MGMT 301 - Chap 8
T or F Thomas, an employee for a government contractor, likes the strict culture that he finds with ABC Industries, which supplies equipment parts to several government bases. There is very little focus on the external environment and little company flexibility due to the type of customers they serve. Since the product they sell needs little improvement and there is virtually no competition, few are risks taken. This is an example of an adhocracy culture.
False A hierarchy culture has an internal focus and values stability and control over flexibility. An adhocracy culture has an external focus and values flexibility. This type of culture attempts to create innovative products (new drugs) by being adaptable, creative, and quick to respond to changes in the marketplace. Employees are encouraged to take risks and experiment with new ways of getting things done (drug research).
T or F Mutual-benefit organizations are voluntary collectives whose purpose is to advance members' interests, while nonprofit organizations are formed to offer services to some clients, not to make a profit.
True
T or F When managers and employees within the same department are brought together in cross-functional teams to solve particular problems, this is a team-based design.
True When managers from different functional divisions are brought together in cross-functional teams to solve particular problems, the barriers between the divisions break down. The focus on narrow divisional interests yields to a common interest in solving the problems that brought them together.
The arrangement of having discrete parts of a task done by different people is known as a(n) ____.
division of labor (aka specialization)
Greg, the CEO of Organic Market, wants managers and employees to instruct each other about the organization's chosen values and beliefs. Greg has encouraged the seasoned employees to retell stories about the company legends, and he plans on bringing back the monthly rewards. Greg is endeavouring to ____.
embed company culture
Espoused values are _____.
explicitly stated values and norms preferred by an organization
A control mechanism for making sure the right people do the right things at the right time is a(n) _____.
hierarchy of authority
The company dress code and award ceremonies are part of its ____.
observable artifacts At the most visible level, organizational culture is expressed in observable artifacts, which are physical manifestations such as manner of dress, awards, myths and stories about the company, rituals and ceremonies, and decorations, as well as visible behavior exhibited by managers and employees.
A(n) ______ is a system of consciously coordinated activities or forces of two or more people.
organization
Philip, a shift manager in a factory, has 40 employees on his shift that he directly supervises. The 40 workers who report directly to Philip represent his _____.
span of control
A hierarchy culture has an internal focus and most values ____.
stability and control
The chain of command is also known as _____.
the vertical hierarchy
T or F A system of shared beliefs and values that develops within an organization and guides the behavior of its members is known as the company's culture or organizational culture.
True
Ann is a teacher who became interested in helping adults in some of the poorer neighborhoods learn how to read. She plans to start a reading center in a low income area to help residents with reading skills at no cost. Ann's center is an example of a(n) _____.
nonprofit organization
T or F Two advantages of decentralization are that managers are encouraged to not solve their own problems, but ask for assistance as soon as possible, and decisions are made slower, since they are discussed at a higher level of management.
False An advantage of decentralized authority is that managers are encouraged to solve their own problems rather than to buck the decision to a higher level. In addition, decisions are made more quickly, which increases the organization's flexibility and efficiency.
T or F Productivity expert Odette Pollar proposed that "To accomplish more in a day, you must do more and do everything faster."
False Oakland, California, productivity expert Odette Pollar proposed that "To do more in a day, you must do less—not do everything faster."
T or F Organizational culture appears as five layers: observable artifacts, espoused values, basic assumptions, informal groups, and management groups.
False Organizational culture appears as three layers: (1) observable artifacts, (2) espoused values, and (3) basic assumptions.
T or F The IT network that allows for the movement of organizational information within that company is known as the organizational structure.
False Organizational structure is a formal system of task and reporting relationships that coordinate and motivates an organization's members so that they can work together to achieve the organization's goals.
T or F According to Chester I. Barnard, an organization is made up of at least one person who strives daily to achieve the organization's goals.
False According to Chester I. Barnard's classic definition, an organization is a system of consciously coordinated activities or forces of two or more people.
T or F Hannah, the youngest owner of a family-owned grocery, wants to make sure her company's culture is embedded in their organization. In a recent tradeshow workshop, she learned that she can do this by having company rites and rituals, continuing to tell stories about company legends, and being a role model to her employees.
True
