems are qualitative and cannot be quantified

c. when problems are analyzable

When is confrontation as a method of reducing conflict likely to be more effective? a. when all other forms of collaboration have failed b. when no mutually acceptable outcomes can be envisioned c. when the conflict is viewed as a win-win situation and the groups avoid threats d. after a process of negotiation

c. when the conflict is viewed as a win-win situation and the groups avoid threats

Which of the following are models for formulating organizational strategies? a. Perrow's typology and Porter's model b. Perrow's typology and Pfeiffer's typology c. Porter's model and Miles and Snow's typology d. Pfeiffer's typology and Miles and Snow's model

c.Porter's model and Miles and Snow's typology

Which statement best describes Mandel-Campbell's description of Canada's approach to competing globally? a. Canada has competed effectively internationally. b. Canada needs policies to encourage entrepreneurial action. c. Canada needs to do more research to understand and address globalization. d. Canadian companies have not had the gumption necessary for international success.

d. Canadian companies have not had the gumption necessary for international success.

What did the study called Project SAPPHO discover? a. Successful innovating companies made more effective use of technology developed in-house and did more work in-house. b. Successful innovating companies had a much better understanding of operations and paid less attention to marketing. c. Employees in successful innovating companies had little say in the way production processes were developed or in decision making. d. Companies that were the most successful innovators were those where top management support was from people who had greater authority.

d. Companies that were the most successful innovators were those where top management support was from people who had greater authority.

Why is it that organizations do NOT typically come face-to-face with the power of culture until they try to implement new strategies or programs that go against basic cultural norms and values? a. Culture is usually written and when a change is attempted written cultural policies create obstacles to change. b. Culture provides members with a sense of self and members rely on this sense and are therefore resistant to change. c. Culture generates commitment to improving market share and a change that alters culture leads to reduced revenues. d. Culture generally goes unnoticed until a change is made and the power becomes noticeable.

d. Culture generally goes unnoticed until a change is made and the power becomes noticeable.

When is the geographic structure the correct structure to implement? a. Different regions require different operations and there is no reason to link with other regions. b. Different regions require similar operations and there are many reasons to link with other regions. c. Different regions have similar product tastes and preferences. d. Different regions require vertical information linkages.

d. Different regions require vertical information linkages.

Which term is traditionally defined as the extent to which goals are realized in the organization? a. efficiency b. scientific management c. strategy d. Effectiveness

d. Effectiveness

What is one of the benefits of a product or divisional structure? a. It is best suited to fast change in an unstable environment. b. It centralizes decision making. c. It facilitates integration and standardization across product lines. d. It allows units to adapt to differences in products, regions, and clients.

d. It allows units to adapt to differences in products, regions, and clients.

Which statement best describes the focus strategy? a. It is known for its creative flair. b. It utilizes strong central authority. c. It involves detailed control reports for targeting areas of emphasis. d. It concentrates on a specific regional market or buyer group.

d. It concentrates on a specific regional market or buyer group.

Which statement best describes organizational behaviour? a. It is the same as the study of organizational theory. b. It is a macro analysis of the whole organization. c. It is focused on people, structure, and environment. d. It is a micro approach focusing on the individual.

d. It is a micro approach focusing on the individual.

Which statement is the best description of bounded rationality? a. It is a rational decision-making framework for managers. b. It is an eight-step decision-making process, including both problem identification and problem solution. c. It is a way to quantify data enabling decision-makers to gain the time to weigh all alternatives correctly. d. It is how decisions have to be made under severe time and resource constraints.

d. It is how decisions have to be made under severe time and resource constraints.

Which statement best describes scientific management? a. It used scientifically tested methods of motivation to improve organizational performance. b. It is an outgrowth of the Hawthorne studies, which found that people performed best in an environment of clearly specified, narrow job task. c. It focuses on effectiveness rather than efficiency. d. It is successful at increasing output, in part through the use of incentive systems.

d. It is successful at increasing output, in part through the use of incentive systems.

Which of the following is a characteristic of the global geographical organizational structure? a. It is most useful for new product lines. b. It works well for products with rapidly changing technologies. c. It works best if there are similar needs for the product across countries. d. It may make product planning on a global scale challenging.

d. It may make product planning on a global scale challenging.

Which statement best describes the prospector strategy in Miles and Snow's typology? a. It attempts to maintain a stable business environment by finding a middle ground between stability and innovation. b. It most closely resembles Porter's low-cost leadership strategy. c. It responds to environmental threats in an ad hoc fashion without revealing a clear strategy. d. It seeks innovation or risk taking and is therefore best suited to the dynamic environment.

d. It seeks innovation or risk taking and is therefore best suited to the dynamic environment.

Judy has 300 employees reporting to her, whereas 25 employees report to Fred. Which statement provides the best comparison of the two? a. Judy has a narrower span of control than Fred. b. Judy's organization has less formalization than Fred's. c. Judy's employees are less skilled than Fred's. d. Judy has a wider span of control than Fred.

d. Judy has a wider span of control than Fred.

Which statement best describes the impact on organizational survival, as a principle underlying the population ecology model? a. Specialists are able to reallocate resources internally to adapt to a changing environment, whereas generalists are not. b. Generalists are more competitive than specialists in the narrow area in which their domains overlap. c. The toy company Mattel, which markets a broad range of toys, is considered a specialist. d. New organizations have lower survival rates due to environmental factors that tend to select them out of existence more often than existing organizations.

d. New organizations have lower survival rates due to environmental factors that tend to select them out of existence more often than existing organizations.

What is one important advantage of flexible manufacturing systems? a. It requires little training to use. b. There is little employee involvement. c. One product can be produced at a time, making it easier for employees to operate. d. Products of different sizes, types, and customer requirements freely intermingle on the assembly line.

d. Products of different sizes, types, and customer requirements freely intermingle on the assembly line.

Why does radical change likely involve breakthrough technology? a. It occurs through an unestablished structure. b. Technology change represents a series of continuous progressions for maintaining the organization's general equilibrium. c. Radical change generally affects only one organizational part and technology tends to be task-specific. d. Radical change often involves the creation of new products that lead the organization into new opportunities and markets.

d. Radical change often involves the creation of new products that lead the organization into new opportunities and markets.

Which statement most accurately describes mechanistic organizations? a. They have authoritarian, unfriendly leadership. b. Communication is horizontal. c. They are service organizations with individualized customer demands. d. Tasks are broken down into specialized parts.

d. Tasks are broken down into specialized parts.

What are organizations trying to gain when they become influenced by mimetic, coercive, or normative forces in the institutional environment?? a. greater profit b. greater market share c. greater resource dependency d. greater legitimacy

d. greater legitimacy

What are the first four steps of the rational approach to decision making specifically designed to help a manager do? a. follow the scientific method b. devise a problem solution c. evaluate alternative solutions d. identify the problem

d. identify the problem

What was developed to maintain the efficiency and control benefits of bureaucracy yet prevent the problem of slow response to crises? a. big-small hybrid b. formalization systems c. clan control d. incident command system

d. incident command system

Which of the following includes the assignment of goals and tasks to be accomplished by employees? a. job rotation b. job coordination c. job exchange d. job design

d. job design

A company uses a computerized system extensively in its production process from the design stage through the automatic ordering of raw materials through preparation for delivery. Which type of organizational decision making is being used? a. garbage can model b. incremental process c. Carnegie model d. management science approach

d. management science approach

Chapter 8 Shelli's organization operates in an industry with a great deal of competition that produces a commodity-type product. She measures success based on cost control and profit maximization. Which form of control does she use? a. bureaucratic b. clan c. traditional d. market

d. market

Which sector in an organization's environment relates to understanding consumer preferences? a. industry b. international c. sociocultural d. market

d. market

Which of the following is one of Mintzberg's five basic parts of an organization? a. administrative core b. computer infrastructure c. top management support d. middle management

d. middle management

Fred tends to have a lot of power in his organization. He thinks it is because everyone likes him, whereas everyone else thinks it is because he is the only person who can make changes to the organization's software. What is the real basis for Fred's power? a. coping with uncertainty b. financial resources c. dependency d. nonsubstitutability

d. nonsubstitutability

What term is used for the adoption of an idea or behaviour new to the company's industry, market, or general environment? a. the ambidextrous approach b. the dual-core approach c. strategy and structure change d. organizational innovation

d. organizational innovation

Which of Tom Kelly's "faces" of innovation includes a hurdler, collaborator, and director? a. learning b. implementing c. building d. organizing

d. organizing

Which of the following is an example of a coercive force? a. professionalism b. innovation c. environmental visibility d. political law

d. political law

What can be used to erect regulatory barriers against new competitors or squash unfavourable legislation? a. cooptation b. contracts c. joint venture d. political strategy

d. political strategy

What term is used for the agreement among managers about the nature of a problem or opportunity and about which goals and outcomes to pursue? a. organizational decision making b. problemistic search c. contingency decision making d. problem consensus

d. problem consensus

What term is used for a relatively new form of organization that includes medical practices and law firms? a. incident commanders b. clan members c. professional collaborations d. professional partnerships

d. professional partnerships

What type of authority is the most widely used form to govern internal work activities and decision making, particularly in large organizations? a. traditional b. charismatic c. appointed d. rational-legal

d. rational-legal

Which perspective in the framework of interorganizational relationships represents the traditional view? a. population ecology b. institutionalism c. collaborative network d. resource dependence

d. resource dependence

As new organizational forms continue to emerge some fail and some last. What is the best label for this process? a. retention b. variation c. legitimacy d. selection

d. selection

Which term refers to a separate, small, informal, highly autonomous, and often secretive group that focuses on breakthrough ideas for the business? a. innovation generator b. idea incubator c. new-venture fund d. skunkworks

d. skunkworks

Which term integrates diverse organizational activities by looking at various constituents and what they want from the organization? a. contextual dimensions b. organizational culture c. efficiency d. stakeholder approach

d. stakeholder approach

Which term provides a description of the internal characteristics of an organization? a. contextual dimensions b. contingency analysis c. organizational dynamics d. structural dimensions

d. structural dimensions

Which process is used when organizations find creative ways to establish organic conditions for developing new ideas in the midst of more mechanistic conditions for implementing and using those ideas? a. culture change b. dual-core approach c. ambidextrous approach d. switching structures

d. switching structures

What has research on personnel ratios found? a. that clerical and professional support staff ratios decrease in proportion to organization size b. that small organizations are very inefficient because direct workers as a percentage of total employees are so low c. that personnel ratios for professional support staff are higher in small firms than in large firms d. that there is a smaller administrative ratio in large firms

d. that there is a smaller administrative ratio in large firms

Interpretations of which of the following concluded that positive treatment of employees improved their motivation and productivity? a. administrative principles b. stakeholder approaches c. scientific management d. the Hawthorne studies

d. the Hawthorne studies

What do coercive forces result in? a. efficiency b. professionalism c. effectiveness d. the appearance of legitimacy

d. the appearance of legitimacy

Which type of decision making would typically be used, to the extent possible, in an objective process of selecting a new employee? a. inspiration and imitation b. the Carnegie model c. the garbage can model d. the rational approach

d. the rational approach

What is the purpose of the sociotechnical systems approach? a. to apply the theory of job enlargement b. to provide qualified management to an organization in a turbulent environment c. to offer the most advanced information technology possible to maximize organizational competitiveness d. to combine human needs with technical efficiency in job design

d. to combine human needs with technical efficiency in job design

When Johnson & Johnson had to cope with the Tylenol poisoning issue, which dimension of its environment was most affected? a. simple b. complex c. stable d. unstable

d. unstable

When does a liaison role exist? a. when there is direct contact between managers affected by a problem b. when there is an exchange of paperwork about a problem c. when a temporary committee composed of representatives from each department affected by a problem is formed d. when a person located in one department is required to communicate and coordinate other departments

d. when a person located in one department is required to communicate and coordinate other departments

What was uncovered by surveys of managers regarding what they think about political behaviour? a. Managers believe political behaviour is not common in organizations. b. Managers believe political behaviour arises when certain types of decisions need to be made, such as structural change, but is absent from other types, such as handling employee grievances. c. Most managers have a positive view of politics, and believe that it will more often help than hurt an organization in achieving its goals. d. Most managers think political behaviour occurs less often at upper rather than lower levels in organizations.

b. Managers believe political behaviour arises when certain types of decisions need to be made, such as structural change, but is absent from other types, such as handling employee grievances.

Which of the following research results forms the basis of the incremental model? a. A manager with a proposal can get her idea implemented by breaking it down into small steps and installing one step before going on to another. b. Many major organizational decisions occur through a series of smaller decisions made over a fairly long period of time. c. Programmed decisions involve several mathematical formulas that build on each other. d. Algorithms are useful for prediction.

b. Many major organizational decisions occur through a series of smaller decisions made over a fairly long period of time.

Mini-Markets wants to capture 25% of the convenience market business in PEI. What type of goal is this? a. official b. Operative c. Generic d. legitimacy

b. Operative

At what level is the primary level of analysis in organizational theory done? a. environmental b. Organizational c. Departmental d. Individual

b. Organizational

According to Project SAPPHO, which approach is most likely to make new products more successful? a. A company pays more attention to production than to marketing so quality can improve. b. Outside technology is used. c. Most work is done by subcontractors. d. Those without much authority or seniority become product champions.

b. Outside technology is used.

Which statement best distinguishes power from authority? a. Power is vested in people. b. Power can be exercised upward, downward, and horizontally. c. Power flows down the vertical hierarchy. d. Power is narrower in scope than authority.

b. Power can be exercised upward, downward, and horizontally.

Which idea is the basis of Miles and Snow's strategy typology? a. Strategy should correspond to technology. b. Strategy should be congruent with external environment. c. Strategy should be based on human resource capability. d. Strategy should be a "fit" to the economic resource base.

b. Strategy should be congruent with external environment.

Which of the following characteristics distinguishes the transnational organization from other forms of global organizations? a. Assets and resources are dispersed worldwide into highly specialized operations that are linked through interdependent relationships. b. Structures are stable. c. Subsidiary managers initiate strategy and innovations that become strategy for the corporation as a whole. d. Unification and coordination are achieved primarily through corporate culture, shared vision and values, and management style rather than through formal structures and systems.

b. Structures are stable.

Which statement is a basic assumption of the population ecology model? a. Management competence is the biggest factor in the survival of organizations. b. The environment determines which organizations survive or fail. c. Principles of evolution are not applicable to organizations because the fittest don't survive. d. A community of organizations is a closed system.

b. The environment determines which organizations survive or fail.

Why do established organizations have a difficult time adapting to a rapidly changing environment? a. They are inherently resistant to change. b. There is often a heavy investment in plant and equipment and leadership has an established viewpoint that has been successful. c. When the environment changes, no one can predict if the changes will affect them. d. Leadership could change its approach, but it does not want to change.

b. There is often a heavy investment in plant and equipment and leadership has an established viewpoint that has been successful.

Which statement best describes how venture teams differ from other divisions within an organization? a. They may increase commitment, but they stifle creativity. b. They are often given a separate location and facilities. c. They are like a large company within a small company. d. They are most effective when used in a mechanistic organization.

b. They are often given a separate location and facilities.

Chapter 11 What does the Carnegie model of organizational decision making say about organizational decisions? a. They involve few managers because of the simplicity with which decisions are made. b. They use coalitions for the final choice. c. They avoid the pitfalls of problemistic search. d. They use coalitions only at lower levels of management.

b. They use coalitions for the final choice.

Which of the following is the best application of the framework for assessing environmental uncertainty? a. Soft drink bottlers are examples of typical firms in the simple and unstable quadrant. b. Universities are examples of organizations typically found in the complex and stable quadrant. c. Electronic firms are typically found in the simple and stable quadrant. d. Fashion clothing or toy manufacturers would exemplify the complex and unstable quadrant.

b. Universities are examples of organizations typically found in the complex and stable quadrant.

What does the mission culture put major emphasis on? a. the external environment through flexibility and change to meet customer needs b. a shared vision of organizational purpose c. the involvement and participation of the organization's members d. the internal environment and a consistency orientation for a stable environment

b. a shared vision of organizational purpose

. Once decision makers choose to go ahead with a proposed idea, which element is needed for a successful change to occur? a. need recognition b. adoption c. implementation d. resource acquisition

b. adoption

What is likely to be the result if a domestic company that manufactures four different types of products changes from a functional structure to a divisional structure? a. lower fixed costs b. better coordination within a product area between different functional areas c. more technical development within functional areas d. more centralized decision making

b. better coordination within a product area between different functional areas

A building contractor is constructing 35 "tract homes" on small, adjoining parcels. The crew knows that the many subcontractors must complete their work in a proper order. What is your recommendation regarding the level of coordination required? a. Because this is pooled interdependence, rules from the construction industry should suffice, since everyone on the job can learn the rules for the proper ordering of subcontractors. b. Because this is reciprocal interdependence, cross-functional teams among all the subcontractors will be essential. c. Because this is sequential interdependence, regularly scheduled meetings and planning will be needed to coordinate the ordering of the work. d. Because this is a sociotechnical system, it is most important to design the coordination to improve efficiency, ignoring human needs.

c. Because this is sequential interdependence, regularly scheduled meetings and planning will be needed to coordinate the ordering of the work.

Which of the following emphasizes designing and managing organizations on an impersonal, rational basis through such elements as clearly defined authority and responsibility, formal record keeping, and uniform application of standard rules? a. administrative principles b. scientific management c. Bureaucracy d. Hierarchy

c. Bureaucracy

What needs to occur in order to ensure that goal setting and strategy selection are done well? a. The environment is ignored but the organization's strengths and weaknesses are evaluated to determine the appropriate goals and strategy. b. Goals are set high so they can rarely be attained. c. Environmental needs dictate goals and strategies and the organization is redesigned accordingly. d. Environment and current structure and goals are considered simultaneously.

c. Environmental needs dictate goals and strategies and the organization is redesigned accordingly.

Which structural dimension is best represented by the 385-page book McDonald's uses to describe all rules and procedures in each of its stores? a. learning theory b. sequential interdependence c. Formalization d. Specialization

c. Formalization

What notion is the basis of a firm that structures itself in accordance with the concept of time-based competition? a. Bureaucratic control of processes and resources will result in less wasted time thereby saving firms money. b. An organic organizational structure fosters creativity which leads to innovative products. c. Getting products to market faster than your competition will give your firm an advantage. d. Boundary spanners hinder the flow of information and therefore slow down "time-to-market" cycles.

c. Getting products to market faster than your competition will give your firm an advantage.

Chapter 2 Which of the following best describes the big questions that strategy researchers are looking at today? a. Which organizational types are best suited for different organizational strategies? b. What are the effects of different organizational strategies on sociopolitical institutions? c. How do organizations change and function in our society and around the world? d. Why do particular industries follow particular strategies?

c. How do organizations change and function in our society and around the world?

Which perspective is included in mimetic forces? a. Because of heavy interorganizational linkages, organizations are forced to behave similarly in order to maintain productive relationships. b. Political and governmental processes, which organizations are subject to, force organizations to become similar. c. In the face of uncertainty, organizations copy or model each other. d. Diversity is maintained in order for organizations to find and maintain a marketing niche.

c. In the face of uncertainty, organizations copy or model each other.

Which examples best illustrates how various sectors can have an impact on organizations? a. In the industry sector, labour unions are a significant force. b. In the market sector, an increasing number of foreign-owned manufacturing plants are built in North America. c. In the raw materials sector, steelmakers owned the beverage can market until the mid-1980s. d. In the human resources sector, brand names are fighting it out with lower-cost store brands.

c. In the raw materials sector, steelmakers owned the beverage can market until the mid-1980s.

Which statement provides the best description of an organizational niche? a. Once found, it makes the process of retention occur. b. It is a person within an organization who is highly specialized. c. It is a domain of unique environmental resources and needs. d. It is found only in Japanese organizations.

c. It is a domain of unique environmental resources and needs.

Which statement best characterizes an organization? a. It is a goal-directed entity that has members who set goals and achieve them through strategic planning. b. It is an entity with identifiable permanent boundaries. c. It is goal-directed social entity that has a deliberately structured activity system and a permeable boundary. d. It is a business that performs work activities and contributes to its society by employing people

c. It is goal-directed social entity that has a deliberately structured activity system and a permeable boundary.

Which of the following is a characteristic of the global product organizational structure? a. It uses country managers who are accountable for profit and loss of every product. b. It fits well with customization of production or marketing. c. It may result in competition among product divisions. d. It will ensure that all countries are covered well.

c. It may result in competition among product divisions.

What is characteristic of an organization with a functional structure? a. It reacts quickly to environmental changes. b. It diminishes economies of scale compared to the divisional structure. c. It often results in hierarchy overload. d. It cannot work in small organizations.

c. It often results in hierarchy overload.

Which statement best describes what is known about horizontal power? a. It is reflected on the organizational flow chart. b. The sales department invariably carries a higher power rating than other departments. c. Its relationships change as strategic contingencies change. d. The concept of vertical linkages explains relative power.

c. Its relationships change as strategic contingencies change.

In a crisis, what is the incident commander's main role? a. Ensure the clan leader is informed. b. Make sure the managing partner is brought into take control. c. Make sure all activities that occur are appropriate and maintain order. d. Strengthen the bureaucratic control systems to maintain their function.

c. Make sure all activities that occur are appropriate and maintain order.

Suppose that VW is considering changing its production operations from an assembly line in which each employee adds one piece as a car chassis goes by to an operation in which several employees work as a team to build the complete car, with the team deciding who does what tasks. If VW implements the change, how would interrelationships change? a. from pooled interdependence on the line to reciprocal interdependence between the teams b. from reciprocal interdependence on the line to sequential interdependence between the teams c. from sequential interdependence on the line to pooled interdependence between the teams d. from routine tasks to mediating technology

c. from sequential interdependence on the line to pooled interdependence between the teams

Chantal Roy is the vice-president of marketing for her company. Other officers in the company include the vice-presidents of engineering, production, finance, and human resource management. What type of structure does this small company have? a. product b. matrix c. functional d. hybrid

c. functional

Which attribute, that often generates intergroup conflict, relates to organizational departments with different outcome expectations? a. differentiation b. task interdependence c. goal incompatibility d. personality

c. goal incompatibility

What do managers need to manage in an environment of a community of organizations? a. profit making b. stakeholders c. horizontal structures d. competition

c. horizontal structures

What is the last step in the rational approach to decision making? a. defining the decision problem b. evaluating alternatives c. implementing the chosen alternative d. diagnosing the problem

c. implementing the chosen alternative

What kind of major challenge do managers face as organizations become more differentiated, with multiple products, divisions, departments, and positions scattered across numerous countries? a. knowledge transfer b. differentiation c. integration d. development

c. integration

Which term means that members develop a collective identity and know how to work together effectively? a. external adaptation b. socialization c. internal integration d. cultural identity

c. internal integration

What impact have advanced technologies had on job design? a. job simplification b. no change c. job enrichment d. lowered wages

c. job enrichment

Which of the following has resulted from the impact of technology on job design? a. job simplification b. greater division of labour c. jobs requiring higher-level skills d. lower compensation because of the financial emphasis on equipment

c. jobs requiring higher-level skills

What is a popular approach to sharing development and production costs and penetrating new markets? a. consortia b. licensing c. joint ventures d. franchising

c. joint ventures

Which term is high formalization most closely associated with? a. organic structure b. bureaucracy c. large size d. responsive style

c. large size

Which of the following is based on employee involvement? a. mass customization b. flexible manufacturing systems c. lean manufacturing d. computer-aided design

c. lean manufacturing

What did the traditional orientation to other organizations involve? a. long-term contracts b. participation in partner's product design and production c. legal resolution of conflict d. electronic linkages to share key information

c. legal resolution of conflict

What is the social basis for normative forces? a. legal b. culture c. moral d. diversity

c. moral

In what stage of the international evolution of a company are the worldwide geographic or product structures most likely to appear? a. domestic b. international c. multinational d. global

c. multinational

What term is defined as being located in a part of the organization giving one access to information and people who are critical to the company's success? a. decision premises b. strategic contingencies c. network centrality d. power sources

c. network centrality

What kind of formal positions do organizations create to coordinate information and activities related to key customer accounts? a. functional manager b. transnational team c. network coordinator d. division network

c. network coordinator

What is another term for mission? a. operative goals b. decision guidelines c. official goals d. performance standards

c. official goals

What kind of leader would thrive in a clan culture? a. one who creates values for social responsibility b. one who embodies values c. one who integrates people into action and responsibility through participation d. one who can change culture

c. one who integrates people into action and responsibility through participation

The Stevens Corporation has goals that reflect deeply rooted values of growth and resource acquisition. In the competing-values approach to effectiveness evaluation, primarily which quadrant would the company be considered to be in? a. rational-goal emphasis b. internal-process emphasis c. open-systems emphasis d. human relations emphasis

c. open-systems emphasis

Which organizational type is flexible because of the freedom given to people to create and introduce new products? a. mechanistic b. bureaucratic c. organic d. resource

c. organic

Which type of management process do organizations in rapidly changing environments tend to have? a. differentiated b. mechanistic c. organic d. dependent

c. organic

What term is used for a condition in which a substantial, absolute negative change in an organization's resource base occurs over a period of time? a. organization dissolution b. organizational life-cycle c. organizational decline d. organizational inaction

c. organizational decline

What do the choices top managers make about goals, strategies, and organizational design have a tremendous impact on? a. organizational profitability b. organizational efficiency c. organizational effectiveness d. organizational market share

c. organizational effectiveness

Which statement best explains Porter's differentiation strategy? a. Differentiation strategies address whether the market scope is broad or narrow. b. Differentiation can be broken down into low-cost or broad-scope categories. c. An airline using the differentiation strategy would be likely to offer travellers refreshments at a reasonable price rather than serve free meals. d. The statement by Starbucks's international president that "We're not in the business of filling bellies, we're in the business of filling souls" is indicative of a differentiation strategy.

d. The statement by Starbucks's international president that "We're not in the business of filling bellies, we're in the business of filling souls" is indicative of a differentiation strategy.

Why would an organizational structure researcher say horizontal linkage mechanisms are important to an organization? a. They cause employees to feel a lack of unity of command. b. They coordinate functional areas when added to a divisional structure. c. They confuse vertical linkages. d. They enable people in different functional departments to exchange information.

d. They enable people in different functional departments to exchange information.

Which of the following is a main function of organizations? a. They increase the challenges of diversity and ethics. b. They limit innovation. c. They resist adapting to and the influence of a rapidly changing environment. d. They produce goods and services that customers want at competitive prices.

d. They produce goods and services that customers want at competitive prices.

Which statement best describes contextual and structural dimensions? a. They represent only the external environment. b. They are centralization and personnel ratios. c. They represent only the organizational characteristics. d. They provide a basis for the measurement and analysis of characteristics that cannot be seen by the casual observer.

d. They provide a basis for the measurement and analysis of characteristics that cannot be seen by the casual observer.

What will happen if managers decide to control decision premises? a. They will tell subordinates the expected decision in advance. b. They will restrict the budget allocated to decision making. c. They will force subordinates to spend more time on decision making. d. They will place constraints on decisions made by lower-ranking persons.

d. They will place constraints on decisions made by lower-ranking persons.

Which organization model can managers use when goals are in alignment, there is little differentiation, departments are characterized by pooled interdependence, and resources seem abundant? a. a political model b. an open systems model c. an authoritarian model d. a rational model

d. a rational model

What do trend-setting toy companies or high-fashion clothing manufacturers have in common? a. an environment that is stable but complex, therefore requiring a mechanistic structure b. an organic structure, from which we can reason that the environment is highly uncertain c. a large number of dissimilar external elements, which remain about the same over time d. an environment that is simple but unstable, creating relatively high uncertainty

d. an environment that is simple but unstable, creating relatively high uncertainty

What kind of culture has an internal focus and a consistency orientation for a stable environment? a. organic b. clan c. traditional d. bureaucratic

d. bureaucratic

Which of the following is one measure of the extent to which the work of the department affects the final output of the organization? a. dependency b. financial resources c. nonsubstitutability d. centrality

d. centrality

When do organizations begin to develop clear goals and direction? a. entrepreneurial stage b. elaboration stage c. formalization stage d. collectivity stage

d. collectivity stage

Which term refers to groups of independent companies that come together to share skills, resources, costs, and access to one another's markets? a. joint ventures b. cartels c. alliances d. consortia

d. consortia

What occurs when leaders from important sectors in an organization's environment are asked to join that organization? a. integration b. joint venture c. resource dependence d. cooptation

d. cooptation

f an organization were engaging in illegitimate behaviours, which of the following might it be trying to do? a. control its environmental domain b. attempt to influence political activities c. change its domain d. cooptation of interlocking directorates

d. cooptation of interlocking directorates

What kind of strategy can reduce rivalry with competitors and fight off the threat of substitute products because customers are loyal to the company's brand? a. low-cost leadership b. focused c. defensive d. differentiation

d. differentiation

What term is used for unique cognitive and emotional orientations among managers across functional departments, and the specialized formal structures among these departments? a. integration b. resource dependence c. cooptation d. differentiation

d. differentiation

Which of the following suggests that many organizations must adopt frequent administrative changes and need to be structured differently from those that rely on frequent technical and product changes for competitive advantages? a. horizontal linkage model b. switching structure c. ambidextrous approach d. dual-core approach

d. dual-core approach

What type of operative goals includes training, promotion, safety, and individual personal growth? a. market share b. innovation c. productivity of the industry d. employee development

d. employee development

Which of the following arises in a situation concerning right and wrong when values differ? a. culture problem b. legal issue c. social responsibility issue d. ethical dilemma

d. ethical dilemma

What type of organization operates with the entire world as their marketplace? a. multidomestic firms b. international organizations c. governmental agencies d. global companies

d. global companies

What type of strategy is being followed when a company such as Coca-Cola decides to use the same product design and advertising strategy throughout the world? a. multidomestic b. consortia c. focused d. globalization

d. globalization