MGMT 371 Test2 (CH.7-11) Energizers
culture
An organization's _____ defines how people think, feel, and act, and it moves at an almost subconscious level. a. structure b. design c. culture d. strategy
false
As firms expand and grow in complexity, they are likely to reorganize into a functional structure. a. True b. False
true
It is the culture of the organizational structure that drives performance. a. True b. False
true
Job analysis can be conducted in a number of ways including self-administered questionnaires. a. True b. False
true
An appreciation of the company's values helps in deciphering the roots of a company's culture. a. True b. False
true
Organizations that focus solely on performance without a focus on support tend to produce burnout contexts. a. True b. False
true
The main components of MBO are derived from goal setting and participation in decision making. a. True b. False
decentralized
A _____ structure is an organizational structure where key decisions are made at all levels of the firm, not only at the top. a. decentralized b. multinational c. centralized d. bureaucratic
true
A crucial part of employee development is providing feedback. a. True b. False
true
A key component of a new manager's job is to understand the informal structure of the organization. a. True b. False
proactive
A process in which change is initiated based on some anticipatory event or opportunity on the horizon is known as _____ change. a. planned b. organic c. incremental d. proactive
incremental
A process in which small improvements or changes are made to processes and approaches on an ongoing basis is known as _____ change. a. transformative b. reactive c. organic d. incremental
organic
A production team at TriCo Inc. came up with a way to reorganize its work station so as to greatly reduce the setup time required for new production runs. Within a year, other production teams throughout the company had reorganized their work stations to match. The efficiencies gained were the result of _____ change. a. organic b. transformative c. planned d. reactive
false
Along the horizontal dimension of decision rights, a manager must decide whether decisions are made in a centralized or decentralized manner. a. True b. False
false
A wise manager of an acquiring company should incorporate the company into another in such a way that the culture of the acquired company gets sacrificed. a. True b. False
Telecommuting
A-Recruitz is an organization that allows its employees to work from home. Most of the interaction between the employees and the organization takes place through e-mail. Moreover, the organization is able to maintain increased employee performance and satisfaction. Identify the work option offered by A-Recruitz to its employees. a. Variable work schedules b. Flexible work schedules c. Telecommuting d. Job sharing
Establish a sense of urgency.
According to Kotter, which of the following should leaders do first while implementing change? a. Develop a vision. b. Institutionalize changes in the culture. c. Establish a sense of urgency. d. Plan for and create short-term wins.
greater than the resistance to change and cost of change that employees experience.
According to the formula that makes up the change equation, the combination of dissatisfaction with the status quo, new model for the organization, and process for change must be a. equal to the resistance to change and cost of change that employees experience. b. greater than the resistance to change and cost of change that employees experience. c. greater than the resistance to change and lesser than the cost of change that employees experience. d. lesser than the resistance to change and cost of change that employees experience.
survivor syndrome.
After a recent downsizing, Joe's work responsibilities significantly increased. Joe felt guilty and resentful and became self-absorbed and risk adverse. Joe was suffering from a. survivor syndrome. b. MBO. c. post-downsizing disorder. d. outsourcing envy.
false
Assumptions are the meanings that members of an organization attach to artifacts. a. True b. False
planned
Based on the results of SWOT analysis, the corporate strategy department of an organization made some changes to the organizational structure in an attempt to improve the efficiency and effectiveness of the organizational activities. This scenario is an example of _____ change. a. organic b. reactive c. planned d. transformative
need to create a unique balanced scorecard for each of its business units.
Because GE operates in many businesses, ranging from aircraft engines to healthcare imaging, GE would a. not be able to use the balanced scorecard. b. have to adopt a common strategy for all businesses to be able to use the balanced scorecard. c. need to create a unique balanced scorecard for each of its business units. d. have to choose one business unit with which it could use the balanced scorecard.
true
Behaviorists are those who support a more open organizational structure where roles and responsibilities are loosely defined. a. True b. False
true
Behaviorists are those who support a more open organizational structure where roles and responsibilities are loosely defined. a. True b. False
cultural beliefs and values
Ben & Jerry's 5-to-1 policy, whereby executives could not earn more than five times the amount of the lowest-paid employee, is an example of a company's a. cultural artifacts. b. cultural beliefs and values. c. cultural assumptions. d. mission.
false
Benchmarking involves allocating and measuring expected quantitative and qualitative outcomes of a firm. a. True b. False
initiation stage of growth
BluBuddy Company has a loose, informal management structure, basic benefits, and flexible job definitions. BluBuddy is most likely in the a. initiation stage of growth. b. functional growth stage. c. controlled growth stage. d. functional integration stage of growth.
true
Budgeting involves allocating financial resources and measuring expected quantitative and qualitative outcomes of a firm. a. True b. False
Financial perspective
Cardinal Company is using cost of goods sold as a measurement of performance, which will be placed under which perspective of the balanced scorecard? a. Financial perspective b. Customer perspective c. Business process perspective d. Learning and growth perspective
true
Changes in work practices or informal structures tend to result in greater efficiency. a. True b. False
Organizational change
Color Cosmetics, whose target market comprises only female customers, has now introduced a new range of products for the male population. It came up with new strategies and advertisements to reach the new target market. It did so to maintain a competitive advantage in the industry. Which of the following strategies did the company apply to compete more effectively? a. Globalization b. Environmental scanning c. Organizational change d. Strategic review process
growth stage
ColorZone, a cosmetics manufacturing company, introduced a new range of cosmetics targeting the younger population. The company spent a lot on advertisements in an attempt to reach more customers and increase sales. However, the money invested on promotion overweighed the sales profit in the initial months. From this scenario it can be inferred that the company is in the _____ of business. a. final phase b. growth stage c. strategic phase d. harvest stage
false
Competitors can easily imitate a firm's unique organizational configuration that drives excellent implementation and performance. a. True b. False
true
Connection involves developing relationships with parties outside a firm to increase the value of the firm's offerings. a. True b. False
Take corrective action.
DePaul Company has been monitoring the performance of its processes against selected measures. What is DePaul's next step in the control cycle? a. Identify measures that track the right information to assess performance. b. Set targets for the selected measures. c. Take corrective action. d. Set up a balanced scorecard.
true
Dissatisfaction provides the energy necessary for breaking organizational inertia. a. True b. False
Customer profitability
Downing Company is studying the costs required to attract new customers compared to the lifetime profitability of certain types of customers before it decides which new customers to target. Downing is focused on which of the various customer metrics? a. Customer retention b. New customer acquisition c. Customer profitability d. Market share
management by objectives
Eris Company is managing employees by outlining a series of specific milestones that they are expected to meet in a defined time period. Eris is utilizing a. off-the-job training. b. management by objectives. c. Total Quality Management. d. 360-degree feedback.
how environmental changes impact a firm's strategy.
External adaptation refers to: a. how work is accomplished in a firm. b. how ceremonies help to socialize organizational members. c. how environmental changes impact a firm's strategy. d. how an organization's founder influences its culture.
false
External fit is a process of building and aligning human resource practices in support of the company's strategy. a. True b. False
centralized
Fine Gadgets, a gadgets manufacturing company, has an organizational structure where the employees have to strictly follow rules and regulations stated by the management. Moreover, only the top management is allowed to make key decisions regarding organizational activities. Fine Gadgets is an example of a _____ organization. a. decentralized b. global c. diversified d. centralized
true
For the balanced scorecard to be valuable, measurements from the customer perspective must link directly to financial results or strategic goals. a. True b. False
true
For the balanced scorecard to be valuable, measurements from the customer perspective must link directly to financial results. a. True b. False
transformative
GudGadgets is a leading manufacturing company. It used a particular raw material as the base for manufacturing most of its products. Due to some recent events, the government banned the overall supply of that raw material. As a result, the company had to switch to another raw material. This called for a change in the machines and other processes involved in manufacturing its products. The company stopped the production of some established products and introduced new products to remain competitive. This scenario is an example of _____ change. a. transformative b. organic c. incremental d. planned
downsizing
Huge Company is in the process of reducing its employee base in an effort to be more competitive. Huge is a. offshoring. b. outsourcing. c. downsizing. d. customizing.
cafeteria plan
Humanix, Inc. allows its employees to make their own choices from a wide array of benefit options. Humanix has a a. profit-sharing plan. b. cafeteria plan. c. flexible work option. d. gain-sharing plan.
false
ISO 9000 is a program that focuses on improving the firm's products but not the processes involved. a. True b. False
network
In a _____ structure, "knowledge workers" are organized to work as individual contributors or to be a part of a work cluster that provides a certain expertise for the organization. a. functional b. divisional c. matrix d. network
Creating dissatisfaction
In a company meeting, Peter, the CEO, is pointing to disappointing sales results and to the ways competitors in the industry are gaining competitive advantages. Peter is in what stage of the change process? a. Creating dissatisfaction b. Communicating a change model c. Developing an implementation process d. Creating a desirable model
divides people into units in terms of the main activities that need to be performed.
In a functional structure, a firm a. groups diverse functions into separate divisions. b. divides people into units in terms of the main activities that need to be performed. c. gives equal authority to both divisional and functional managers. d. categorizes its employees based on their performance and commitment.
a firm is organized in terms of the main activities that need to be performed.
In a functional structure: a. a firm groups diverse functions into separate divisions. b. a firm is organized in terms of the main activities that need to be performed. c. a firm gives equal authority to both divisional and functional managers. d. a firm categorizes its employees based on their performance and commitment.
behavior and outputs
In business, only two things can be observed, measured, and monitored: a. suppliers and customers. b. behavior and outputs. c. resources and growth. d. employee satisfaction and loyalty.
true
In communicating the model for change, leaders need to appeal to both logic and emotions. a. True b. False
true
In formal organizations, the backbone of culture generally begins with a founder. a. True b. False
false
In switching jobs, individuals should always be going "from" rather than "to." a. True b. False
values
In the change process, _____ refer to the manner in which employees work together and set priorities about what is important. a. resources b. values c. assets d. models
Resistance to change
In the formula D × M × P > Rc + Cc, what does Rc represent? a. Root cause b. Ritualized combatants c. Resistance to change d. Running cases
inability of organizations to change as rapidly as the environment.
Inertia refers to the a. inability of organizations to change as rapidly as the environment. b. process by which change emerges from individuals as they innovate. c. ability to send massive amounts of data in increasingly unique formats. d. process where change efforts are planned from top-down directives.
false
Inertia refers to the ability of organizations to change as rapidly as the environment. a. True b. False
disruptive technologies.
Innovative products having attributes that appear to satisfy only a small subset of the market and often do not initially appear to be very compelling or valuable are referred to as a. sustainable technologies. b. core competencies. c. disruptive technologies. d. value propositions.
true
Interactive control systems promote continuous communication between managers and subordinates throughout the entire organization. a. True b. False
true
Internal business processes are important because they represent the day-to-day operations that deliver products and services to customers. a. True b. False
they represent the day-to-day operations that deliver products and services to customers.
Internal business processes are important because: a. they are the quantitative and qualitative things that customers value most. b. they link key customer-based metrics such as market share to the financial performance of a firm. c. they focus mainly on choosing the financial measurements that are important for reaching strategic goals. d. they represent the day-to-day operations that deliver products and services to customers.
how work is accomplished in a firm.
Internal integration refers to: a. how environmental changes impact a firm's strategy. b. how rituals reinforce an organization's culture. c. how stories and myths convey an organization's values. d. how work is accomplished in a firm.
understand the goals of training.
John, an organization's HR manager, is making plans to offer training to his employees. To effectively proceed with the training process, John should first a. determine target audience. b. design the training curriculum. c. assess the effectiveness of training. d. understand the goals of training.
assure employees that they will get credit for past achievements.
Juan is an employee at a company where the CEO is pushing for drastic change in processes. Juan just finished creating computer programming that streamlined the old processes, for which he was expecting a raise and promotion. The proposed new changes make all of his recent work null and void. Juan is resisting change. The change leader needs to a. discourage employees from venting any frustration or concern. b. assign Juan to a task force. c. assure employees that there is a path for success that will be facilitated through training and development opportunities. d. assure employees that they will get credit for past achievements.
assure employees that there is a path for success that will be facilitated through training and development opportunities.
Juli is an employee at a company where the CEO is pushing for drastic change in production processes. Juli is not sure she has the skills required for the new processes and is resisting change. The change leader needs to a. discourage employees from venting any frustration or concern. b. assign Juli to a task force. c. assure employees that there is a path for success that will be facilitated through training and development opportunities. d. assure employees that they will get credit for past achievements.
false
Leaders must not allow employees affected by change to vent their frustrations or concerns. a. True b. False
functional growth stage
Majestic Company is expanding benefits, adding training and development programs, and recruiting specialists. Majestic is most likely in the a. initiation stage of growth. b. functional growth stage. c. controlled growth stage. d. functional integration stage of growth.
false
Market share of target customers may increase at the same time there is an increase in non-target markets, showing that the company is not meeting strategic objectives. a. True b. False
false
Measuring drivers without outcomes leads to confusion and wasted resources. a. True b. False
bureaucratic
Moonbow, Inc., has a highly formalized structure with extensive rules, procedures, policies, and instructions. Positions are arranged hierarchically with top management dictating the direction and activity of the organization while lower- level managers and employees follow orders. The fundamental mechanism of monitoring involves close personal surveillance of subordinates by superiors. Moonbow, Inc., has adopted a _____ approach to organizational control. a. clan b. bureaucratic c. mutually adaptive d. totalitarian
false
Organizations that focus on both sustainable and disruptive technologies often make bad decisions concerning disruptive innovations. a. True b. False
Learning and growth perspective
New Skin, a cosmetics company, is focused on innovation and new product introduction. New Skin will place heavy emphasis on which perspective of the balanced scorecard? a. Financial perspective b. Customer perspective c. Business process perspective d. Learning and growth perspective
developing relationships with external partners to deliver greater value to customers.
Of the five activities that make a firm customer-centric, connection involves a. helping employees at the firm develop the right skills needed to better serve customers. b. creating structural mechanisms at the firm that allow workers to organize their activities to focus more exclusively on creating value for customers. c. developing relationships with external partners to deliver greater value to customers. d. using informal methods such as culture and incentives to encourage people in the organization to come together in the spirit of serving customers.
shaping an organization's culture and aligning incentives to encourage employees across silos in the organization to come together in the spirit of serving customers.
Of the five activities that make a firm customer-centric, cooperation involves a. helping employees at a firm develop the right skills needed to better serve customers. b. creating structural mechanisms at the firm that allow workers to organize their activities to focus more exclusively on creating value for customers. c. developing relationships with parties outside the firm to increase the value of the firm's offerings. d. shaping an organization's culture and aligning incentives to encourage employees across silos in the organization to come together in the spirit of serving customers.
creating structural mechanisms at a firm that allow employees across silos to organize their activities to focus more exclusively on creating value for customers.
Of the five activities that make a firm customer-centric, coordination involves a. using informal methods such as culture and incentives to encourage people in the organization to come together in the spirit of serving customers. b. developing relationships with parties outside a firm to increase the value of the firm's offerings. c. helping employees at a firm develop the right skills needed to better serve customers. d. creating structural mechanisms at a firm that allow employees across silos to organize their activities to focus more exclusively on creating value for customers.
focusing on flexibility, adaptability, and integration across business functions.
Of the five stages of organizational growth, strategic integration involves a. technical specialization and increased formality. b. concentrating on controlled growth and developing more formal procedures and increasing focus on professional management. c. developing multiple product groups and integrating various functional aspects like accounting to provide more autonomy to divisions. d. focusing on flexibility, adaptability, and integration across business functions.
false
Once a behavior has become an assumption, it is even more visible. a. True b. False
total cycle time
One of the more important measurements of TQM is _____, defined as the amount of time required to develop and deliver products and services to the customer. a. total cycle time b. benchmarking c. Six Sigma d. leverage
true
One of the most important benefits of the functional structure is the efficiency it creates. a. True b. False
true
One of the primary mechanisms by which the objectives of a firm are achieved is through the way the firm is organized. a. True b. False
true
One result of globalization is the increasing need for organizations to tailor their products and services to local preferences. a. True b. False
false
Organic change is a process where change is initiated in response to some known external threat or opportunity. a. True b. False
high performance
Organizations that emphasize performance metrics with a focus on support and trust will tend to produce _____ contexts. a. country club b. high performance c. low performance d. burnout
false
Over time, the process of cultural socialization can result in a decreased level of commitment to an organization. a. True b. False
true
Progressive organizations view human resources as a valuable resource that can be optimized to create competitive advantage. a. True b. False
true
Realistic job preview provides information to job candidates highlighting the most important conditions of a job including its positive and negative aspects. a. True b. False
Account share
Rowling Company is monitoring the amount customers spend on its products relative to all other products. Rowling is focused on which of the various customer metrics? a. Market share b. Customer retention c. Customer profitability d. Account share
clan
Star Hydraulics is organized into self-supervising teams that are responsible for a set of tasks. In the teams, each member is cross-trained to be able to perform multiple tasks, and individual goals and values completely overlap with the organization's values. Workers collaborate on projects and must negotiate proper team behavior, using the organization's mission and values as a guide. Star Hydraulics has adopted a _____ approach to organizational control. a. clan b. bureaucratic c. mutually adaptive d. totalitarian
connection
Starbucks joining forces with Pepsi to distribute its cold Frappuccino products to retail/grocery outlets is an example of pursuing customer-centricity through a. cooperation. b. capability development. c. clout. d. connection.
false
Strong cultures lead to increased performance in both stable and turbulent environments. a. True b. False
job analysis
Target hires and trains employees well in advance of actual openings and has managers groom one or two direct reports for management positions. Successful HR planning like the approach used at Target requires a. job analysis. b. job previews. c. job appraisals. d. management by objectives.
strategic integration stage of growth.
The HR department at Green Company is involved in long-range planning, training and development, and the strategic issues of the company. Green Company is most likely in the a. controlled growth stage. b. functional integration stage of growth. c. strategic integration stage of growth. d. functional growth stage.
network
The Nickells Advertising Agency assigns a team of individuals to work on a client's advertising campaign. When the project is completed, each of the team members will be assigned to new teams pulled together for new campaigns. The Nickells Advertising Agency has a _____ structure. a. functional b. matrix c. divisional d. network
functional
The Tidwell Company has a production department, a marketing department, a sales department, and an accounting department. The sales department is headed by the VP of sales and manages the department in a hierarchical manner. Employees are evaluated on achieving departmental goals. The Tidwell Company has a _____ structure. a. functional b. matrix c. divisional d. network
learning and growth
The _____ perspective identifies the infrastructure and skills needed to carry out business processes, interact with customers, and achieve long-term financial growth. a. customer b. learning and growth c. financial d. business process
balanced scorecard
The _____ was created to help businesses translate strategy into action by identifying the most critical measures to drive business success and linking long-term strategic goals with short-term operational actions. a. ISO 9000 program b. strategic review process c. balanced scorecard d. value chain analysis
balanced scorecard
The _____ was created to help businesses translate strategy into action by identifying the most critical measures to drive business success and linking long-term strategic goals with short-term operational actions. a. ISO 9000 program b. strategic review process c. balanced scorecard d. value chain analysis
activity-based costing.
The accounting system used to assess the specific cost components of producing a product or service is known as a. economic value added. b. return on equity. c. activity-based costing. d. economies of scale.
false
The balanced scorecard promotes competition and reveals best practices so that they can be analyzed, adopted, and implemented throughout an industry. a. True b. False
true
The control cycle helps to make high level strategy more concrete by breaking it down into operational objectives. a. True b. False
true
The control cycle includes a mechanism to improve a business's response to the external environment, known as strategic control. a. True b. False
Compliance, identification, and internalization
The elements that constitute organizational commitment are: a. Artifacts, beliefs and values, and assumptions b. Compliance, identification, and internalization c. Job descriptions, strategic planning, and socialization d. Vision, mission and objectives
true
The embedded nature of culture often makes change very difficult even in the face of strong competitive pressures. a. True b. False
passive
The employees of Konakoala Company are in high agreement about company values but have little passion for them. Konakoala's culture is a. strong. b. weak. c. passive. d. aggressive.
behavior is controlled at the unit or department level.
The factor that differentiates behavior and output is that a. outputs include the decisions of individual employees. b. behavior is controlled at the unit or department level. c. outputs are more flexible and diverse. d. behavior can be specified for an entire organization.
behavior is controlled at the local level.
The factor that differentiates behavior and output is that: a. outputs include the decisions of individual employees. b. behavior is controlled at the local level. c. outputs are more flexible and diverse. d. behavior can be specified for an entire organization.
a functional structure is organized in terms of the main activities to be performed.
The factor that distinguishes functional organizational structure from divisional is that a. a functional structure is organized around the outputs a firm produces. b. a functional structure is best suited to deal with environmental change. c. a functional structure groups diverse functions into separate divisions. d. a functional structure is organized in terms of the main activities to be performed.
a functional structure is organized in terms of main activities performed.
The factor that distinguishes functional organizational structure from divisional is that: a. a functional structure is organized around the outputs a firm produces. b. a functional structure is best suited to deal with environmental change. c. a functional structure groups diverse functions into separate divisions. d. a functional structure is organized in terms of main activities performed.
are often used in organizations where tasks are narrowly defined.
The factor that distinguishes job-based pay from skill-based pay is that job-based pay policies a. are often used in organizations with lower hierarchical structures. b. are often used in organizations where tasks are narrowly defined. c. require individuals to use their personal judgment to make decisions. d. tend to be best suited for organizations with more decentralized authority.
reference checks
The final stage in the selection process often tends to be a. reference checks. b. situational interviews. c. personality tests. d. cognitive ability tests.
0.039; 0.027; 0.023; weak but improving
The following selected data come from Celebration Company's balance sheets and income statements over three recent years. Based on the data, what is Celebration's return on assets for each of the three years, and do the ratios show deterioration or improvement in Celebration's profitability? Assume that the industry average is 0.075 or 7.5%. a. 0.039; 0.027; 0.023; weak but improving b. 0.39; 0.40; 0.41; weak but improving slightly c. 2.56; 2.53; 2.46; strong and improving slightly d. 0.47; 0.46; 0.45; weak and deteriorating slightly
2.56; 2.53; 2.46; strong and improving slightly
The following selected data come from Celebration Company's balance sheets over three recent years. Based on the data, what is Celebration's current ratio for each of the three years, and do the ratios show deterioration or improvement in Celebration's liquidity? a. 2 .12; 2.17; 2.22; strong but deteriorating slightly b. 0.39; 0.40; 0.41; weak but improving slightly c. 2.56; 2.53; 2.46; strong and improving slightly d. 0.47; 0.45; 0.43; weak and deteriorating slightly
0.47; 0.46; 0.45; weak and deteriorating slightly
The following selected data come from Celebration Company's balance sheets over three recent years. Based on the data, what is Celebration's debt ratio for each of the three years, and do the ratios show deterioration or improvement in Celebration's leverage? Assume that the industry average is 0.30 or 30%. a. 2 .12; 2.17; 2.22; strong but deteriorating slightly b. 0.39; 0.40; 0.41; weak but improving slightly c. 2.56; 2.53; 2.46; strong and improving slightly d. 0.47; 0.46; 0.45; weak and deteriorating slightly
0.038; 0.026; 0.022; weak but improving
The following selected data come from Celebration Company's income statements over three recent years. Based on the data, what is Celebration's profit margin for each of the three years, and do the ratios show deterioration or improvement in Celebration's profitability? Assume the industry average is 0.065 or 6.5%. a. 0 .039; 0.027; 0.023; weak but improving b. 0.39; 0.40; 0.41; weak but improving slightly c. 0.038; 0.026; 0.022; weak but improving d. 0.35; 0.34; 0.32; weak and deteriorating slightly
false
The functional integration stage of organizational growth is characterized by informal management. a. True b. False
false
The key advantage of the matrix structure is that it creates clarity for managers who are simultaneously accountable to distinct units that don't always share the same objectives. a. True b. False
Capability development
The management of an organization is in the process of reorganizing the firm's activities with a more customer-centric focus. They are mainly focused on helping employees build the skills needed to better serve customers. Identify the customer-centric activity used by the management. a. Capability development b. Coordination c. Cooperation d. Connection
Reactive change
The management of an organization realized that their employees' performance kept deteriorating and many employees decided to quit due to unknown reasons. After probing, they realized that their competitors were offering a better compensation which attracted most of the employees. Therefore, the management made reasonable changes to the compensation system that enabled good performers to receive more incentives and recognition. Identify the change that has been implemented. a. Organic change b. Reactive change c. Transformative change d. Incremental change
Benchmarking
The managers of Z-Cosmetics, after identifying key measurements, decided to set performance targets for their business. In order to fulfill the purpose, they adopted a process that required management to collect data from Color Cosmetics, a leading manufacturer in the industry. The managers of Z-Cosmetics believed that adopting the best practices across the industry would help them achieve their goals more effectively. Identify the process used by Z- Cosmetics to set performance targets. a. Activity-based costing b. Benchmarking c. Total Quality Management d. Budgeting
prohibits employment discrimination based on race, sex, color, religion, and national origin.
The most important provision of the Civil Rights Act, Title VII is that it a. established minimum conditions for health, safety, and general well-being of workplaces. b. established a federal minimum wage, set maximum hours for a workweek, and officially banned child labor. c. allows employees to take unpaid leaves of absence for family and medical reasons without losing their jobs. d. prohibits employment discrimination based on race, sex, color, religion, and national origin.
true
The number of values a firm holds is not as important as how strongly held they are and how much organizational buy-in they generate. a. True b. False
false
The only way to increase pay in skill-based pay systems is to switch jobs. a. True b. False
mutual adaptation
The process by which firms impact the nature of their overarching environment and adapt their organization in response to evolving contextual factors is called a. business process reengineering. b. vertical specialization. c. mutual adaptation. d. horizontal specialization.
external fit
The process of matching a firm's structure, systems, human resources, and management practices to the competitive landscape is called _____. a. external fit b. customization c. offshoring d. vertical integration
Fashion
The process of mutual adaptation is most critically important in which of the following industries? a. Fashion b. Fast food c. Gas and oil d. Travel and tourism
socialization
The process of understanding how work gets done and how individuals should interact is called a. socialization. b. internalization. c. identification. d. adaptation.
true
The success of outsourcing is driven by a firm's ability to effectively manage people in different locations. a. True b. False
Thomas should preserve those elements of each culture that are essential to the company's well-being.
Thomas is the top manager of a firm that is going to acquire another firm in a similar industry. In terms of culture, which of the following should Thomas do after acquiring the company? a. Thomas should preserve those elements of each culture that are essential to the company's well-being. b. Thomas should completely adopt the culture of the acquired company. c. Thomas should encourage employees to follow both cultures in an attempt to avoid any conflict situations. d. Thomas should stick to his own organization's culture regardless of whether the acquired company's culture is efficient or not.
He should engage employees in the change process.
Thomas, a top executive of an organization, is responsible for managing the transformational change process that the organization is about to undergo soon. Which of the following should Thomas do in order to combat the employees' resistance to change and to create a sustainable change? a. He should keep the reasons for change confidential. b. He should set up a bonus plan to reward employees for the change. c. He should fire employees who complain about the change process. d. He should engage employees in the change process.
behavioristic
Thomas, the head of the marketing department in an organization, has structured his department in such a way that the roles and responsibilities of his workers are loosely defined. Moreover, he does not exert too much control over his workers and encourages two-way communication. His workers tend to be highly satisfied with their jobs when compared to those in the finance department, headed by John who exerts more control. From this scenario it can be inferred that Thomas has adopted a _____ mechanism for coordinating. a. bureaucratic b. authoritative c. centralized d. behavioristic
desirable, feasible, and relevant.
To motivate change, managers should create effective models that are a. sophisticated and assessable. b. desirable, feasible, and relevant. c. complicated and implementable. d. clear, structured, and expensive.
offshoring
Trend Publishing Inc. sends its typesetting activities to a contractor in Indonesia. Trend is a. offsourcing. b. customizing. c. offshoring. d. downsizing.
false
Vertical specialization refers to the breadth of activities that are performed in a certain job. a. True b. False
proactive and transformative
Walmart introduced electronic scanning of uniform product codes at the point of sale years ahead of most of its competitors. This is an example of both _____ change. a. reactive and transformative b. proactive and transformative c. proactive and incremental d. reactive and incremental
using job swap as a means of benchmarking.
When Dharmesh Shah, the chief technology officer (CTO) of HubSpot.com, traded jobs with Paul English, the CTO of Kayak.com, he was a. implementing the internal business perspective of the balanced scorecard. b. using job swap as a means of benchmarking. c. using job swap as a means of budgeting. d. using job swap as a means of implementing Six Sigma.
artifacts
When Ms. Chase interviews prospective employees, she shows them the office layout, the work space, the game room, and the professional awards displayed in the lobby. In doing so, she is sharing the _____ of the company's culture. a. artifacts b. values c. beliefs d. assumptions
following the informal rules embodied in organizational culture.
When a Ritz-Carlton employee went above and beyond what was asked to create a memorable experience for guests, he was a. following formal, written organizational rules and guidelines. b. disregarding organizational assumptions. c. showing a lack of organizational commitment. d. following the informal rules embodied in organizational culture.
offshoring
When a company outsources a business activity to a contractor in a foreign country, it is called _____. a. gain-sharing b. customizing c. offshoring d. downsizing
clout
When a hotel chain empowered all employees dealing directly with customers with the ability to make decisions regarding the best way to rectify situations with unhappy customers, it was an example of pursuing customer- centricity through a. cooperation. b. capability development. c. clout. d. connection.
strong culture
When employees of Hewlett-Packard had difficulty adjusting to a changing marketplace and a new CEO, they demonstrated a(n) a. strong culture. b. weak culture. c. passive culture. d. aggressive culture.
founders
When employees take risks that are not financially prudent in their quest for new innovation, they are likely following in the path of the company's a. board of directors. b. founders. c. stockholders. d. new CEO.
true
When there is no agreement on what is valued in a firm, firms experience weak cultures. a. True b. False
Empower employees to make independent decisions and to find ways to improve operations.
Which of the following aspects of a leader's role in relation to culture is deemed critically important to an organization's success? a. Acquire more companies and adopt all elements of the acquired company's weak culture. b. Reward employees and managers with pay based on commitment and continue raising the bar. c. Empower employees to make independent decisions and to find ways to improve operations. d. Inspire managers and employees to work as they wish in an attempt to reduce their job-related stress.
Customer perspective
Which of the following balanced scorecard perspectives is used by managers to identify the company's most important customers and how well the company is doing in meeting customers' needs? a. Internal business process perspective b. Customer perspective c. Learning and growth perspective d. Financial perspective
Day-to-day behaviors that can be observed
Which of the following best describes an organization's artifacts? a. Day-to-day behaviors that can be observed b. The underlying essence of why members of an organization act as they do c. Relational factors between an organization's culture and its performance d. Aspects deemed important by members of an organization
No agreement on the firm's values
Which of the following characterizes a weak culture? a. Employees require less coordination and monitoring b. High role clarity c. Allows a company to run more smoothly and quickly d. No agreement on the firm's values
Dissatisfaction
Which of the following creates the spark needed to begin the change process? a. Innovation b. Differentiation c. Dissatisfaction d. Inertia
Organizational commitment
Which of the following evolves over three stages—from compliance to identification to internalization? a. Internal integration b. Organizational commitment c. Cultural socialization d. External adaptation
A firm with high turnover and a diverse workforce
Which of the following firms is most likely to benefit from a bureaucratic approach? a. A firm with constantly changing, dynamic markets b. A start-up firm with less complexity c. A firm involving creativity and innovation d. A firm with high turnover and a diverse workforce
A firm with highly uncertain working conditions
Which of the following firms is most likely to benefit from the clan approach? a. A firm with highly uncertain working conditions b. A firm with work activities that can be easily measured c. A firm that lacks diverse working styles d. A firm operating in a price-competitive industry
A firm undergoing a change process that creates an uncertain environment causing a sense of fear among employees
Which of the following firms is most likely to have the greatest employee resistance to change? a. A firm undergoing a change process that creates an uncertain environment causing a sense of fear among employees b. A firm undergoing a change process that would result in employees getting increased pay or promotions c. A firm undergoing a change process that does not require any reevaluation of roles, priorities, and processes d. A firm in the process of change where change leaders communicate the reasons for change to employees
Engaging in benchmarking or internal and external performance/opportunity gap analyses
Which of the following helps change leaders build dissatisfaction? a. Creating proper alignment between an organization and its strategy b. Improving experimentation while simultaneously reinforcing efficiency and cost effectiveness c. Reducing the involvement of pivotal individuals in the process and concealing the vision for change d. Engaging in benchmarking or internal and external performance/opportunity gap analyses
Role modeling, leader examples, and coaching
Which of the following helps organizations to socialize employees? a. The intermediaries used to reach customers b. Role modeling, leader examples, and coaching c. Technologies used in manufacturing a firm's product d. Employee characteristics such as age and experience
A change leader who engages and listens to employees and motivates them by showing concern and sharing credit
Which of the following individuals is the best example of a successful change leader? a. A change leader who offers rewards in terms of increased pay and promotion to those employees who support the change process b. A change leader who communicates the positive results of the change process to the employees and hides the negative ones c. A change leader who engages and listens to employees and motivates them by showing concern and sharing credit d. A change leader who pays all attention to the structural and procedural changes needed for the transformation
Culture is dynamic.
Which of the following is a characteristic of an organization's culture? a. Culture is unchangeable. b. Culture is unrelated to performance. c. Culture is dynamic. d. A company's culture can be easily copied by competitors.
Sense of humor about themselves and the situation
Which of the following is a characteristic of successful change leaders? a. Firmly continuing with existing power bases and norms b. Personal initiative to move within boundaries c. Sense of humor about themselves and the situation d. Ability to keep the reasons for change strictly confidential
Core functions are duplicated, preventing the development of economies of scale.
Which of the following is a disadvantage of a divisional structure? a. It is not suited to competitive situations where coordinated action is needed for innovation. b. This structure does not allow for much accountability. c. It is not suited to business environments marked by high degrees of uncertainty. d. Core functions are duplicated, preventing the development of economies of scale.
Several core functions are duplicated, preventing the development of economies of scale for those functions.
Which of the following is a disadvantage of a divisional structure? a. It is not suited to competitive situations where coordinated action is needed for innovation. b. This structure does not allow for much accountability. c. It is not suited to business environments marked by high degrees of uncertainty. d. Several core functions are duplicated, preventing the development of economies of scale for those functions.
A strong culture tends to be difficult to change.
Which of the following is a disadvantage of a strong culture? a. A strong culture seldom influences an organization's performance. b. A strong culture tends to be difficult to change. c. In a strong culture, the goals are unclear. d. A strong culture requires more coordination and monitoring.
Result in smaller pool of applicants
Which of the following is a disadvantage of realistic job previews? a. Communicate only positive job aspects b. Result in smaller pool of applicants c. Provide poor job description d. Cause increase in turnover
Self-regulating characteristics of employees
Which of the following is a key advantage of the clan approach? a. Clearly defined roles and responsibilities b. Self-regulating characteristics of employees c. Close personal surveillance of superiors over subordinates d. Extreme job specialization
It helps to make high level strategy more concrete and tangible.
Which of the following is a main function of a control cycle? a. It improves the skills of employees needed to carry out business processes. b. It helps managers create a set of quantitative measurements that are unrelated. c. It helps to make high level strategy more concrete and tangible. d. It enables employees to identify gaps in capabilities or resources.
To improve performance
Which of the following is a most cited reason why organizations initiate change? a. To satisfy customers b. To motivate employees c. To improve performance d. To avoid monotony
The founder of the organization
Which of the following is a source from which a firm's culture develops? a. The employees' skill set b. The suppliers and customers c. The organization's competitors d. The founder of the organization
It often creates confusion for its managers who are simultaneously accountable to distinct units that don't always share the same objectives.
Which of the following is a weakness of the matrix structure? a. In matrix structure, the divisional managers have more authority than the functional managers, which causes an imbalance of power. b. A manager cannot use a matrix structure when resources need to be shared and optimized across divisions and within functions. c. When a firm's internal interrelationships are complex, it is not possible for managers to adopt a matrix structure. d. It often creates confusion for its managers who are simultaneously accountable to distinct units that don't always share the same objectives.
It often creates confusing and inefficient scenarios for managers working in a functional group as well as across divisions.
Which of the following is a weakness of the matrix structure? a. In matrix structure, the divisional managers have more authority than the functional managers, which causes an imbalance of power. b. A manager cannot use a matrix structure when resources need to be shared and optimized across divisions and within functions. c. When a firm's internal interrelationships are complex, it is not possible for managers to adopt a matrix structure. d. It often creates confusing and inefficient scenarios for managers working in a functional group as well as across divisions.
A strong culture has been linked to better levels of performance.
Which of the following is an advantage of a strong culture? a. A strong culture has been linked to better levels of performance. b. Strong cultures increase performance even in turbulent environments. c. Organizations with strong cultures only encourage ethical behavior. d. It is a simple and easy task to change the strong culture of an organization.
Decrease turnover in many organizations
Which of the following is an advantage of realistic job previews? a. Large number of applicants to choose from b. All candidates tend to be highly skilled c. Communicate only positive job aspects d. Decrease turnover in many organizations
Six Sigma
Which of the following is one of the most important internal business process measures? a. On-base percentage b. Activity-based costing c. Six Sigma d. Return on equity
The performance of ElectronicZone tends to fluctuate, wherein it's good under stable environments and very poor under turbulent environments.
Which of the following is the best example of an organization with a strong culture? a. TechPark is a company characterized by low levels of agreement among employees about what is valued in the organization. b. The employees of Z-Gadgets, a manufacturing company, experience role ambiguity and therefore they require more coordination and monitoring. c. The performance of ElectronicZone tends to fluctuate, wherein it's good under stable environments and very poor under turbulent environments. d. Z-Furn's organizational culture is very flexible and can be easily changed in response to changing environments.
TechPark is a company characterized by low levels of agreement among employees about what is valued in the organization.
Which of the following is the best example of an organization with a weak culture? a. TechPark is a company characterized by low levels of agreement among employees about what is valued in the organization. b. The employees of Z-Gadgets, a manufacturing company, experience role clarity, in which they operate autonomously with little monitoring. c. The performance of ElectronicZone tends to fluctuate, wherein it's good under stable environments and very poor under turbulent environments. d. Z-Furn's organizational culture is very inflexible and cannot be easily changed in response to changing environments.
Identifying the processes to benchmark
Which of the following is the first step involved in benchmarking? a. Harvesting and analyzing data b. Finding the best companies for each process c. Identifying the processes to benchmark d. Creating plans for improvement
Creating dissatisfaction
Which of the following is the first step involved in the change process? a. Communicating change model b. Creating dissatisfaction c. Developing an implementation process d. Creating a desirable mode
Its facilitation of communication about strategy throughout an organization
Which of the following is the most valuable benefit of the balanced scorecard? a. Its usefulness in creating the vision, mission, and objectives of a firm b. Its creation of a strong culture which provides role clarity to employees c. Its facilitation of communication about strategy throughout an organization d. It flexibility toward employees allowing them to make their own decisions
Fulfilling customer needs
Which of the following is the ultimate goal of Total Quality Management? a. Producing sustainable revenue b. Setting strategic priorities c. Fulfilling customer needs d. Improving employee performance
artifacts
Which of the following levels of organizational culture refers to the visible organizational structures, processes, and languages? a. Artifacts b. Values c. Assumptions d. Beliefs
Learning and growth perspective
Which of the following perspectives refers to the framework that identifies the infrastructure and skills needed to carry out business processes, interact with customers, and achieve long-term financial growth? a. Internal business process perspective b. Customer perspective c. Learning and growth perspective d. Financial perspective
Job analysis
Which of the following provides a more precise job description and defines the characteristics of the ideal candidate for the position? a. Mission statement b. Job analysis c. Job evaluation d. Balanced scorecard
Where are the similarities and differences between the merging cultures?
Which of the following questions regarding culture should a manager address while acquiring a company? a. Which culture is the best? b. How socialized are the employees? c. Is culture linked to performance? d. Where are the similarities and differences between the merging cultures?
Where are the similarities and differences?
Which of the following questions should a manager address while acquiring a company in terms of culture? a. Which culture is the best? b. How socialized are the employees? c. Is culture linked to performance? d. Where are the similarities and differences?
What are my strengths and values?
Which of the following questions should individuals address when making decisions about their career? a. What are my strengths and values? b. Who is my role model? c. With whom will I work effectively? d. From whom should I learn?
Is it relevant?
Which of the following questions should the managers address as they design control systems? a. What it is? b. Who should design? c. How to design? d. Is it relevant?
The underlying essence of why members of an organization act as they do
Which of the following refers to an organization's assumptions? a. Aspects deemed important by members of an organization b. Relational factors between an organization's culture and its performance c. The underlying essence of why members of an organization act as they do d. Day-to-day behaviors that can be observed
Value propositions
Which of the following refers to the quantitative and qualitative aspects of products or services that customers value most? a. Financial economies b. Core competencies c. Value propositions d. Internal business processes
They must add value to the organization
Which of the following requirements should be met for human resources to become a competitive advantage? a. They must be easily imitable by other companies b. They need to be substitutable by another resource c. They must add value to the organization d. They should exist outside of the company
Initiation phase
Which of the following stages of organizational growth is characterized as being highly entrepreneurial and informal? a. Functional growth b. Initiation phase c. Controlled growth d. Strategic integration
Employees receive feedback from their superiors, peers, and subordinates.
Which of the following statements about 360-degree feedback is true? a. 360-degree feedback is often effectively used to determine pay raises. b. Employees receive feedback from their superiors, peers, and subordinates. c. It often provides employees with an unrealistic view of their skills. d. 360-degree feedback is not effective for the leadership development process.
Globalization has led to rivals coming from afar into home markets.
Which of the following statements about globalization is true? a. Customization becomes easy as global competitors seek production efficiencies. b. Globalization has led to rivals coming from afar into home markets. c. It is not necessary for firms to customize their products to expand globally. d. Globalization hasn't changed the dynamics of the workforce
Offshoring is used to lower costs in a firm's value chain.
Which of the following statements about outsourcing and offshoring is true? a. Offshoring guarantees higher profits for a business. b. Managers always account for the risks in offshoring a process. c. Outsourcing is not a complicated issue. d. Offshoring is used to lower costs in a firm's value chain.
Offshoring is used to lower costs in a firm's value chain.
Which of the following statements about outsourcing and offshoring is true? a. Offshoring guarantees higher profits for a business. b. Managers always account for the risks in offshoring a process. c. Outsourcing is not a complicated issue. d. Offshoring is used to lower costs in a firm's value chain.
Strong cultures allow a company to run more smoothly and quickly.
Which of the following statements about strong cultures is true? a. Strong cultures often result in greater role ambiguity. b. Strong cultures allow a company to run more smoothly and quickly. c. Strong cultures lead to decreased performance in stable environments. d. In strong cultures, there are low levels of agreement among employees.
Balanced scorecard can be adapted to align with unique company goals.
Which of the following statements about the balanced scorecard is true? a. Balanced scorecard can be adapted to align with unique company goals. b. It does not enable managers to make any qualitative measurements. c. A company with many business units needs only a single balanced scorecard. d. Company mission plays an instrumental role in the balanced scorecard.
It helps managers create a set of quantitative and qualitative measurements that are related and mutually reinforcing.
Which of the following statements about the balanced scorecard is true? a. It helps managers create a set of quantitative and qualitative measurements that are related and mutually reinforcing. b. It does not enable managers to make any qualitative measurements. c. A company with many business units needs only a single balanced scorecard. d. Company mission plays an instrumental role in the balanced scorecard.
It allows for greater accountability because each division is a separate self-contained entity.
Which of the following statements about the divisional structure is true? a. Coordination among functions in a divisional structure is less fluid than it is in a functional structure. b. It allows for greater accountability because each division is a separate self-contained entity. c. The general manager of a functional form has a broader purpose than the general manager in the divisional form. d. Employees tend to identify more with their function than with their division.
They improve the performance of established products, along the dimensions of performance that mainstream customers in major markets have historically valued.
Which of the following statements best describes sustainable technologies? a. They focus on developing overall scale economies and global efficiency instead of catering to local tastes. b. They improve the performance of established products, along the dimensions of performance that mainstream customers in major markets have historically valued. c. They are the processes that organizations go through to better achieve their purpose by adapting themselves according to internal phenomena. d. They are the innovative forces that usually appear in market peripheries and have attributes that only a small portion of the population currently value
Group-based pay systems tend to result in a diffusion of responsibility.
Which of the following statements is a disadvantage of group-based pay systems? a. Group-based systems cannot be fully customized to a particular department. b. They do not allow managers to modify their targets and formulas. c. Group-based pay systems tend to result in a diffusion of responsibility. d. All group-based pay programs are generally difficult to calculate and monitor.
It enables a firm to adapt to a change in the marketplace
Which of the following statements is an advantage of a network structure? a. It is quite inexpensive for virtual teams to use communication technology. b. It enables a firm to adapt to a change in the marketplace. c. Virtual teams often require very less coordination. d. It promotes greater accountability than divisional structure.
It enables a firm to move quickly to adapt to a change in the marketplace.
Which of the following statements is an advantage of a network structure? a. It is quite inexpensive for virtual teams to use communication technology. b. It enables a firm to move quickly to adapt to a change in the marketplace. c. Virtual teams often require less coordination. d. It promotes greater accountability than divisional structure.
Employers can find new talent through external recruiting.
Which of the following statements is an advantage of external recruitment? a. External candidates often make a quicker impact in the new role. b. Companies know better about the skills of external candidates. c. Employers can find new talent through external recruiting. d. External candidates tend to perform better than internal candidates.
Informal training of employees includes coaching or mentorship.
Which of the following statements is true about the different types of training? a. Informal training programs, in particular, are easy to measure. b. Formal training is seldom valuable to an employee's learning. c. Informal training of employees includes coaching or mentorship. d. Formal training often tend to be much more effective than informal training.
Economic value added refers to a measure of the value a company provides to its shareholders.
Which of the following statements is true about the financial perspective of a balanced scorecard? a. Economic value added refers to a measure of the value a company provides to its shareholders. b. During the growth stage, profitability outweighs investment. c. When an organization introduces a new product, business is in the sustain phase. d. The harvest stage is the stage of business where the company is investing and extracting money.
Some companies find it valuable to monitor the amount customers spend on their products relative to all other products.
Which of the following statements is true about the various customer metrics? a. The new customer metric is measured by the total number of positive feedbacks received from new and existing customers. b. Some companies find it valuable to monitor the amount customers spend on their products relative to all other products. c. Retaining existing customers to maintain or increase market share is not an easy task. d. Customer satisfaction is one of the metrics that is the most objective and quantitative.
Culture tends to be a competitive differentiator.
Which of the following statements is true of adapting culture to a new contextual landscape? a. In times of crisis, a company's culture cannot change quickly. b. Culture tends to be a competitive differentiator. c. External adaptation addresses how work is accomplished in a firm. d. Culture cannot be a strong inhibitor to change.
The repetitive nature of specialized jobs lends itself to quick and efficient training of new resources.
Which of the following statements is true of division of labor? a. Horizontal specialization refers to how much an employee creates, executes, and administers activities in a certain area of the firm. b. The repetitive nature of specialized jobs lends itself to quick and efficient training of new resources. c. Extreme job specialization tend to increase the level of job satisfaction among workers. d. Vertical specialization refers to the breadth of activities that are performed in a certain job.
Companies implement their strategies by analyzing the organizational culture, human capital, and measurement.
Which of the following statements is true of organizational strategy in terms of structure and design? a. An organization's execution is not as significant as it's strategy to enable long-term success. b. Competitors often easily imitate another firm's unique organizational configuration that drives excellent implementation and performance. c. Companies implement their strategies by analyzing the organizational culture, human capital, and measurement. d. It is not possible for competitors to steal or adopt another company's strategic perspective.
Bureaucracies can withstand a diverse workforce and high turnover.
Which of the following statements is true of the bureaucratic approach? a. Bureaucracies can withstand a diverse workforce and high turnover. b. Bureaucracies are not suitable for large, complex organizations. c. Bureaucracies are often considered the most inefficient methods of control. d. Bureaucracies are more suited to creative and innovative environments.
Assumptions are deeply embedded in an organization's culture.
Which of the following statements is true of the levels of organizational culture? a. Assumptions are deeply embedded in an organization's culture. b. It is quite difficult to note the artifacts present in an organization. c. Assumptions are the meanings that members of an organization attach to artifacts. d. Values are visible organizational structures, processes, and languages.
As a firm matures, it tends to emphasize division of labor.
Which of the following statements is true of the organizational design and the life cycle of a firm? a. Once a firm reaches maturity, the emphasis on coordination generally increases. b. The nature of leadership should remain stable as the firm keeps evolving. c. As a firm matures, it tends to emphasize division of labor. d. Start-up firms are characterized by more job specialization.
Founders are uniquely situated to be innovative and to exemplify innovation to their employees.
Which of the following statements is true of the role of founders in influencing culture? a. The founders take the least risk and therefore do not feel as much anxiety as their employees. b. In allowing values to trump economics, founders tend to have a weak influence on the company's culture. c. A founder cannot make any risky decisions as he/she is required to account to everyone in the organization. d. Founders are uniquely situated to be innovative and to exemplify innovation to their employees.
Silo
Which of the following terms refers to a functional unit that operates according to its own rules and guidelines and does not openly share information with other units? a. Artifact b. Silo c. Claim value d. Synergy
Matrix structure
Which of the following terms refers to a structure where many employees have two bosses (one divisional and one functional) with equal authority in the organization? a. Functional structure b. Divisional structure c. Matrix structure d. Network structure
false
While a business is in the harvest stage, investment outweighs profitability. a. True b. False
Teams
____ directly impact culture in the manner in which they encounter big problems, solve those problems, and see the effects of their solutions. a. Suppliers b. Competitors c. Customers d. Teams
Six Sigma
____ is a quantitative approach that uses a method known as DMAIC, which stands for define, measure, analyze, improve, and control. a. Benchmarking b. Six Sigma c. Budgeting d. Total Quality Management
organizational structure
____ is defined as the pattern of organizational roles, relationships, and procedures that enable coordinated action among employees. a. Organizational structure b. Value chain c. Synergy d. Organizational culture
Feedback
_____ analysis is the process of tracking the results of one's own key actions and decisions. a. Feedback b. Strategic c. Trend d. SWOT
internal fit
_____ is a process of building and aligning human resource practices in support of the company's strategy. a. Scenario building b. Downsizing c. Internal fit d. Strategic positioning
ISO 9000
_____ is an international control mechanism that pursues high-quality products by ensuring high-quality processes. a. ISO 9000 b. Benchmarking c. Six Sigma d. Total Quality Management
Organizational structure
_____ is defined as the pattern of organizational roles, relationships, and procedures that enable coordinated action among employees. a. Organizational structure b. Value chain c. Synergy d. Organizational culture
Measurement
_____ is defined as the process of evaluating behaviors and outputs to see whether standards have been met or objectives have been obtained. a. Benchmarking b. Measurement c. De-escalation d. Strategic control
Strategic control
_____ is the process of recalibrating or confirming a firm's strategy in light of changes in the external environment. a. Strategic positioning b. Value chain analysis c. Strategic control d. Benchmarking
values and beliefs
_____ refer to the meanings that members of an organization attach to visible aspects of a firm. a. Artifacts b. Values and beliefs c. Assumptions d. Objectives
Control cycle
_____ refers to a four-stage process that provides the mechanisms and systems that monitor the transformation process, ensuring that outputs are produced to the desired quality, quantity, and specification of an organization and its customers. a. Control cycle b. Trend analysis c. Scenario building d. SWOT analysis
Development
_____ refers to a long-term process designed to build greater self-awareness, enhance managerial capabilities, and enable an individual to reach his or her potential. a. Development b. Offshoring c. Participation d. On-the-job training