MGMT 303 - Chapter 8

Two advantages of Decentralization are

(1) managers are encouraged to solve their own problems, and (2) decisions are made more quickly, increasing the organization's flexibility and efficiency.

What are Porter's four competitive strategies?

1. cost-leadership 2. differentiation 3. cost-focus 4. focused-differentiation

A(n) _____ culture values flexibility and has an external focus. adhocracy market hierarchy clan

A

To ________, Ricco, an HR manager, used reports from the U.S. Bureau of Labor Statistics and the U.S. Census Bureau for information about his industry's labor pool in his geographic area. A. recruit from outside the organization B. recruit from inside the organization C. perform a job analysis D. analyze human capital E. develop an affirmative action program

A

True or false: Multiple organizational development interventions have been found to work better than single interventions. (T/F)

A

__________ refers to the rights inherent in a managerial position to make decisions, give orders, and utilize resources.

Authority

Tom's Hardware has a simple organizational structure. There are no levels of middle management, because all employees report to the owner, Tom, or to his assistant managers. Tom's Hardware has a thin organizational structure. (T/F)

B

Identify the three types of structures categorized as organizational designs with open boundaries. Tall Virtual Mechanistic Hollow Modular

B D E

What are two factors that contribute to resistance to change?

Change agent characteristics Employee characteristics

A system of shared beliefs and values that develops within an organization and guides the behavior of its members is called organizational ______.

Culture

Symbols, stories, heroes, and rites and rituals are ways in which ____ is (are) most often transmitted to employees.

Culture

Dr. Jones is retiring from the hospital and he wants to start an organization, Doctor Help, that will provide low-income individuals in the United States with medical assistance at no cost. Doctor Help is an example of a(n) ____. A.) union B.) association C.) for-profit organization D.) nonprofit organization E.) co-op

D

During weekly conference calls, Mary, a restaurant manager for a national chain of restaurants, and the other managers in her district explain to their district manager the reasons for different decisions and why certain costs and sales were higher or lower for the previous week. The explanation of their decisions and work results is known as __. A.) power B.) decision steps C.) touching D.) accountability E.) a hierarchy of authority

D

Hewlett-Packard founders David Packard and William Hewlett strived to create a close-knit organizational culture that gave a lot of responsibility to employees and fostered innovation within the company. Individual responsibility and the importance of innovation are enacted values. diverse perspectives. analytics. espoused values. focused values.

D

IT Technology has designed its corporate structure with divisions based on its location. For example, there are the Southern and Northern Divisions, and globally there is the European Division. This is an example of a structure with _____. matrix partitions product divisions customer divisions geographic divisions common area divisions

D

In a _____ organization, authority is centralized and tasks and rules are clearly specified. functional divisional matrix mechanistic

D

In a highly integrated organization, the specialists work together to achieve ____. A.) decentralization B.) centralization C.) assimilation D.) a common goal E.) differentiation

D

In terms of organizational culture, a _______ is an artifact, act, quality, or event that conveys an organization's most important values to others. A. ritual B. story C. hero D. symbol

D

One method of changing organizational culture is to provide structured _____ as an in-depth introduction to organizational values. myths rituals slogans training

D

Research shows that employees have more positive work attitudes in organizations with a(n) _____ culture. market adhocracy hierarchy clan

D

Symbols in organizational culture represent narratives based on true events which are repeated to emphasize particular values. activities that celebrate important occasions and accomplishments in the organization's life. people whose accomplishments embody the values of the organization. objects or actions that convey an organization's most important values to others.

D

The extent to which your personality and values match the climate and culture in an organization is referred to as _____. person-work fit person-role fit person-job fit person-organization fit

D

The readily apparent symbols and manifestations of an organization's culture are called its _____. vision statements basic assumptions espoused values observable artifacts

D

The scientists, nurses, and doctors who work for Medical Technology, an organization that researches the cure for several diseases, work together for a common goal of ending these illnesses. This is an example of ____. A.) diversity B.) contingency design C.) autocratic structure D.) integration E.) differentiation

D

Wallace works for an advertising agency whose corporate culture encourages employees to take risks and experiment with new ways of getting things done. A.hierarchy B. clan C. market D. adhocracy

D

According to the law, which of the following is considered an employment test? A. small talk before and after the interview B. only application forms C. only personality tests D. only interviews and personality tests E. any procedure used in the employment selection decision process

E

Freshii headquarters uses a flat organization, which means decision making is more integrated. centralized. coordinated. bottom-up. decentralized.

E

Routine tasks and paperwork, as well as jobs that help your subordinates grow are __. A.) tasks that should not be delegated, according to Maslow B.) things that a manager should delegate, according to Frank Gilbreth C.) things that a manager should not delegate, according to Odette Pollar D.) tasks that should be delegated, according to Maslow E.) things that a manager should delegate, according to Odette Pollar

E

The best type of performance appraisal involves A. using other employees as examples. B. describing a subordinate's current performance in general terms. C. concentrating on "stretch goals." D. relying on impressions. E. giving employees continuous, real-time coaching, feedback, and solutions.

E

The scientists, nurses, and doctors who work for Medical Technology, an organization that researches the cure for several diseases, work together for a common goal of ending these illnesses. This is an example of ____. contingency design autocratic structure differentiation diversity integration

E

Which of the following is an accurate conclusion from the "Organizational Culture and Organizational Effectiveness: A Meta-Analytic Investigation of the Competing Values Framework's Theoretical Suppositions" study involving the culture of 1,000 companies? A.) Adhocracy cultures produce better results. B.) An organization's culture does not matter. C.) Changing the organizational culture generally boosts financial performance. D.) Employees prefer market cultures. E.) Managers can use elements of these cultures to boost innovation and quality.

E

_____ values represent the values and norms actually exhibited in the organization.

Enacted

For-profit organization

Formed to make money by offering products or services

Nonprofit organization

Formed to offer services to clients rather than make money

The structure of Sandal Mart consists of people with similar specialties put together in formal groups, such as the marketing, accounting, and human resource departments. Sandal Mart has a _____ structure.

Functional

Customer division

Groups activities around common clients or customers.

Geographic division

Groups activities around defined regional locations.

Product division

Groups activities around similar services and/or products.

What is the BEST example of a mutual-benefit organization?

Labor union

During a meeting, Tammy, a branch manager for USA Bank, pointed to the corporate organization chart on the wall. Tammy remarked that "These people provide advice, recommendations, and research for us, and they are indicated with a dotted line. Laura (our CEO) and the vice presidents of our organization are up here, indicated on the organization chart by a solid line vertical line." _______ are indicated on the organization chart by a solid line ____, and ______ are indicated by a dotted line.

Line Managers; Staff Personnel

_______ managers have decision-making authority and usually have people reporting to them, whereas _______ positions provide advice, recommendation and research.

Line; staff

Managers taking a contingency approach to organizational design should consider which three things in determining the optimal structure for the organization?

Link between strategy, structure and culture Differentiation vs. integration environment Mechanistic vs. organic environment

Be more resourceful

Look for solutions to challenges, rather than problems

Display a proactive learning orientation

Maintain a desire to learn and improve your career readiness competencies

What is achieved by integration of innovation activities into business strategies?

Management is encouraged to dedicate resources to innovation. Employees feel committed to innovation in the organization.

Examples of ______ are the AFL-CIO (a union) and the National Federation of Independent Business, both are voluntary groups with the purpose of advancing member interests.

Mutual-Benefit Organizations

Voluntary collective formed to advance members' interests

Mutual-benefit organization

Maria, the CEO of EnviroSystems, has only three people reporting to her: the vice president of marketing, vice president of HR, and vice president of accounting. Maria has a

Narrow Span of Control

Which two of the following are concerns that a manager should consider when an employee is promoted?

Nondiscrimination Fairness

What occurs as a result of the horizontal organizational design?

Teams are used to improve collaboration and work

Expand your perspective by asking different questions

Try thinking about things such as "what surprised me about that situation?" or "What data might I be ignoring?"

Strategic human resource planning is focused on which two initiatives?

Understanding current employee needs Predicting future employee needs

What strategy do employers use to eliminate the risk of bias in job interviews?

Use a committee of three or more people to design, conduct, and evaluate the interview.

What are companies doing to respond effectively to increasing segmentation of the marketplace?

Using more narrowly targeted marketing messages

Zenefits

after the company faced lawsuits, one of the organization's directors sent a memo to employees asking that they discontinue using company headquarters stairwells for smoking, drinking, and sex.

Brad supervises several employees who seem to have low self-efficacy. To improve this, he should do all the following except _____.

avoid rewarding small successes

Which of the following is not a distortion in perception

cognitive dissonace

In the elements of organizations, ________ unifies employees or members and gives everyone an understanding of the organization's reason for being.

common purpose

The three elements of include wages and salaries, incentives, and benefits.

compensation

Organizational development can be used to manage ______ within an organization.

conflict

The process of fitting the organization to its environment is referred to as the _______ approach to organizational structure.

contingency

The more subunits into which an organization breaks down, the more highly _____ it is.

differentiated

With _____, an organization can parcel out the entire complex work effort to be performed by specialists, which results in greater efficiency.

division of labor

Which of the following represent traditional organizational designs? (select all that apply)

divisional simple matrix functional

More positive organizational outcomes are associated with _____ cultures.

market

What four characteristics are being addressed in a VRIO analysis?

organization value imitability rarity

A box-and-lines illustration showing the formal lines of authority and the organization's work specializations is called a(n) ______ chart.

organizational

The competing values framework is a tool companies use to understand _____.

organizational culture

Some businesses have created open-area workspaces where employees sit at desks that are side-by-side and no walls are between them. This is to foster collaboration among the staff. What aspect of culture change does this represent?

physical design

Strategic positioning attempts to achieve sustainable competitive advantage by:

preserving what is distinctive about a company

The modular structure is oriented around outsourcing certain pieces of a(n) _____.

product

Very _____ companies tend to be the most centralized in terms of authority.

small

In a matrix structure:

the organization combines functional and divisional chains of command in a grid

According to Barnard's definition, which of the following examples represent organizations? (select all that apply)

- activity of 2 or more people crew of two people coordinating their activities on a commercial tuna fishing boat the BumbleBee or StarKist tuna companies with their thousands of employees

Organizational culture: (select all that apply)

- is passed on to new employees through socialization and mentoring - is the social glue that binds members of the organization together - significantly affects work outcomes at all levels of the organization - represents beliefs and values shared among workers - helps employees understand why the organization does what it does

If a firm gives all international assignments to people without disabilities, assuming they will therefore not require special accommodations, which type of workplace discrimination has occurred? A. disparate treatment B. adverse impact C. wage gap D. reverse discrimination E. harassment

A

Leslie works for a pharmaceutical company with a corporate culture that institutes a variety of control mechanisms to measure efficiency, timeliness, and reliability in the creation and delivery of products. A.hierarchy B. clan C. market D. adhocracy

A

Which of the following is NOT an example of an incentive? A. education reimbursements B. stock options C. commissions D. bonuses E. profit-sharing plans

A

Patricia, the manager of Prime Health Club, was telling her new trainer that "I have many decisions to make in a day, and as the club manager, during the course of a week, I have to give orders to most of the 35 employees. Then there is my budget and the club resources, which I oversee." Patricia's _______ gives her the right to make decisions, give orders, and utilize resources.

Authority

A(n) _____ organization is a fluid, highly adaptive organization whose members are linked by information technology and collaborate on common tasks. echanistic boundaryless adjustable centralized

B

According to the competing values framework (CVF), organizational _____ varies along two dimensions focus effectiveness structure differentiation

B

Which description best fits the adhocracy organizational culture? Structured work environment aimed at achieving effectiveness and efficiency Adaptable, creative, and quick to respond to marketplace changes Best suited to companies that have established a stable market Driven by competition and a strong desire to deliver results, customers, productivity, and profits

B

Which of the following is NOT a principal reason for transferring an employee? A. The employee's skills are needed in another part of the organization. B. The employee is suspected of illegal behavior. C. Giving employees a new challenge can help to maintain their interest and motivation. D. The employee has personal differences with his or her present boss. E. The transfer offers an opportunity to broaden employee experience.

B

Which of the following is a good suggestion for managers when conducting interviews? A. The résumé should be used for selection of interview candidates only; ignore it thereafter. B. After the interview, write a short report with a quantitative score of the candidate's qualifications. C. Do more than half of the talking to make sure you are sharing enough about the company and its culture. D. Ask about the candidate's family to show personal interest. E. Ask questions spontaneously to get the most straightforward answers from the candidate.

B

According to Barnard's definition, which of the following examples represent organizations? a person eating a tuna sandwich during their lunch break the BumbleBee or StarKist tuna companies with their thousands of employees a crew of two people coordinating their activities on a commercial tuna fishing boat

B C

Organizational structure: (select all that apply) represents a set of taken-for-granted assumptions that direct behavior and values in the organization. must be aligned with the organization's vision, strategies, and culture is concerned with who reports to whom in the organization and who specializes in what work

B,C

Which of these would be considered observable artifacts in an organization? (select all that apply) A. Sales B. Awards C. Rituals D. Decoration E. Values

B,C,D

Activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in an organization's life are known as rites and ______. stories heroes rituals symbols

C

An organization comprised of many levels with narrow spans of managerial control is described as _____. flat wide tall

C

_____ embed preferred culture by describing organizational philosophy, mission, vision, and values. Stories, legends, and myths Slogans and sayings Formal statements Rites and rituals

C

_____ values represent the values and norms actually exhibited in the organization. Basic Espoused Enacted Artifact

C

Which of the following is an example of a proactive change?

Ciara explores improvements in bonus structures with her staff and begins to implement them despite the fact that her employees are generally content

According to the competing values framework, the four types of Organizational Cultures are

Clan, Adhocracy, Market, and Hierarchy.

One assumption of a systems approach to change is that change ______.

Creates a ripple affect through an organization

5th step of drivers and flow of organizational culture A.Organizational culture B. Organizational structure and internal processes C. Group and social processes D. Work attitudes and behaviors

D

When Jacqueline interviewed for a position as a computer programmer, she was asked to take a test on a particular programming language. Jacqueline took a(n) ______ test. A. ability B. personality C. aptitude D. performance E. capability

D

In which step of the learning and development process does the employer analyze whether employees' gaps in knowledge have been successfully filled?

Evaluation

Which of the following are characteristics of a hierarchy culture? (select all that apply)

Formalized, structured work environment, Internal focus, and A variety of control mechanisms that measure efficiency, timeliness, and reliability

IKEA employees are inspired to work hard by an anecdote from their Swedish founder, Invar Kamprad, who told how he was berated by his father for failing repeatedly to get out of bed to milk the cows on his family's farm. Then one day he got an alarm clock. "'Now by jiminy, I'm going to start a new life,' he determined, setting the alarm for twenty to six and removing the 'off button.'" Invar Kamprad is an example of a(n)

Hero

What are the four types of organizational culture outlined in the competing values framework (CVF)?

Hierarchy, Clan, Adhocracy, and Market

_____ management refers to the activities related to planning for, attracting, developing and retaining an effective workforce.

Human resource

Decentralized Authority

Important decisions are made by middle-level and supervisory-level managers.

Research has shown that an effective employee socialization program has which of the following effects?

Improved employee performance Enhanced job satisfaction Reduced turnover

According to Bryan Barry, which of these are things a manager can do to keep a strategic plan on track? (select all that apply)

Keep it simple Stay focused Engage people Keep moving

Formed to offer services to clients rather than make money

Nonprofit organization

people with low self-esteem

are more dependent on others

In an organization's culture, basic assumptions: (select all that apply)

are not observable, are often taken for granted, are difficult to change, and represent the organization's core values

The second step of the strategic management process involves

assessing the current reality

Which of these would be considered observable artifacts in an organization? (select all that apply)

awards decorations rituals

Which of the following represent competitive forces used in Porter's model for industry analysis?

bargaining power of suppliers rivalry among competitors threats of new entrants threat of substitute products or services bargaining power of buyers

What are two suggestions for improving your adaptability in the workplace?

be proactive in learning situations and be more resourceful

While Kirsten would have liked to ship all of the products at once, export fees limited her to shipping product out in small batches. Kirsten has fit her organization into the structure of the environment she uses for shipping. This is an example of _____ design.

contingency

Strategic _____ involves monitoring the execution of strategy and taking corrective action when necessary.

control

In the common elements of organizations, common purpose is realized through _______, which enables the work of individuals to combine in an organization-wide endeavor.

coordinated effort

The president, chief financial officer, and chief operating officer of Jensen Mfg. meet annually to discuss the direction of the company including what products they will continue to offer and what new products they will introduce. Which level of strategic management does this represent?

corporate-level

Organizational design is concerned with which two activities?

creating structures of accountability and responsibility creating a structural design that will help an organization execute its strategies

Observable artifacts, espoused values, and basic assumptions are the three levels of organizational _____.

culture

In which of the following situations would OD techniques be the most helpful?

dealing with employee stress that comes from changing behaviors or from adapting to mergers

which of the following is not a suggested strategy for reducing unhealthy stressors in organizations

develop a more formal structure with close, authoritative supervision

Organizational _____ is a set of techniques for implementing planned change to make people and organizations more effective.

development

When people with diverse occupational specialties are put together in formal groups by similar products or service, customers or clients, or geographic regions, the organization is using a _____ structure.

divisional

According to the competing values framework (CVF), organizational _____ varies along two dimensions

effectiveness

Formal statements can help to change an organization's culture by

embedding the culture in various organizational materials such as the mission, vision, and values statements.

Organizations wishing to change their culture may alter their physical layout and design in order to: (select all that apply)

encourage employee productivity send a strong message about the culture

Line managers typically: (select all that apply)

have decision-making authority and have people reporting to them

An organizational ______ is someone whose accomplishments embody the values of the organization and whose accomplishments are put forth to motivate other employees to do the right thing.

hero

If an organization wishes to become more controlling and authoritative toward its employees, it should consider adopting a(n) _____ structure.

hierarchical

A plan for being innovative that requires a company to integrate its innovation activities and business strategies is a(n) ______.

innovation strategy

Northstar Insurance is about to install a program that will change the way its adjusters settle claims. Adjusters will be able to complete adjustment and issue the check right at the scene of the accident. Although employees are uncertain this can work, other insurance agencies have been successful with this approach. This represents ________.

innovative change

Workplace stress diminishes all of the following except _____.

job turnover

An organization's _____ can pay attention to, measure, and control a number of activities, processes, or outcomes in order to foster a certain culture.

leaders

An organization's _____ can pay attention to, measure, and control a number of activities, processes,or outcomes in order to foster a certain culture.

leaders

The process of locating and attracting qualified applicants either outside or inside an organization for jobs open in the organization is called _____.

recruiting

Individuals who are asked to provide assessments of former employees are known as _____.

references

objects or actions that convey an organization's most important values to others.

represents beliefs and values shared among workers is passed on to new employees through socialization and mentoring helps employees understand why the organization does what it does is the social glue that binds members of the organization together significantly affects work outcomes at all levels of the organization

An organization's vertical hierarchy of authority demonstrates: (select all that apply)

the official communication network, who talks to whom, and the organization's chain of command

Technology companies prefer an organic environment because _____.

they constantly have to adjust to technological change

Which of the following statements regarding the horizontal design are true? (select all that apply)

this design is also called a team-based design workgroups are used to improve collaboration internal boundaries are broken down

In terms of a SWOT analysis, organizational _______ are environmental factors that hinder an organization from achieving a competitive advantage.

threats

One method of changing organizational culture is to provide structured _____ as an in-depth introduction to organizational values.

training

Human resource mangers use the term Blank 1Blank 1 recruiting, Incorrect Unavailable to describe a situation in which an employee leaves and is replaced through internal or external hiring.

turnover

Common purpose, one of the four common elements of organizations proposed by Schein,

unifies members and helps everyone understand the organization's reason for being.

A system of shared beliefs and values that develops within an organization and guides the behavior of its members is called organizational ______. culture policies attitude demeanor

A

Aaron works for a computer company whose corporate culture is characterized by a formalized, structured work environment aimed at achieving effectiveness. A.hierarchy B. clan C. market D. adhocracy

A

According to Lawrence and Lorsch, the stability of an organization's environment determine(s) the degree of ____. A.) differentiation or integration that is appropriate B.) differentiation and efficiency needed C.) marketing and integration that is profitable D.) profitability that is vital E.) synergy needed in an organization

A

The more subunits into which an organization breaks down, the more highly _____ it is. differentiated accommodated integrated customized

A

Which type of change implementation makes employees feel the least threatened?

Adaptive change

A _____ culture has an internal focus and values flexibility rather than stability and control. hierarchy clan adhocracy market

B

A company's _____ is the large-scale action plan that encompasses the company's vision and is used to create the direction for the business. A. structure B. strategy C. forecast D. culture

B

Caprice works for a regional airline whose corporate culture encourages employees to collaborate and become involved to increase their job satisfaction. A.hierarchy B. clan C. market D. adhocracy

B

Joseph works for a telecommunications company whose culture devotes considerable resources to hiring and developing employees. A.hierarchy B. clan C. market D. adhocracy

B

_____ is the tendency of the parts of an organization to disperse and fragment.

Differentiation

Identify the items that are included in negotiations between management and employees while they are engaged in collective bargaining.

Employee benefits Employee compensation Job security Working conditions

Which terms describe good performance expectations?

Specific Achievable

A(n) _____ culture values flexibility and has an external focus.

adhocracy

Rites and rituals, which are activities and _____ used to celebrate important organizational events or achievements, can be leveraged in the process of culture change.

ceremonies

A control mechanism for making sure the right people do the right things at the right time is called hierarchy of authority or ______.

chain of command

What are the phases of organizational socialization? (select all that apply)

change and acquisition, anticipatory, and encounter

A(n) _____ culture values stability and has an internal focus.

hierarchy

The extent to which your personality and values match the climate and culture in an organization is referred to as _____.

person-organization fit

When would a company use a VRIO analysis?

when deciding whether or not a new product might work in the marketplace

Which of the following are outcomes associated with various types of organizational culture? (select all that apply)

- more positive organizational outcomes in market cultures - higher customer satisfaction in clan and market cultures - higher market share in clan and market cultures - higher financial performance in market and hierarchy cultures - more positive work attitudes in clan cultures

What is a characteristic of an organic organization? Formalized communication Specialized tasks Centralized hierarchy of authority Few rules and procedures

D

What are two characteristics of decentralized authority?

Power is delegated throughout the organization and Important decisions are made by middle level managers

Authority in organizations means _____ -- managers must report and justify work results to the managers above them and are responsible for performing assigned tasks.

accountability

The obligation you have to perform the tasks assigned to you in the organization is known as your _____.

responsibility

The number of people reporting directly to a given manager refers to _____.

span of control

Appliance America's customer complaints have increased because its drivers often get lost when attempting deliveries, which means that the deliveries arrived late. The drivers have resisted using GPS systems, claiming they know their territories. But managers are now encouraging them to look for the best solution to the increased level of customer complaints. Appliance America is in the ________ stage of Lewin's change model.

unfreezing

students exploring nurses' perceptions about using PDA's in their daily patient practice found initial resistance, with some nurses concerned about the cost and short technological life cycle of these devices. This is an example of the ________ stage of change

unfreezing

Early management scholars believed strongly in the principle of _____, in which employees should report to no more than one manager in order to avoid conflicting priorities and demands.

unity of command

In organizational culture, enacted values represent the

values and norms that are actually exhibited in the organization

The chain of command within a business is also referred to as the organization's _______ hierarchy of authority.

vertical

The rights inherent in a managerial position to make decisions, give orders, and utilize resources are known as ____. authority touching a clan culture power a hierarchy of power

A

A hierarchy of authority is ____. also known as work specialization also known as a division of labor the arrangement of having discrete parts of a task done by different people a control mechanism for making sure the right people do the right things at the right time a diversity structure used in planning with recruiting, selection, and hiring

D

Which of the following is NOT one of the soft skills employers often find lacking in many Millennial applicants? A. ability to communicate B. professional appearance C. punctuality D. familiarity with social media E. manners

D

What are the stages of the Lewin model for change?

Refreezing Changing Unfreezing

A company's _____ is the large-scale action plan that encompasses the company's vision and is used to create the direction for the business. strategy culture forecast structure

A

A hierarchy culture has a(n) ____. internal focus and values stability and control strong external focus and values stability and control continual focus on efficiency, cost cutting, and outsourcing internal focus and values innovation and creativity external focus and values flexibility

A

A system of shared beliefs and values that develops within an organization and guides the behavior of its members is called organizational ______. culture demeanor attitude policies

A

An organization that has authority centralized in a single person, as well as a flat hierarchy, few rules, and low work specialization, is using a _____. simple structure divisional structure functional structure matrix structure

A

An organization where authority is centralized, tasks and rules are clearly specified, and employees are closely supervised is called _____. mechanistic network modular contingency

A

In a highly integrated organization, the specialists work together to achieve ____. a common goal differentiation decentralization assimilation centralization

A

Which of the following is NOT one of the five steps in the training process? A. attendance B. assessment C. selection D. objectives E. implementation

A

Organizational design is concerned with which two activities? A. Creating a structural design that will help an organization execute its strategies B. creating structures of accountability and responsibility C. excluding responsibility from the organizational structure D. minimizing all forms of accountability within an organization

A B

Organizational culture: (select all that apply) A. is the social glue that binds members of the organization together B. helps employees understand why the organization does what it does C. is passed on to new employees through socialization and mentoring D. significantly affects work outcomes at all levels of the organization E. represents beliefs and values shared among workers F. is written down clearly in the organization's code of conduct G. encompasses beliefs, knowledge, and behavior patterns, but not values

A B C D E

Which of the following statements regarding integrated organizations are accurate? there is frequent communication and coordination of parts formal chains of command, standardized procedures, and cross-functional teams are common the parts of the organization are highly dispersed and fragmented specialists work together to achieve a common goal

A B D

Which of the following statements regarding the horizontal design are true? workgroups are used to improve collaboration internal boundaries are broken down cross-functional teams are eliminated this design is also called a team-based design

A B D

A clan culture has what three characteristics?

A family-type organization, Strives to encourage cohesion through consensus and job satisfaction, and Encourages collaboration among employees

What is the most accurate description of person-organization fit?

A match between an individual's personality and values and those of the organization

Which of the following statements about sexual harassment is true?

A person who feels like he or she must acquiesce to a sexual proposition to keep his or her job is facing a quid pro quo

Take ownership and accept responsibility

Avoid holding grudges when you are wrong. Instead - absorb, learn, understand, and move on.

1st step of driver and flow organizational culture A.Organizational culture B. Drivers of culture C. Group and social processes D. Work attitudes and behaviors

B

When employees share a narrative about an actual event that created the company's culture, they are relying on _____ to symbolize the company's vision and values. rituals stories rewards goals

B

__________ is a performance review system in which all employees within a business unit are ranked against one another. A. Normal distribution B. Forced ranking C. Unit grading D. 360-degree assessment E. Standard curve

B

MBO is consistent with a(n) ______ performance appraisal. A. BARS B. traits or behaviors C. objective D. subjective E. 360-degree

C

A(n) _____ is a system of consciously coordinated activities or forces of two or more people. team adhocracy culture organization

D

Miranda works for a new entrepreneurial company that is characterized as being creative, making innovative products, and being adaptable in the marketplace. A.hierarchy B. clan C. market D. adhocracy

D

Philosophies, beliefs, and norms that are explicitly stated by the organization reflects its _____ values. enacted achieved observed espoused

D

Which piece of legislation first established the U.S. federal minimum wage? A. Age Discrimination in Employment Act (ADEA) B. Social Security Act C. Civil Rights Act D. Occupational Safety and Health Act E. Fair Labor Standards Act of 1938

E

______ occurs when people are hired or promoted, or denied hiring or promotion, for reasons not relevant to the job. A. A hostile working environment B. Quid pro quo C. Bullying D. Affirmative action E. Discrimination

E

________ capital is the economic or productive potential of employee knowledge and actions. A. Labor B. Potential C. Social D. Productivity E. Human

E

Making formal statements, engaging in rites and rituals, utilizing employee training and coaching, demonstrating how a leader reacts to a crises, being a role model, and giving rewards, promotions, and bonuses are some of the teaching methods that organizations can utilize to

Effect Corporate Change

Della, the new CEO of Sky Advertising, has been with the firm for over 25 years. She was picked by the board to turn the 85-year-old agency around, because it had lost its edge in the Internet age. To infuse new life and energy into the agency, Della wants to bring back some old ideas that previously worked at Sky. She plans on having managers and veteran employees instruct each other about the organization's values, beliefs, and expectations; telling stories about some of the company legendary ad campaigns; coming up with a slogan that summarizes Sky's abilities in a simple and memorable phrase; and having quarterly ceremonies where creativity and innovation are rewarded. The things that Della wants to do are all examples of

Embedding Culture

Tomás, a sales associate in the furniture department of the Larkspur Department Store, reports to Carolina, the furniture department manager. This morning, Carolina asked Tomás to change the price tags on the desk chairs. While working on this task, David, the computer department manager, told Tomás that he wanted him to unload some computers. Tomás is confused about what to do because under the principle of unity of command,

Employees should report to no more than ONE manager

Hewlett-Packard founders David Packard and William Hewlett created a close-knit organizational culture that gave a lot of responsibility to employees and fostered innovation within the company. ______ are individual responsibility and the importance of innovation.

Espoused Values

Place the steps in the strategic-management process in the correct order, with the first step listed at the top

Establish the mission Assess the current reality formulate corporate, business, and functional strategies Execute Strategies maintain strategic control

Online retailer Amazon relies heavily on a hierarchy culture to manage its vast and complex shipping processes. ___________ are part of Amazon's hierarchy culture.

Internal Focus and values Stability and Control

Insurance company Acuity has a clan culture; employees have generous perks and are empowered to participate in a way in the company that is fun. The end results are profitability and an enviably low 2% turnover rate. A clan culture has a(n)

Internal focus and Values Flexibility

Match the dimensions of the competing values framework (CVF) with their descriptions. Horizontal Vertical

Inward.outward Flexibility/stability

What are reasons that the forced ranking approach to performance appraisal is falling out of favor?

It creates legal risk due to the perception of bias. It results in reduced employee performance. The system gets rid of talented as well as untalented people.

What is the intended benefit of the forced ranking approach to performance appraisal?

It encourages managers to reward top performers and discipline poor performers.

Time Warner has different divisions for magazines, movies, recordings, cable television, and so on. The Warner Bros. part of the empire alone has divisions spanning movies and television, a broadcast network, retail stores, theaters, amusement parks, and music. Time Warner is an example of an organization with ____ divisions.

Product

Which of the following is an adaptive change in an organization?

Reintroduction of a practice familiar to the organization

Which of the following BEST describes "demassification"?

Segmenting customer groups into smaller, more specialized groups

In which step of the strategic-management process does an organization establish the mission and vision statements?

Step One

Which statement about organizational development is true?

Successful organization development usually involves multiple interventions.

What are the three parts of a systems model of change?

Target elements of change Inputs Output

Rites and rituals are ____. For example, employees of New Belgium Brewery in Fort Collins, Colorado, get a free brewery-hopping trip to Belgium after being employed by the company for five years.

The activities and ceremonies that celebrate important occasions and accomplishments in an organization

Many employers are wary of giving references for which of the following reasons?

They fear that negative reviews may result in former employees suing the company. They fear that if they give a positive reference for someone who doesn't work out in a new job, they may be sued by that person's new employer.

The HR manager told Jim that the company pays the total health insurance costs for a family of four. As a single man, this benefit did not seem especially important to him right now. Here, Jim is low on the ______ element of the expectancy theory.

Valence

Focus on being optimistic

View work or career changes as challenges to be overcome

Identify the three types of structures categorized as organizational designs with open boundaries. Check all that apply.

Virtual Modular Hollow

Mutual-benefit organization

Voluntary collective formed to advance members' interests

Mutual-Benefit Organization

Voluntary collectives with the purpose of advancing their members' interests. One example of such a collective is the Teamsters Union.

What are the two types of information that organization charts reveal about organizational structure?

Who reports to whom Who specializes in what work

Which of the following can leaders pay attention to, measure, and control in order to change the organization's culture? (select all that apply)

activities processes outcomes

In organizational culture, rites and rituals represent

activities and ceremonies that celebrate important occasions and accomplishments in the organization's life.

The statement "I dont like that Ivan got so angry in that meeting" reflects the _______ component of attitude

affective

The statement "I wont give Jim such a tight deadline again" reflects the ______ component of attitude

behavioral

Companies pursuing a cost-leadership strategy keep costs/prices _____ those of competitors and target a _____ market.

below; wide

A(n) _____ organization is a fluid, highly adaptive organization whose members are linked by information technology and collaborate on common tasks.

boundaryless

What two things does the BCG matrix evaluate?

business growth rates market share

A _____ culture has an internal focus and values flexibility rather than stability and control.

clan

After struggling with accounting the training, Peter is unsure whether he can complete the end-of-year financial reporting with minimal errors in the time allotted at his new job. In this case, Peter is low on the ______ element of expectancy theory.

expectancy

Espoused values in an organization's culture represent the

explicitly stated values and norms the organization prefers

It has been two years since any employee has received a bonus at Tech Outlet, and the possibility of getting one no longer seems to motivate employees. In this case, management has inadvertently applied _____.

extinction

According to the BCG matrix, a company will do better in a _____ market in which it has a high market share.

fast-growing

Which of the following statements regarding a virtual structure are true? (select all that apply)

firms can save money they would have spent on real estate, companies can tap a wider talent pool not limited by geography, and members are geographically apart

A _____ organization is defined as one with an organizational structure with few or no levels of middle management between top managers and those reporting to them.

flat

An organization that wants to eliminate layers in favor of creating a culture where employees have more power should consider adopting a _____ organizational structure.

flattened

Which two of Porter's competitive strategies are appropriate when addressing a narrow market? Choose all that apply.

focused-differentiation cost-focus

Corporate-level strategy: (select all that apply)

focuses on the organization as a whole answers questions such as "what business are we in?" and "what products and services shall we offer?" involves senior executives in planning

A _____ is a vision or projection of the future that is made following a SWOT analysis.

forecast

An organizational structure where people with similar occupational specialties are put together in formal groups is called a _____ structure.

functional

At his review last year, Bryan was promised a 20% raise if he met his production goals. Raises were included in today's paychecks, and despite that Ryan has met all of his goals, he only received a cost-of-living raise. In the future, Ryan's ______ will probably be _______

instrumentality; low

Hierarchy of authority, one of the four common elements of organizations proposed by Schein,

is a control mechanism that ensures that the right people do the right things at the right time.

A supervisor told a salesperson who had not made any calls to clients and therefore did not make quota, "Well, if this continues in the next 30 days, you'll probably be let go." By presenting something negative, the supervisor provides an example of _____.

punishment

Functional organizational structures: (select all that apply)

put employees with similar occupational specialties together in formal groups. and are common in both for-profit and nonprofit organizations.

When Jason became one of three final candidates for a managerial position with a large pharmaceutical company, the director of the department scheduled a special meeting with him. There, the two talked about the stressful deadlines and heavy travel required of the position, as well as the compensation and benefits. Jason appreciated that the director took time to conduct a(n) __________.

realistic job preview

If an organization wishes to change its culture, managers can alter the types of _____ and status symbols they give out and to whom they give them.

rewards

Organizations can use _____, activities that celebrate important events or achievements for the organization, to change the organization's culture.

rites and rituals

Activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in an organization's life are known as rites and ______.

rituals

Some workplaces now reflect a culture of "radical candor" which means that employees are encouraged to __________.

say what's on their minds regardless of the consequences

Lori has been telling everyone in the sales department of her incredible skill as a salesperson, since she beat her goal this year by nearly 30%. But last year when she didn't even reach her goal, she said it was simply the economy. This is an example of _____.

self-serving bias

Increasing segmentation of the marketplace and the need to get products to market faster in light of competitors' specialized solutions are examples of ______ currently influencing the future of business.

supertrends

When other companies cannot duplicate the value provided by a competitor, then the competitor has established a(n) _____ competitive advantage.

sustainable

In terms of organizational culture, a _______ is an artifact, act, quality, or event that conveys an organization's most important values to others.

symbol

An organization comprised of many levels with narrow spans of managerial control is described as _____.

tall

In an organization with a _____ structure, members are geographically dispersed but work together using information technology that provides customers the appearance of a single, unified organization.

virtual

Elision's values statement now begins with "Committed To Making Things Right" to signify that Elision wants to correct its past mistakes, and also operate in the "right" way in all its future endeavors. A. Formal Statements B. Organizational Systems and Procedures C. Rewards, Titles, Promotions, and Bonuses D. Leader Reactions to Crises

A

Dora is conducting a performance appraisal for Sue, one of her employees. The company's performance appraisal form asks her to rate Sue's performance on various items like "Submits reports on time with minimal errors" on a scale from 1 to 5. Dora's is using a ______ appraisal system. A. 360-degree B. behaviorally anchored rating scale (BARS) C. MBO D. results E. trait

B

During a meeting, Tammy, the branch manager, was pointing to the corporate organization chart on the wall. Tammy remarked that "These people provide advice, recommendations, and research for us, and they are indicated with a dotted line. Jim, our CEO, and the vice presidents of our organization are up here, indicated on the organization chart by a solid line vertical line." The employees indicated on the organization chart by a solid line are ____, and those indicated by a dotted line are ____. line managers; temporary personnel line managers; staff personnel staff personnel; vital personnel line managers; personnel in training line managers; part-time personnel

B

Elision has built thorough and validated integrity testing into its selection system for new employees. A. Rites and Rituals B. Organizational Goals and Performance Criteria C. Stories, Legends, and Myths D. Role Modeling, Training, and Coaching

B

More positive organizational outcomes are associated with _____ cultures. adhocracy market clan hierarchy

B

The IT network that allows for the movement of organizational information within that company is known as the organizational structure. T F

B

Innovations must be ______.

novel

The formal system of task and reporting relationships that coordinates and motivates an organization's members to achieve the company's goals is called the organizational _____. A. structure B. vision C. culture D. mission

A

What is the most accurate description of person-organization fit? A match between an individual's personality and values and those of the organization The degree to which the organization's culture aligns with its strategic context How much the culture of the organization is related to the firm's long-term financial perspective The education level of an individual and its relation to the job or tasks she or he performs at work

A

Which of the following is NOT a characteristic of a successful incentive pay plan? A. complex and comprehensive rules B. simplicity C. clear and realistic goals D. consistency with the organization's existing goals E. regular communication with employees about the incentive plan

A

A company's organizational structure is its formal and informal marketing systems of goods, services, ideas, and customer relationships. (T/F)

B

In 2011, when automakers began to create new jobs, new union hires were offered about half the pay ($14 an hour) that autoworkers were getting before ($28). This is an example of A. union security clauses. B. two-tier wage contracts. C. cost-of-living adjustments. D. incentives. E. givebacks.

B

_____ are subject to validity problems due to evaluator bias. A. Behavioral appraisals B. 360-degree feedback forms C. Objective appraisals D. Trait appraisals E. Personality appraisals

D

Jean-Paul, the store manager, was speaking with Patty, his new assistant manager, about the store's system of job relationships and whom she will report to and who will report to her. He said, "This structure is one of the things that motivates our workers to work together to achieve our company's goals." Jean-Paul was telling Patty about the store's _____. A.) code of ethics B.) analytics C.) organizational culture D.) diversity plan E.) organizational structure

E

Ralph, the manager of a busy hardware store, knows that he needs to entrust many of his tasks to managers and other employees, rather than falling into the common trap of perfection, believing he is the only person who can do this right and on time. This process of assigning tasks to lower-level managers and employees is known as ____. A.) span of control B.) outputting C.) handing D.) accountability E.) delegation

E

Thomas, a sales associate in the furniture department, reports to Betsey, the furniture department manager. This morning, Betsey asked Thomas to change the price tags on the desk chairs. While working on this task, David, the computer department manager, told Thomas that he wanted him to unload some computers. Thomas is confused about what to do because under the principle of unity of command, _____. A.) Thomas can refuse to do both tasks B.) employees can report to two managers, so Thomas needs to decide whom to listen to C.) Thomas needs to decide which manager has more power D.) Thomas will need to determine how he can multitask E.) employees should report to one manager

E

Which of the following is the best statement of performance feedback? A. "You're always doing personal stuff at work." B. "That's the wrong way to sort those packages." C. "You've got to figure out how to improve your relationship with Susie." D. "You are really unmotivated at work lately." E. "Your last report contained seven errors which I think you could improve."

E

Which of the following training and development methods is most appropriate when people just need to learn facts such as work rules or legal matters? A. coaching B. role-plays C. discussion D. case studies E. videotapes, workbooks, and lectures

E

_____ is the process that helps align the last two phases of the strategic-management process: strategic implementation and strategic control.

Execution

Vertical

Expresses the extent to which an organization prefers flexibility and discretion versus stability and control.

Horizontal

Expresses the extent to which the organization focuses its attention and efforts inward on internal dynamics and employees versus outward toward its external environment and customers.

Which type of organization typically has few or no levels of middle management between top managers and those reporting to them?

Flat

Formed to make money by offering products or services

For-profit organization

_____ embed preferred culture by describing organizational philosophy, mission, vision, and values.

Formal statements

For years, a mathematics professor experienced abusive behavior at a community college where he taught. It began with a group of managers spreading rumors and false accusations that threatened his job. It was emotionally draining and took time and focus away from his job. This is an example of __________.

bullying

When important decisions are made by high-level managers, the organization has ______ authority.

centralized

In organizational socialization, the _____ phase happens once the employee understands her/his work role and now must master the necessary skills and tasks and learn to adjust to the work group's values and norms.

change and acquisition

Research shows that employees have more positive work attitudes in organizations with a(n) _____ culture.

clan

Which of the following represent learning-related tools that can be leveraged to change an organization's culture?

coaching training role modeling

If important decisions are made by middle-level and supervisory-level managers and power is delegated throughout the organization, the organization has ______ authority.

decentralized

Philosophies, beliefs, and norms that are explicitly stated by the organization reflects its _____ values.

espoused

A business that wants to reach more customers and hires more employees to get this done is focusing on a _____ strategy.

growth

When an organization has a central core of key functions and outsources others to vendors who can do them cheaper and faster, the organization is said to have a _____ structure.

hollow

Within a boundaryless organization, the ______ structure is also called a network structure.

hollow

Porter's five competitive forces form a model for _____ analysis.

industry

A simple model of motivation does not include which of the following?

punishment

An organization that has authority centralized in a single person, as well as a flat hierarchy, few rules, and low work specialization, is using a _____.

simple structure

The process by which people learn the values, norms, and required behaviors that permit them to participate as members of an organization is known as organizational _____.

socialization

Some of the strongest ways to embed organizational culture include which two of the following?

status symbols rewards

Managers can help to change the organization's culture by paying attention to which _____ they use as narratives to symbolize the organization's vision and values to employees.

stories

Research shows that employees have more positive work attitudes in organizations with a(n) _____ culture. A. hierarchy B. clan C. market D. adhocracy

B

In organizational socialization, the _____ phase happens once the employee understands her/his work role and now must master the necessary skills and tasks and learn to adjust to the work group's values and norms. encounter anticipatory change and acquisition

C

Philosophies, beliefs, and norms that are explicitly stated by the organization reflects its _____ values. achieved observed espoused enacted

C

Philosophies, beliefs, and norms that are explicitly stated by the organization reflects its _____ values. enacted observed achieved espoused

D

_____ is the process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy.

Delegation

In a _______ structure, a firm assembles product components or sections provided by outside contractors.

modular

During weekly conference calls, Mary, a restaurant manager for a national chain of restaurants, and the other managers in her district explain to their district manager the reasons for different decisions and why certain costs and sales were higher or lower for the previous week. The explanation of their decisions and work results is known as __. accountability power a hierarchy of authority decision steps touching

A

Employees and customers are treated like a family at Bayou Seafood Café. Paul and Betsey, the owners, work to encourage unity to increase their employees' job satisfaction and commitment. At their café, Paul and Betsey have built a(n) ____. clan culture bureaucracy culture market culture adhocracy culture goal-driven agenda

A

Fine Oil uses an organizational structure that includes both functional divisions (such as marketing and HR) and a divisional chain of command (such as the chemical and petroleum products divisions). For example, Glen, a salesperson for Fine Oil, reports to both the marketing manager and the petroleum products manager as he starts to develop the Shell Oil account. Fine Oil uses a matrix structure. (T/F)

A

If an organization wishes to become more controlling and authoritative toward its employees, it should consider adopting a(n) _____ structure. hierarchical powerful flat adhocracy

A

Important decisions are made by middle-level and supervisory-level managers with ____. decentralized authority upper authority higher-management influence focused power centralized authority

A

In an organization, division of labor is ____. A. the arrangement of having discrete parts of a task done by different people B. a structure where employees report to no more than one manager C. the common purpose which unifies employees D. the coordination of individual efforts into a group or organization-wide effort E. an organizational structure with few or no levels of middle management

A

In organizational culture, enacted values represent the values and norms that are actually exhibited in the organization physical manifestation of the organization's culture such as awards and decor explicitly stated values and norms the organization prefers unobservable core values in the organization that are difficult to change

A

Making formal statements, holding rites and rituals, utilizing employee training and coaching, demonstrating how a leader reacts to a crises, being a role model, and giving rewards, promotions, and bonuses are some of the teaching methods that organizations can utilize to ____. effect corporate change perform competitive analysis write a strategic plan conduct formal market research follow legal requirements

A

Making formal statements, holding rites and rituals, utilizing employee training and coaching, demonstrating how a leader reacts to a crises, being a role model, and giving rewards, promotions, and bonuses are some of the teaching methods that organizations can utilize to ____. A.) effect corporate change B.) conduct formal market research C.) follow legal requirements D.) perform competitive analysis E.) write a strategic plan

A

Managers are encouraged to email one subordinate each week who they've noticed is doing the right thing, even when it's difficult, and congratulate them. Managers copy Khurana on the email so that she is aware of the employees' choices and is able to congratulate them herself. A. Rites and Rituals B. Organizational Goals and Performance Criteria C. Stories, Legends, and Myths D. Role Modeling, Training, and Coaching

A

Organizations can use _____, activities that celebrate important events or achievements for the organization, to change the organization's culture. rites and rituals slogans and sayings formal statements legends and myths

A

Rites and rituals, which are activities and _____ used to celebrate important organizational events or achievements, can be leveraged in the process of culture change. ceremonies communications stories slogans

A

The AFL-CIO, a union, and the National Federation of Independent Business, are both voluntary groups with the purpose of advancing member interests. They are examples of _____. A.) mutual-benefit organizations B.) for-profit organizations C.) volunteer co-ops D.) nonprofit organizations E.) trade alliances

A

The ____________ is a law that requires an extension of health insurance benefits after termination. A. Consolidated Omnibus Budget Reconciliation Act (COBRA) B. Health Insurance Portability and Accountability Act (HIPAA) C. Social Security Act D. Civil Rights Act E. Occupational Safety and Health Act

A

____ represent core, taken for granted, unobservable aspects of an organization's culture. Basic assumptions Espoused values Observable artifacts Enacted values

A

_____ is the tendency of the parts of an organization to disperse and fragment. Differentiation Modulation Machination Integration

A

_____ is the tendency of the parts of an organization to draw together to achieve a common purpose. Integration Differentiation Modulation Machination

A

which of the following is not a leading reason that employees resist change? lack of personal ethics nonreinforcing reward systems individual predisposition toward change fear of failure climate of mistrust

A

Which of these would be considered observable artifacts in an organization? (select all that apply) Decorations Awards Sales Rituals Values

A B D

In an organic organization, which three of the following occur? Check all that apply. Many teams Centralized hierarchy of authority Decentralized hierarchy of authority Shared tasks Specialized tasks

A C D

Specialists work together to achieve ________ in a highly integrated organization.

A Common Goal

Organizations wishing to change their culture may alter their physical layout and design in order to: (select all that apply) A. encourage employee productivity B. send a strong message about the culture C. recreate historical narratives

A, B

In order to implement a particular organizational strategy, managers must determine the right kind of organizational: (select all that apply) structure demonstration performance culture

A,D

Mitsubishi

Acknowledged that company engineers had been intentionally manipulating fuel-economy tests for 25 years.

Which description best fits the adhocracy organizational culture?

Adaptable, creative, and quick to respond to marketplace changes

Volkswagen

Admitted in 2015 that it had engaged in fraudulent behavior by cheating on vehicle emission tests.

Rank the steps of the learning and development process in order, placing the first step at the top and the last step at the bottom.

Assessment Objectives Selection Implementation Evaluation

3rd step of drivers and flow of organizational culture A.Organizational culture B. Organizational structure and internal processes C. Group and social processes D. Work attitudes and behaviors

B

A(n) ______________ is susceptible to legal attack because some questions may infringe on non-job-related matters such as privacy, diversity, or disability. A. realistic job preview B. unstructured interview C. performance interview D. behavioral-description interview E. situational interview

B

According to the competing values framework, clan, adhocracy, market, and hierarchy are ____. organizational norms organizational cultures industry cultural standards MBO levels of achievement organizational values

B

An organization's _____ can pay attention to, measure, and control a number of activities, processes,or outcomes in order to foster a certain culture. mission leaders strategy statements

B

An organizational structure is a set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its environments. (T/F)

B

Artem, the president of Instructor Services, told one of his new hires that "Managers are encouraged to solve their own problems rather than to buck the decision to a higher level, and decisions are made more quickly, which increases our organization's flexibility and efficiency." These advantages that Artem spoke of are attributed to ____. A.) management accountability B.) decentralized authority C.) management responsibility D.) work specialization E.) centralized authority

B

At the end of all meetings at Elision, attendees have started saying "We Stand UP" in unison. This reminds employees that the company wants to be upstanding in its endeavors as they go forth to tackle their jobs. Organizational Structure Slogans and Sayings Measurable and Controllable Activities Rites and Rituals

B

Della, the new CEO of Sky Advertising, has been with the firm for over 25 years. She was picked by the board to turn the 85-year-old agency around and to do so, Della wants to bring back some old ideas that previously worked at Sky. She plans on having managers and veteran employees instruct each other about the organization's chosen values, beliefs, and expectations through holding some of the old rites and rituals, retelling stories about company legends, bringing back training and coaching, and once again having quarterly reward ceremonies. The things Della wants to do are an example of ____. TQM embedding culture decentralizing authority MBO a value stabilizing plan

B

Elision is working to reduce its ecological footprint. The company has instituted a program where employees can receive bonuses based on their ridesharing, recycling, and waste reduction efforts. Organizational Systems and Procedures Rewards, Titles, Promotions, and Bonuses Leader Reactions to Crises Organizational Structure

B

Elly and Sylvia, owners of Organic Foods, do not have a formal policy about dress code and work procedures because they see their company as a family place that is enjoyable to work for. Elly and Sylvia believe that if you treat employees like family, the company will do well and grow. These beliefs by the owners of Organic Foods represent the core values of their organization's culture, and are known as ____. family codes basic assumptions a code of ethics rites and rituals observable artifacts

B

Espoused values in an organization's culture represent the physical elements such as awards and rituals explicitly stated values and norms the organization prefers values and norms actually exhibited in the organization least observable elements of the culture

B

Joe, a salesperson for a landscaping company, is working with a longtime customer who is interested in either cutting back on the services or getting a better price due to the tight economy. Joe tells his manager, "I want to take care of the customer with the best value. So what do you think is the best package to offer in this situation?" Joe and his manager are trying to utilize the _____. A.) boundaryless approach B.) contingency design C.) streamlined design D.) mechanistic design E.) focused spending approach

B

One method of changing organizational culture is to provide structured _____ as an in-depth introduction to organizational values. slogans training rituals myths

B

The company's compliance division is making suggestions for delayering and reconfiguring that will help employees know where to go when they have questions and concerns. Leader Reactions to Crises Organizational Structure Slogans and Sayings Measurable and Controllable Activities

B

The competing values framework is a tool companies use to understand _____. vision statements organizational culture supply and demand marketing opportunities

B

The more subunits into which an organization breaks down, the _____. A.) less differentiated it becomes B.) more highly differentiated it becomes C.) more unified it becomes D.) higher the costs E.) lower the productivity

B

The process of assigning managerial authority and responsibility to lower-level managers and employees is known as ____. a power trip delegation authority planning control

B

The two kinds of spans of control are _____. tall and short narrow and wide tall and hollow flat and broad hierarchy and nonhierarchy

B

Thrifty Bank has an external focus, concentrating on strategic planning, risk taking, and flexibility over stability. Thrifty Bank has a hierarchy culture. (T/F)

B

Top-down structure and rigid rules are characteristics of a(n) _____ organization. adhocracy mechanistic decentralized organic

B

True or false: It is common practice today for most small business owners to engage in strategic planning. (T/F)

B

Using 360-degree feedback appraisals makes it more difficult for managers to A. collect performance information form multiple sources. B. unfairly favor or punish particular employees. C. understand how an employee interacts with clients or customers. D. collect anonymous feedback about an employee. E. use a forced-ranking system.

B

A clan culture has what three characteristics? Structured work environment aimed at effectiveness and efficiency A family-type organization Encourages collaboration among employees Profits take precedence over employee development and satisfaction Strives to encourage cohesion through consensus and job satisfaction

B.C,E

_____ represent core, taken for granted, unobservable aspects of an organization's culture.

Basic assumptions

What are the three layers of organizational culture?

Basic assumptions, Espoused values, and Observable artifacts

A _____ culture has an internal focus and values flexibility rather than stability and control. adhocracy market clan hierarchy

C

A company with authority centralized in a single person, a flat hierarchy, few rules, and low work specialization is a characteristic of an organization with a _____. A.) horizontal design B.) hollow structure C.) simple structure D.) team-based design E.) functional structure

C

A manager must consider fairness, __________, and others' resentments in considering a promotion of an employee. A. safety B. openness C. nondiscrimination D. profitability E. permanence

C

An organization that wants to eliminate layers in favor of creating a culture where employees have more power should consider adopting a _____ organizational structure. typical stabilized flattened hierarchical

C

Daveed works for a real estate company with a culture that values employees' ability to focus on the customer, react quickly, and deliver quality work on time. A.hierarchy B. clan C. market D. adhocracy

C

Formal statements can help to change an organization's culture by outlining what is important to the organization through its acronyms, sayings, and slogans. celebrating important achievements with activities and ceremonies. embedding the culture in various organizational materials such as the mission, vision, and values statements. creating narratives about events that happened in the organization.

C

Freshii emphasizes a lean management structure. This means that span of control at Freshii is generally narrow. tall. wide. central. decentral.

C

HP founders David Packard and William Hewlett created a close-knit organizational culture that gave a lot of responsibility to employees and fostered innovation within the company, which were clearly stated values of the firm's founders. This is an example of _____. A.) a diverse perspective B.) analytics C.) espoused values D.) enacted values E.) focused values

C

If an organization wishes to change its culture, managers can alter the types of _____ and status symbols they give out and to whom they give them. heroes stories rewards rituals

C

In a ______ culture, employees are expected to work hard, react fast, and deliver quality work on time. clan hierarchy market adhocracy socialization

C

In organizational culture, rites and rituals represent people whose accomplishments embody the values of the organization. processes by which people learn the values, norms, and behaviors required by the organization. activities and ceremonies that celebrate important occasions and accomplishments in the organization's life. narratives based on true events which are repeated to emphasize a particular value.

C

In organizational culture, socialization represents the A. narratives based on true events which are repeated to emphasize particular values. B. objects or actions that are used to convey an organization's most important values. C. process by which people learn the values, norms, and required behaviors that permit them to participate as organizational members. D. activities and ceremonies that celebrate important occasions and accomplishments in the organization's life.

C

Olivia works for an investment firm with a culture that focuses on productivity and profits over employee development and satisfaction. A.hierarchy B. clan C. market D. adhocracy

C

Organic organizations tend to have a wide span of control and _____. many specialized tasks formalized communication fewer rules centralized hierarchy of authority

C

Phillip, owner of Technology Sales, said, "We have to focus on our customers and how can we beat the competition, so we have to be flexible." He encourages his R&D department to develop innovative products and focuses on being quick to respond to market changes. Technology Sales has a(n) _____. market culture focused approach adhocracy culture clan culture goal-driven agenda

C

Sabra, an HR manager, is designing a training class for those working on the new cross-functional teams within her company. This class is aimed at improving group decision making and interpersonal relations. What method of delivery should Sabra choose? A. videotapes B. workbooks C. role-playing, practice, and discussion D. lectures E. computer-aided training

C

The ___________________ is the part of the labor-management agreement that states that employees who receive union benefits must join the union, or at least pay dues to it. A. givebacks clause B. closed shop clause C. union security clause D. union shop clause E. agency clause

C

The formal system of task and reporting relationships that coordinates and motivates an organization's members to achieve the company's goals is called the organizational _____. mission vision structure culture

C

The process by which people learn the values, norms, and required behaviors that permit them to participate as members of an organization is known as organizational _____. ritualization formation socialization ideation

C

The process of fitting the organization to its environment is referred to as the _______ approach to organizational structure. hollow category contingency virtual

C

The readily apparent symbols and manifestations of an organization's culture are called its _____. basic assumptions vision statements observable artifacts espoused values

C

What occurs as a result of the horizontal organizational design? Internal boundaries are strengthened. Employees are grouped around regional locations. Teams are used to improve collaboration and work. People with similar occupations are put together.

C

Which of the following helps guarantee nonhazardous working conditions for employees? A. Civil Rights Act B. Fair Labor Standards Act C. Occupational Safety and Health Act D. National Labor Relations Board E. Sarbanes-Oxley Act

C

Which of the following is a danger to having a competitive culture where employees "own" their specific piece of the business? A matrix structure is more likely to occur. A virtual structure is more likely to occur. Differentiation is more likely to occur. A tall structure is less likely to occur. Integration is more likely to occur.

C

Word about Khurana is spreading among employees after many have found news articles outlining her reputation for integrity, personal philanthropy, and willingness to turn down profitable opportunities when an ethical problem exists. A. Rites and Rituals B. Organizational Goals and Performance Criteria C. Stories, Legends, and Myths D. Role Modeling, Training, and Coaching

C

Raul, a salesperson for the Lovely Landscapes landscaping company, is working with a longtime customer who is interested in either cutting back on the services or getting a better price due to the tight economy. Raul tells his manager, "I want to take care of the customer with the best value. So what do you think is the best package to offer in this situation?" Raul and his manager are trying to utilize the

Contingency Design

Which of the following statements are true regarding a market culture? (select all that apply)

Customers, productivity, and profits take precedence over employee development and satisfaction, Employees are expected to work hard, react fast, and deliver quality work on time, and It is driven by competition and a strong desire to deliver results

A formal chain of command, standardization of rules and procedures, and use of cross-functional teams and computer networks so that there is frequent communication and coordination of the parts are the means for achieving ____. higher profits through goal setting lower costs through efficiency higher sales through analytics a common goal through integration differentiation through specialization

D

A system of shared beliefs and values that develops within an organization and guides the behavior of its members is called organizational ______. A. attitude B. demeanor C. policies D.culture

D

Alana, the children's department manager at Shoe Mart, has eight employees in her department, and all of them report directly to her. The eight employees who report directly to Alana are her _____. A.) hierarchy of authority B.) area of responsibility C.) management depth D.) span of control E.) span of direction

D

Being dismissed "for cause" means that A. an employee quit the job. B. an employee has an opportunity to get the position back in the future. C. the company is downsizing, and the jobs are permanently eliminated. D. an employee is being fired for poor job performance or unacceptable behaviors. E. an employee is being laid off.

D

Bob, the owner of Quality Catering, is driven by competition. He is very focused on meeting deadlines and quality, and delivering the results that customers want. He pushes his managers to continually exceed their productivity goals, and stresses that profits take precedence over employee development and satisfaction. Bob feels "there is not enough time for training." However, his employees are regularly rewarded for their success in meeting company goals. This is an example of a(n) ____ culture. adhocracy hierarchy target-driven market clan

D

Espoused values in an organization's culture represent the A. physical elements such as awards and rituals B. values and norms actually exhibited in the organization C. least observable elements of the culture D. explicitly stated values and norms the organization prefers

D

In managing employees under an incentive pay plan, a manager should A. design complex plans that cover all contingencies. B. set goals with employees, but then leave them alone to pursue those goals. C. set "stretch" goals that are very difficult (perhaps impossible) to achieve. D. regularly communicate with employees about the plan. E. change the plan frequently to continue to motivate subordinates.

D

In organizational culture, a story is a(n) object or action that is used to convey an organization's most important values. process by which people learn the values, norms, and behaviors required to participate as organizational members. activity or ceremony that celebrates important accomplishments in the organization's life. narrative based on true events which is repeated in order to emphasize a particular value.

D

Jean-Paul, the store manager, was speaking with Patty, his new assistant manager, about the store's system of job relationships and whom she will report to and who will report to her. He said, "This structure is one of the things that motivates our workers to work together to achieve our company's goals." Jean-Paul was telling Patty about the store's _____. organizational culture diversity plan analytics organizational structure code of ethics

D

Managers can help to change the organization's culture by paying attention to which _____ they use as narratives to symbolize the organization's vision and values to employees. heroes rites rituals stories

D

Paula, the CEO of EnviroSystems, has only three people reporting to her, the vice president of marketing, vice president of HR, and vice president of accounting. Paula has a _____. A.) small unity of command B.) broad span of influence C.) focused span of control D.) narrow span of control E.) wide span of control

D

Phillip, owner of Technology Sales, said, "We have to focus on our customers and how can we beat the competition, so we have to be flexible." He encourages his R&D department to develop innovative products and focuses on being quick to respond to market changes. Technology Sales has a(n) _____. A.) goal-driven agenda B.) clan culture C.) market culture D.) adhocracy culture E.) focused approach

D

Quality Paper Products utilizes a structure that includes functional divisions, such as accounting and production, and a divisional chain of command, such as the home products and office divisions. For example, Mary Beth, a salesperson, reported to both her sales manager and the office products manager when she first started working on the city of Springfield account. Quality Paper Products has developed a _____. A.) geographic-divisional structure B.) hollow structure C.) modular structure D.) matrix structure E.) team-based approach

D

Sally, Greg, John, and Amar are working on a project for a customer that is aimed at cutting the client's electrical costs. The four members are located throughout the Midwest, and they are utilizing the phone, e-mail, and collaborative computing to complete this project. This is an example of a _____. cross-focus group geographic team matrix team virtual organization modular group

D

When Jason became one of three final candidates for a managerial position with a large pharmaceutical company, the hiring manager scheduled a special meeting with him. The two talked about the stressful deadlines and heavy travel required of the position, as well as the compensation and benefits. Jason appreciated that the hiring manager took the time to provide a(n) A. unstructured interview. B. behavioral-description interview. C. situational interview. D. realistic job preview. E. performance appraisal.

D

Which of the following is NOT part of the strategic human resource management process? A. Orient, train and develop personnel. B. Recruit and select people. C. Establish a grand strategy. D. Negotiate employment contracts. E. Plan for human resources needs.

D

____ represent core, taken for granted, unobservable aspects of an organization's culture. Enacted values Observable artifacts Espoused values Basic assumptions

D

________ entails job posting, which means placing information about job vacancies and qualifications in places where employees can see them such as on bulletin boards or the company's intranet. A. Job analysis B. Realistic job previewing C. Position advertising D. Internal recruiting E. External recruiting

D

he readily apparent symbols and manifestations of an organization's culture are called its _____. vision statements basic assumptions espoused values observable artifacts

D

Factors such as the increasing number of women in the workforce and the growing number of older workers exemplify which force for change outside the organization?

Demographic characteristics

According to Lawrence and Lorsch, the stability of an organization's environment determines the degree of

Differentiation or Integration that is appropriate

A ______ summarizes what the holder of the job does and how and why he or she does it. For example, this document might state, "In this job, the worker delivers pizzas within a 10-mile radius of the pizzeria, quickly and promptly, while obeying all traffic laws and driving responsibly." A. job analysis B. performance appraisal C. job specification D. realistic job preview E. job description

E

Astrid, a customer service representative, was asked by one of her customers if her company would be interested in joining the chamber of commerce to meet potential customers. Astrid believes this is a very good idea and approached her manager, Alan, about becoming a chamber member. Alan told Astrid that "Since the cost of membership is over $500 and you will have to leave the office to attend meetings, I will have to get approval from management above me." This is an example of how important decisions are made in organizations with _____. work specialization unity of command decentralized authority line managers centralized authority

E

Bob, the owner of Quality Catering, is driven by competition. He is very focused on meeting deadlines and quality, and delivering the results that customers want. He pushes his managers to continually exceed their productivity goals, and stresses that profits take precedence over employee development and satisfaction. Bob feels "there is not enough time for training." However, his employees are regularly rewarded for their success in meeting company goals. This is an example of a(n) ____ culture. A.) adhocracy B.) clan C.) hierarchy D.) target-driven E.) market

E

Brodie, the owner of Wave Pools, is driven by competition. He is very focused on meeting deadlines and quality, and on delivering the results that customers want. He pushes his managers to continually exceed their productivity goals, and he stresses that profits take precedence over employee development and satisfaction. Brodie feels "there is not enough time for training." However, his employees are regularly rewarded for their success in meeting company goals. Wave Pools has a(n) ____ culture. clan adhocracy hierarchy target-driven market

E

Della, the new CEO of Sky Advertising, has been with the firm for over 25 years. She was picked by the board to turn the 85-year-old agency around and to do so, Della wants to bring back some old ideas that previously worked at Sky. She plans on having managers and veteran employees instruct each other about the organization's chosen values, beliefs, and expectations through holding some of the old rites and rituals, retelling stories about company legends, bringing back training and coaching, and once again having quarterly reward ceremonies. The things Della wants to do are an example of ____. A.) a value stabilizing plan B.) decentralizing authority C.) MBO D.) TQM E.) embedding culture

E

During a meeting, Tammy, the branch manager, was pointing to the corporate organization chart on the wall. Tammy remarked that "These people provide advice, recommendations, and research for us, and they are indicated with a dotted line. Jim, our CEO, and the vice presidents of our organization are up here, indicated on the organization chart by a solid line vertical line." The employees indicated on the organization chart by a solid line are ____, and those indicated by a dotted line are ____. A.) line managers; temporary personnel B.) line managers; part-time personnel C.) staff personnel; vital personnel D.) line managers; personnel in training E.) line managers; staff personnel

E

Elly and Sylvia, owners of Organic Foods, do not have a formal policy about dress code and work procedures because they see their company as a family place that is enjoyable to work for. Elly and Sylvia believe that if you treat employees like family, the company will do well and grow. These beliefs by the owners of Organic Foods represent the core values of their organization's culture, and are known as ____. A.) a code of ethics B.) observable artifacts C.) family codes D.) rites and rituals E.) basic assumptions

E

Haley, an HR manager for Accurate Tool and Die, had a meeting with the Vice President of Safety to determine if the new safety training program appears to be effective in preventing and reducing the number of accidents on the shop floor. In which step of the training process is Haley engaged? A. implementation B. objectives C. assessment D. selection E. evaluation

E

In a two-person operation, one may specialize in the outward-facing tasks such as sales while the other specializes in the internal jobs such as research and production. In a large firm, there may be vice presidents for each task such as marketing, finance, and HR. These examples represent different types of _____.

horizontal specialization

The part of an organizational chart that shows different jobs or work assignments is called _____.

horizontal specialization

Randy complained to his boss, Maryann, that he received the same bonus this quarter as everyone else, despite the longer hours he had worked and his higher level of experience, production, and efficiency. If Maryann can't change the bonus, she should expect that Randy might respond in any of the following ways except _____.

ignoring his feelings of resentment and trying harder in the next quarter

which of the following is not an inside force that indicates organizational change might be needed?

increased competition

The process of creating something new that can be applied profitably is referred to as ______.

innovation

Organizational structure: (select all that apply)

is concerned with who reports to whom in the organization and who specializes in what work and must be aligned with the organization's vision, strategies, and culture

Coordinated effort, one of the four common elements of organizations proposed by Schein,

is represented by the coordination of individual efforts coming together into an organization-wide effort.

Division of labor, one of the four common elements of organizations proposed by Schein,

is the arrangement of having discrete parts of a task done by different people in an organization.

Michele had been working as an executive assistant to the president for nearly 25 years, so when she retired, no one had a good idea of all that her job entailed. Before she left, Sharon sat with her for two weeks to observe her duties and ask her the details of all functions. Sharon was performing a(n) __________.

job analysis

To be successful, strategic planning requires a company to have a _____ orientation.

long-term

What are three characteristics of an organization with a simple structure?

low work specialization authority in a single person a flat hierarchy

The type of organizational culture that has a strong external focus and values stability and control is a(n) _____ culture.

market

A type of organizational structure which combines functional and divisional chains of command in a grid so that there are two command structures, vertical and horizontal, is called a _____ structure.

matrix

Top-down structure and rigid rules are characteristics of a(n) _____ organization.

mechanistic

An innovative change involves ______ complexity, cost, and uncertainty.

moderate

The more subunits into which an organization breaks down, the

more Highly Differentiated it becomes

In organizational culture, a story is a(n)

narrative based on true events which is repeated in order to emphasize a particular value.

the process of strengthening behavior by withdrawing something negative is called _______

negative reinforcement

The principle of unity of command was popular with early management theorists. It stressed the importance of employees reporting to _____.

no more than one manager, in order to avoid conflicting priorities and demands.

As a sales manager, Danyce is conducting performance appraisals for her team members. To do so, she tracks each person's sales calls, amount of sales, and revenues on a quarterly basis. Danyce is using a(n) ______ system of appraisal.

objective

Symbols in organizational culture represent

objects or actions that convey an organization's most important values to others.

The readily apparent symbols and manifestations of an organization's culture are called its _____.

observable artifacts

A hospital is an example of a nonprofit organization because it is formed to _____.

offer services to clients

The three types of organizational design are:

open boundaries horizontal traditional

Environmental factors that an organization may exploit for competitive advantage are called organizational ______.

opportunities

A(n) _____ is a system of consciously coordinated activities or forces of two or more people.

organization

Of the three core processes of business identified by Bossidy and Charan, which do they believe is the most important?

people

What are the three core processes of business identified by Bossidy and Charan?

people strategy operations

what is the final step in the strategic human resource management process

perform appraisals of people

The continuous cycle of improving job performance through defining performance, monitoring and evaluating performance, reviewing performance, and providing consequences is known as _____.

performance management

In organizational culture, a hero is a(n)

person whose accomplishments embody the organization's values.

Staff personnel typically: (select all that apply)

provide advice, recommendations, and research to line managers and have authority functions

When employees share a narrative about an actual event that created the company's culture, they are relying on _____ to symbolize the company's vision and values.

stories

A _____ is a narrative about the company's history that is repeated by an organization's members in order to emphasize a particular value.

story

Developing a systematic, comprehensive strategy for understanding current employee needs and predicting future employee needs is referred to as ____ human resource planning.

strategic

Michael Porter defined _____ as an attempt to achieve sustainable competitive advantage by preserving what is distinct about a company.

strategic positioning

A company's _____ is the large-scale action plan that encompasses the company's vision and is used to create the direction for the business.

strategy

The skills and capabilities that give an organization special competencies and competitive advantages in executing strategies in pursuit of its mission are called organizational ______.

strengths

The formal system of task and reporting relationships that coordinates and motivates an organization's members to achieve the company's goals is called the organizational _____.

structure

In order to implement a particular organizational strategy, managers must determine the right kind of organizational: (select all that apply)

structure and culture

Flat organizations generally have few levels with _______ spans of control, with one manager overseeing many employees.

wide