CHPT 78911
A major appliance manufacturer that has been purchasing electronic controls from a supplier makes the decision to design and develop the controls in-house. From the supplier's perspective, which of Porter's five competitive forces does this represent? A. Threat of substitutes B. Threat of new entrants C. Current rivalry D. Bargaining power of suppliers E. Bargaining power of buyers
B
A small IT firm that is challenging larger competitors and changing the industry's rules of the game is engaged in ________. A. skunk works B. disruptive innovation C. sustaining innovation D. creativity E. process consultation
B
A(n) ________ plan is designed to be used when the same situation occurs repeatedly, whereas a ________ plan is intended to meet the needs of a unique situation. A. strategic; operational B. standing; single-use C. long-term; short-term D. specific; directional E. operational; strategic
B
Alec works on a new product development team at GTO Industries. His team is composed of members from engineering, quality, manufacturing, marketing, purchasing, and accounting. This describes a ________. A. simple structure B. cross-functional team C. divisional structure D. matrix structure E. network structure
B
Competitive intelligence refers to ______________. A. reacting to competitor strategies as they unfold in the market B. gathering information about competitors to help you anticipate their actions C. gathering information about your competitors by any possible means D. the collective intelligence of a firm's primary competitors
B
Florance is a chain of flower shops in the Chicago area. The company recently acquired Knick-knacks, which owns three gift shops. Which of the following is most similar to this acquisition? A. One shoe store chain buys out another shoe store chain and expands its distribution channels through the acquired chain's outlets. B. A toy retailer acquired a children's book store chain and now retails both toys and books from co-branded outlets. C. A construction firm acquired a textile manufacturer as it seemed like a good investment. D. Faced with mounting raw material costs, a consumer goods producer took over its supplier.
B
Gannon Enterprises is in the midst of a major strategic change. To lessen resistance from some of the senior managers who are opposed to the change, the company has offered early retirements so that the managers can avoid having to experience the change effort. Which technique for reducing resistance to change does this best describe? A. Coercion B. Negotiation C. Facilitation and support D. Manipulation and co-optation E. Participation
B
In Joan Woodward's study of the relationship between technology and structure, the structure that was the most technically complex was ________. A. continuous production B. process production C. mass production D. unit production
B
In Kurt Lewin's three-step change process, organizations are pushed toward change by ________. A. refreezing B. driving forces C. organizational development D. stress E. restraining forces
B
In terms of an internal/external analysis, loyal employees, low turnover, and a well-trained workforce would be examples of a ________. A. capability B. strength C. opportunity D. threat E. weakness
B
In terms of how many employees a manager can effectively and efficiently manage, the trend in recent years has been toward ________. A. less employee empowerment B. wider spans of control C. increased work specialization D. more centralization E. higher formalization of jobs
B
Kendra is a marketing manager in an electronics firm. As such, she is responsible for development of the firm's marketing plan, which is a type of ________ plan. A. standing B. operational C. contingency D. single-use E. strategic
B
Laura is a new physician in a busy clinic. She wants to spend enough time with her patients to fully understand their health concerns. However, she is required to see 30 patients per day, so she can spend no more than 10-15 minutes with each one. Laura is frustrated and is experiencing ________. A. role overload B. role conflict C. role ambiguity D. a work-family conflict E. a challenge stressor
B
Some plans apply to the entire organization, whereas other plans encompass only a functional area. This illustrates how plans differ in terms of their ________. A. time frame B. breadth C. specificity D. frequency of use E. applicability
B
The organizational structure that is built around self-directed work groups that are responsible for all work performance results in their respective areas is a ________. A. project structure B. team structure C. network organization D. virtual organization E. matrix structure
B
Under which of the following circumstances would manipulation and co-optation be an appropriate technique for managing resistance to change? A. When resisters have the expertise to make a contribution B. When a powerful group's endorsement is needed C. When resistance is due to misinformation D. When resistance comes from a powerful group but their endorsement is not needed E. When resisters are fearful and anxiety-ridden
B
What time frame does a short-term plan cover? A. Five years or more B. One year or less C. 90 days or less D. Two to five years E. Three years or more
B
When making editorial decisions for his newspaper, the owner/editor mostly picks issues that are in line with his political beliefs and those that his advertisers approve of despite his publicly stated goal "to be a champion for free speech and for the development of the community." This indicates that ________. A. the company's financial goals derive from its strategic goals B. the company's stated goals are not its real goals C. the company's strategic goals do not leave any room for interpretation D. the company's goals are directional in nature
B
Which of the following corporate strategies would be described as a status quo strategy? A. Growth strategy B. Stability strategy C. Retrenchment strategy D. Turnaround strategy E. Renewal strategy
B
Which of the following is considered a structural variable that positively impacts an organization's innovation? A. Limited resources B. An organic-type structure C. Maximizing extreme time pressures D. Limited interunit communication E. Minimizing feedback
B
Which of the following would be the best example of a well-written objective? A. Increase sales during the next 12 months. B. Cut costs by 10% during the next 12 months. C. Become a well-known expert in the field of PR/publicity. D. Ask for at least a 10% raise. E. Increase market share.
B
Which one of the following would be considered a sustaining innovation? A. The steam engine makes travel by rail possible. B. Batteries for electric cars have a range of 500 miles on one charge. C. Robots are trained as combat soldiers. D. Chips embedded into the brain provide access to entire libraries.
B
Williamson is the owner of a small company that sells corporate gifts through an online store. Business has slowed down in recent months and he realizes that the organization must move in a different direction if it is to survive. He has reset some of the company's overall goals and wants to develop a plan to achieve those goals. He is anticipating the business environment to be volatile for the next few years. Considering the above information, it can be determined that his plan must be ________, ________, and ________. A. strategic; general; rigid B. strategic; specific; flexible C. operational; directional; rigid D. informal; unwritten; flexible
B
_______ are documents that outline how objectives will be met; _______ are desired outcomes or targets. A. Operational plans; strategic plans B. Plans; goals C. Goals; plans D. Specific plans; directional plans E. Objectives; goals
B
________ is the principle that no subordinate in an organization should report to more than one manager. A. Span of control B. Unity of command C. Departmentalization D. Centralization E. Employee empowerment
B
________________ is a work arrangement where employees work from home and are linked to work through a computer. A. Computer sharing B. Telecommuting C. Internet linking D. A compressed workweek
B
A manufacturer of luxury handbags and luggage does not hire any permanent employees in its distribution facilities. Workers are hired as temporary workers, subject to demand for their services. The company pays no Social Security, Medicare, or unemployment insurance taxes on these employees. Which term best describes this work arrangement? A. Flextime workers B. Telecommuters C. Contingent workers D. A compressed work week E. Matrix workers
C
A(n) _______ is a broad statement of an organization's purpose that provides an overall guide to what its members think is important. A. directional plan B. operational plan C. mission D. vision E. stretch goal
C
Although the merger between Gray Enterprises and Horack Manufacturing is expected to be a "win-win" that will increase both companies' market share and save jobs, employees are fearful because they don't know what to expect. Which technique would be most useful in overcoming their resistance to change? A. Manipulation and co-optation B. Participation C. Facilitation and support D. Coercion E. Negotiation
C
An automobile manufacturer has four distinct business units-one for each of its major brands. Each of these units is headed up by a senior manager who has authority over that brand and is responsible for performance. Based on this, it can be assumed that the company has a ________ structure. A. network B. simple C. divisional D. matrix E. functional
C
A small, private college groups employees together by the work specialty, such as academic affairs, financial aid, food service, and campus security. This college appears to have a ________ structure. A. network B. divisional C. functional D. simple E. matrix
C
Barbara's Bridals does not want to be "all things to all people." The company serves a niche market of plus-sized brides who want to purchase high-end, designer wedding gowns. Barbara's Bridals is pursuing a ________ strategy. A. cost leadership B. functional C. focus D. stuck in the middle E. retrenchment
C
Brutus' Fried Chicken patented the recipe for the spices used in the coating of the chicken. The patent protection lasts for 17 years. Brutus' Fried Chicken will view this patent protection as a(n) ________. A. cost of doing business B. threat until the patent expires C. opportunity during the time of the patent protection D. weakness because the patent cannot be renewed
C
In terms of the planning process, the targets or ends that managers intend to pursue are known as ________. A. plans B. vision statements C. goals D. strategies E. tactics
C
Jake is in the process of developing a strategic plan for his organization. He has just completed an analysis of the firm's resources and capabilities and has identified its strengths and weaknesses. According to the six-step strategic management process, which step has Jake performed? A. Performing an external analysis B. Identifying the organization's current mission, goals, and strategies C. Doing an internal analysis D. Evaluating results E. Formulating strategies
C
Jamie is frustrated with the group project in her management class. Her team hasn't met to figure out who will do which portion of the project, and no timelines have been established. This situation best illustrates ________. A. role reversal B. role conflict C. role ambiguity D. role overload E. stress
C
Joan is a manufacturing engineer who works on a new product development team along with members from design, engineering, production, purchasing, finance, marketing, and quality assurance. Joan still has responsibilities to the Manager of Manufacturing Engineering, but simultaneously reports to the new product development team leader. What type of organizational design does this describe? A. Project structure B. Functional structure C. Matrix structure D. Network organization E. Virtual organization
C
Laura is a billing clerk in a medium-sized manufacturing company. She reports to the Supervisor of Accounts Payable, who in turn reports to the Manager of Accounting. The Manager of Accounting is accountable to the Chief Financial Officer, who reports to the company president. Which element of organizational design does this illustrate? A. Decentralization B. Chain of command C. Departmentalization D. Staff authority E. Work specialization
C
RGH Enterprises is able to produce a wide line of garden tools and sells a high volume, and thus can capitalize on economies of scale and charge lower prices than its competitors. RGH Enterprises is using the ________ strategy. A. retrenchment B. stuck in the middle C. cost leadership D. differentiation E. focus
C
Some firms use social media as a way to gain competitive advantage. For a social media strategy to be effective, it must ________. A. have millions of people following your posts B. only be used infrequently so potential customers are not inundated with too much information C. help people connect and reduce costs and/or increase revenues D. be carefully monitored to eliminate negative external posts E. be a very carefully crafted visual to attract viewers
C
The focus of ________ is to minimize or eliminate dysfunctional conflict that exists between groups by changing the attitudes, stereotypes, and perceptions that groups have about each other. A. survey feedback B. team building C. intergroup development D. process consultation E. sensitivity training
C
The president of Adam's company rules with an iron fist. All decisions must first be approved by the president, regardless of how small or insignificant they are. This suggests that there is a high degree of ________ within the company. A. departmentalization B. formalization C. centralization D. decentralization E. work specialization
C
The rights inherent in a managerial position to tell people what to do and to expect them to do it is known as ________. A. chain of command B. centralization C. authority D. span of control E. responsibility
C
The top managers of the corporation are meeting to discuss how they will compete in their chosen markets and how they will attract and satisfy customers. These managers are discussing ________. A. core competencies B. the business model C. strategy D. their competitive advantage
C
When managers develop the strategies for the organization for how it will compete successfully, they are engaged in ________. A. organizing B. environmental scanning C. strategic management D. SWOT analysis E. controlling
C
Which of the following are likely to be most directly involved with strategic planning? A. Middle-level managers B. Nonsupervisory personnel C. Top executives D. First-line managers E. Lower-level managers
C
Which of the following managers has line authority? A. A human resources manager lends guidance to the customer service manager to ensure that the proper documentation is in place before a customer service representative is fired. B. The company attorney advises the human resources manager with respect to a discrimination lawsuit filed by an employee. C. A customer service manager establishes the work schedules of customer service representatives and can discipline them in accordance with the rules of the company. D. The finance manager assists the director of sales in developing an incentive compensation program that is consistent with budgetary constraints. E. The quality control manager consults with the production manager about statistical analysis of production to ensure compliance with quality standards.
C
Which of these components is NOT one of the four ingredients common to MBO programs? A. Participative decision making B. Goal specificity C. Individual goals set by middle managers D. Explicit time frames E. Performance feedback
C
Which technique of reducing resistance to change involves helping employees see the logic of the change effort? A. Coercion B. Manipulation and co-optation C. Education and communication D. Negotiation E. Facilitation and support
C
_______ is an adverse reaction that people have to excessive pressure placed on them from extraordinary demands, constraints, or opportunities. A. Role ambiguity B. Role conflict C. Stress D. Burnout E. Role strain
C
After meeting with the general manager of a large automotive dealership and being apprised of the dealership's objectives for growth and revenue during the coming fiscal year, Jon, the sales manager, establishes the overall sales objectives for the organization, including sales quotas for each of his salespeople. This is an example of ________. A. bottom-up goal-setting B. management by objectives (MBO) C. a strategic plan D. traditional objective setting E. directional plans
D
Alexis has developed an advertising campaign for a new toy her company is introducing in the fall, and the campaign will run through the Christmas holidays. This would be an example of a ________ plan. A. directional B. strategic C. standing D. single-use E. contingency
D
All of the following would be important elements of management by objectives (MBO) EXCEPT the ________. A. periodic review of progress toward objectives B. reinforcement of successful objective achievement with performance-based rewards C. allocation of major organizational objectives among divisional and departmental units D. autonomous establishment of specific objectives by department members E. development of action plans by mutual agreement of managers and employees
D
An idea champion is best described as an ________. A. individual with original ideas about what the future will be or what the future could be like B. individual who introduces new methods, ideas, or products C. individual who is not afraid of change but makes changes only when there is a compelling reason to do so D. individual who actively and enthusiastically supports new ideas, builds support, overcomes resistance, and ensures that innovations are implemented E. individual who acts as a catalyst and assumes the responsibility for managing the organizational change process
D
An organization that grows using ________ expands by focusing on its primary line of business and increasing the number of products offered or markets served in its primary business. A. a stability strategy B. horizontal integration C. a renewal strategy D. concentration E. vertical integration
D
An organization that grows using ________ focuses on its primary line of business and increases the number of products offered or markets served in this primary business. A. vertical integration B. horizontal integration C. diversification D. concentration
D
At Chemetron, all the accounting people share one large work area; all the quality control people are housed in a large office next to the production floor; and maintenance has its own space at the back of the building. Chemetron is using ________. A. product specialization B. process departmentalization C. departmental specialization D. functional departmentalization
D
At Mark's company, the policy and procedures manual is two inches thick and seemingly covers every single aspect of work in great detail. He has even jokingly said, "If the company wanted you to have a family, it would probably be in the procedures manual." Based on this, it would appear that Mark works for a(n) ________ organization. A. matrix B. organic C. functional D. mechanistic E. divisional
D
A ________ plan sets forth general guidelines, whereas a ________ plan is clearly defined and leaves no room for interpretation. A. strategic; operational B. specific; directional C. single-use; standing D. directional; specific E. long-term; short-term
D
Because of its sheer size and the volume of products it purchases from its vendors, Walmart can dictate the prices it will pay. Which of Porter's five competitive forces does this represent? A. Threat of new entrants B. Bargaining power of suppliers C. Threat of substitutes D. Bargaining power of buyers E. Current rivalry
D
Bixler Corporation boasts that it has the fewest warranty claims in its industry. We can infer from this that ________. A. Bixler has an ineffective TQM program B. Bixler has employed design thinking in the development of its products C. Bixler is using social media to promote its products D. Bixler's quality is a competitive advantage
D
JMY Technologies has experienced declining performance for the past six months. Top-level managers have determined that the problems are minor in nature and that a short-run renewal strategy is most appropriate. In order to stabilize operations, JMY will most likely implement a ________ strategy. A. stability B. turnaround C. diversification D. retrenchment E. growth
D
One characteristic of the matrix structure is that it ________. A. does away with work specialization B. is well suited for a mechanistic structure C. eliminates the chain of command D. violates the principle of unity of command
D
Operational planning is usually conducted by ________. A. mid-level managers B. top-level managers C. members of the C-suite D. lower-level managers E. the board of directors
D
Pasta Pronto is planning to grow by adding a location and increasing its delivery radius. What type of strategy is Pasta Pronto using? A. Horizontal integration B. A stability strategy C. A renewal strategy D. Concentration E. Vertical integration
D
The commitment concept relates to the ________ of plans. A. applicability B. specificity C. usage frequency D. time frame E. breadth
D
The formal arrangement of jobs within an organization is known as ________. A. decentralization B. the chain of command C. work specialization D. the organizational structure E. staff authority
D
What sets an organization apart from its competitors is known as its ________. A. corporate strategy B. core competencies C. functional strategy D. competitive advantage E. business model
D
Which is the last step of Kurt Lewin's change process model? A. Unfreezing B. Changing C. Driving forces D. Refreezing E. Restraining forces
D
Which metaphor about organizational change assumes that change consists of occasional disruptions that must be dealt with, but then things can continue under the new changed situation? A. The white-water rapids metaphor B. The organization as a shipwreck C. The organization as a blueprint D. The calm waters metaphor E. Lewin's Force Field Analysis
D
Which of the following corporate strategies would be used by an organization to address declining performance? A. First mover strategy B. Stability strategy C. Functional strategy D. Renewal strategy E. Growth strategy
D
Which of the following is the second step of the strategic management process? A. Performing an internal analysis B. Formulating strategies C. Identifying the organization's current mission, goals, and strategies D. Doing an external analysis E. Implementing strategies
D
Which of the following statements is true concerning planning in dynamic environments? A. It is important for managers to be rigid in the implementation of their plans. B. Organizations seldom experience dynamic environments. C. Dynamic market conditions should not allow the organization's destination to change. D. In an uncertain environment, managers should develop plans that are directional and short term. E. In a dynamic environment, plans should be set in stone to keep managers on track.
D
Which of the following would be considered an external force for change? A. New equipment B. New organizational strategy C. Change in composition of workforce D. Changing consumer needs and desires E. Changing employee attitudes
D
Which of these tools is a three-dimensional, interactive, computer-generated experience that can simulate a specific environment and help managers plan? A. Competitve intelligence B. Internet search engines C. Analytics D. Virtual reality E. Environmental scanners
D
Which one of the following represents a change in technology? A. Brenda exchanged her broken iPhone 4 for an iPhone 5. B. Wooden desks were replaced by steel ones with composite tops. C. Brownstone Corp. carpeted the tile floors in its office areas. D. Hand-held calculators replaced pencil and paper in the workplace.
D
According to the Boston Consulting Group (BCG) matrix, a question mark has ________ market share and ________ anticipated growth rate. A. intermediate; high B. high; high C. low; low D. high; low E. low; high
E
An organization's skills and abilities in doing the work activities needed in its business are referred to as its ________. A. mission B. competitive advantage C. core competencies D. resources E. capabilities
E
At a delicatessen, one employee greets patrons and takes their orders. Another employee assembles the sandwiches. A third employee wraps the sandwiches and operates the cash register. Which element of organizational design does this illustrate? A. Staff authority B. Decentralization C. Departmentalization D. Chain of command E. Work specialization
E
In an organic organization, which of the following would you most likely see? A. Direct supervision B. Standardized jobs C. Structured rules and regulations D. Multiple layers of management E. High degree of decentralization
E
Jolene owns her own marketing design consulting business. There are only five employees, so the organization has a flat hierarchy, and Jolene retains full authority. Jolene's company would best be described as a ________ structure. A. divisional B. matrix C. functional D. network E. simple
E
Nelco Company has developed a long-range plan that charts a direction and sets goals for the company's future growth. What type of plan has Nelco developed? A. Procedural B. Standing C. Operational D. Contingency E. Strategic
E
One of GTO Industries' key suppliers is in the midst of a labor dispute and workers have gone on strike. In terms of an internal/external analysis, this would be an example of a(n) ________. A. weakness B. strength C. opportunity D. resource E. threat
E
Tayler's company has announced that, due to the poor economy, it will lay off 20% of the workforce by the end of the month. This announcement is the ________ that creates ________. A. stress; stressors B. role overload; stress C. strain; stress D. stress; burnout E. stressor; stress
E
The nondiscrimination policy of a university is an example of which type of plan? A. Directional plan B. Strategic plan C. Single-use plan D. Operational plan E. Standing plan
E
When Steve Jobs created a separate and autonomous unit at Apple to develop the Macintosh computer, he was using ________. A. creative disruption B. disruptive technology C. frequent communication D. creativity E. skunk works
E
When Walmart gathers information about what Target is doing so as to be more proactive, Walmart is engaged in ________. A. management by objectives (MBO) B. strategic planning C. environmental analysis D. a SWOT analysis E. competitive intelligence
E
Which of the following describes the management function of planning? A. Working with and through people to accomplish organizational goals B. Analyzing an organization's strengths, weaknesses, opportunities, and threats C. Arranging and structuring work to accomplish the organization's goals D. Monitoring, comparing, and correcting work performance E. Defining the organization's goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate work activities
E
Which of the following is the best example of customer departmentalization? A. A major appliance manufacturer with separate divisions for dishwashers, refrigerators, and microwave ovens B. A national bank with branches in 40 states C. A single-location furniture manufacturer with separate departments for accounting, sales, manufacturing, quality, and human resources D. An automobile manufacturer with separate divisions for passenger cars and pick-up trucks E. A textbook publisher with separate divisions for clients in higher education, professional continuing education, elementary education, and secondary education
E
Which of the following is the first step a manager should take during the objective-setting process? A. Evaluating available resources B. Allocating major objectives among divisional and departmental units C. Determining the goals individually or with input from others D. Writing down the goals and communicating them to all who need to know E. Reviewing the organization's mission or purpose
E
Which of the following is true concerning the planning-performance relationship? A. The external environment seldom impacts the effectiveness of planning. B. The amount of planning that is done is highly positively correlated with high performance. C. In studies where formal planning didn't lead to higher performance, poor leadership was the culprit. D. Formal planning is seldom associated with higher profits. E. Generally speaking, formal planning is associated with positive financial results.
E
Which of the following is true of creativity? A. A creative organization is characterized by its ability to generate new ideas that are implemented into new products, processes, and procedures designed to be useful. B. Creativity is enough by itself without innovation. C. Creativity and innovation are synonymous. D. A creative organization will naturally be innovative. E. A creative organization develops unique ways of working or novel solutions to problems.
E
______ objectives are those that an organization actually pursues. A. Operational B. Stated C. Strategic D. Directional E. Real
E
In an uncertain environment, managers should develop plans that are specific, but flexible. True False
True
"My way or the highway" would best describe which technique to manage resistance to change? A. Coercion B. Manipulation and co-optation C. Participation D. Facilitation and support E. Negotiation
A
A change capable organization ________. A. links the present and the future B. seeks incremental changes C. encourages group-think D. follows its competitor's footsteps
A
A major appliance manufacturer that has been purchasing electronic controls from a supplier makes the decision to design and develop the controls in-house. What type of corporate strategy does this represent? A. Vertical integration B. A renewal strategy C. A stability strategy D. Concentration E. Horizontal integration
A
A person who acts as a catalyst and assumes the responsibility for managing the change process is referred to as a(n) ________. A. change agent B. idea champion C. visionary D. change strategist E. innovator
A
A strategic business unit (SBU) of a major corporation has entered a new, high volume industry and has quickly captured a significant share of the market. According to the BCG (Boston Consulting Group) matrix, how would this SBU be categorized? A. Star B. Question mark C. Cash cow D. Dog E. Horse
A
A strategic business unit (SBU) of a major corporation has high market share in its industry, but the growth rate of the industry is expected to be stagnant over the long run. According to the BCG matrix, how would this SBU be categorized? A. Cash cow B. Dog C. Question mark D. Horse E. Star
A
A textile mill has separate departments for spinning, weaving, dying, and printing. The outputs of one department become the inputs for the next department. This describes departmentalization based upon ________. A. process B. geography C. division D. product E. customer
A
An electronics firm develops a control for an appliance manufacturer, and its contract states that, if the appliance manufacturer terminates the contract early, it must reimburse the electronics firm for $2 million in development costs. Which of Porter's five competitive forces does this represent? A. Bargaining power of suppliers B. Bargaining power of buyers C. Current rivalry D. Threat of substitutes E. Threat of new entrants
A
Before bringing the new computer system online, HD Marketing formed a committee of employees from each of the major departments impacted by the change and asked for their input, suggestions, and assistance. Which technique for reducing resistance to change does this best describe? A. Participation B. Negotiation C. Coercion D. Facilitation and support E. Manipulation and co-optation
A
Caitlyn has always been a hard-driving, competitive person. She walks fast, talks fast, eats fast, and gets angry fast. Caitlyn would likely be described as exhibiting what type of personality? A. Type A personality B. Type Z personality C. Melancholic D. Sanguine E. Type B personality
A
Changes in work processes, methods, and equipment are a part of ________ changes. A. technological B. financial C. structural component D. structural design
A
In terms of an internal/external analysis, the use of obsolete technology in an outdated facility would be considered a(n) ________. A. weakness B. opportunity C. threat D. strength E. resource
A
In which of the following organizations would an organic structure likely be most appropriate? A. A company pursuing unique innovations in a dynamic, rapidly changing industry B. An organization that relies on employees at all levels being in lockstep with directives from top management C. A well-established company that operates in a predictable, relatively stable environment D. A company that manufactures a high-volume product using a well-established manufacturing process E. A large company that is the cost leader in the market and needs to focus on efficiency and cost control
A
In which type of organizational development (OD) does an outside consultant help the manager understand how interpersonal processes affect the way work is done? A. Process consultation B. Team building C. Survey feedback D. Intergroup development E. Sensitivity training
A
In a(n) ________ organization, authority is centralized and rules are clearly specified. A. mechanistic B. organic C. matrix D. divisional E. functional
A
Many of Custom Leather's employees are experienced artisans. The jobs most of them perform are not highly standardized. They take great pride in their craft and require few formal rules and little direct supervision. These traits are most typical of a(n) ________ organization. A. organic B. formalized C. mechanistic D. departmentalized
A
One example of using ________ as a competitive advantage occurred when Procter & Gamble added a tartar-fighting ingredient from toothpaste to its dry adult pet foods. A. innovation B. quality C. customer service D. timing E. low cost
A
The ABC retail company groups activities around its East Coast, West Coast, and Midwest locations. Which type of departmentalization is the company using? A. Geographical B. Customer C. Process D. Product line E. Functional
A
The metaphor about organizational change that assumes that change is normal and expected and managing it is a continual process is known as ________. A. the white-water rapids metaphor B. the calm waters metaphor C. the organization as a blueprint D. the organization as a shipwreck E. Lewin's Force Field Analysis
A
Which of the following is NOT one of the six key elements of organizational design? A. Regulation B. Span of control C. Formalization D. Departmentalization E. Chain of command
A
Which of the following is NOT true of strategic management? A. The economic viability of the organization's business model is seldom a factor in the strategic management process. This is the correct answer. B. Organizations that use strategic management have higher levels of performance. C. The strategic management process helps companies cope with uncertainty. D. Both business organizations and not-for-profit organizations use strategic management. E. Strategic management can make a difference in how well an organization performs.
A
Which of the following products would likely be produced using process production? A. Gasoline B. Custom-made outdoor furniture C. Tailored suits D. Business computer systems E. Gourmet cupcakes
A
________ is/are pressures created by other employees. A. Interpersonal demands B. Organizational leadership C. Managerial demands D. Role demands E. Task demands
A
__________ occurs when two or more people split a full-time job. A. Job sharing B. Flextime C. Networking D. Task splitting E. Telecommuting
A