MGT QUiz 6

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?

Managers can use elements of these cultures to boost innovation and quality.

A hierarchy of authority is ____.

a control mechanism for making sure the right people do the right things at the right time

With a modular structure, a firm _____.

assembles portions of product provided by outside contractors

The rights inherent in a managerial position to make decisions, give orders, and utilize resources are known as ____.

authority

Organizations using a matrix structure _____.

contain two command structures, in which some people actually report to two bosses

The process of assigning managerial authority and responsibility to lower-level managers and employees is known as ____.

delegation

Espoused values are _____.

explicitly stated values and norms preferred by an organization

A clan culture is a type of dysfunctional organization that has little collaboration and cohesion among employees, thus worker job satisfaction and commitment are low.

false

A system of shared beliefs and values that develops within an organization and guides the behavior of its members is known as the corporate system.

false

According to Chester I. Barnard, an organization is defined as more than two people who try to collaborate on activities to meet an organization's goals.

false

An advantage of centralization is that procedures are not uniform and thus easier to control.

false

Another type of culture that stems from a dysfunctional organization, with an internal focus and little flexibility, innovation, and creativity, is an adhocracy culture.

false

Just as human beings have a personality, organizations also have a "personality"—the product(s) they sell and the type(s) of market(s) they participate in.

false

Oakland, California, productivity expert Odette Pollar proposed that "To do more in a day, you must do more and do everything faster."

false

Productivity expert Odette Pollar recommends that managers delegate emergencies and any matters that are confidential or involve counseling of subordinates to qualified assistant managers.

false

The control mechanism utilized for making sure the right people do the right things at the right time is known as the mechanism for authority.

false

The simple structure is not often found in a firm's very early, entrepreneurial stages.

false

The typical three-part communication network between companies, their customers, and their suppliers is known as a formal vertical hierarchy.

false

Upper-, middle-, and lower-level management and nonmanagement workers are the layers of organizational culture.

false

When employees and management work well together and they all believe in the mission and vision of upper management, this is known as unity of command.

false

Sometimes culture can be strong enough to take the place of an organization's ____.

formed rules and regulations

With a hollow structure, the organization ____.

has a central core of key functions and outsources others to vendors who are less expensive or faster

The clan culture has a(n) _____.

internal focus and values flexibility

A hierarchy culture has a(n) ____.

internal focus and values stability and control

Voluntary collectives with the purpose of advancing their members' interests are known as ___.

mutual benefit organizations

The two kinds of spans of control are _____.

narrow and wide

Manner of dress, awards, myths and stories told about the company, and rituals and ceremonies are ____.

observable artifacts of organizational culture

Organizational design is concerned with an organization developing ____.

optimal structures of accountability and responsibility to execute its strategies

According to the competing values framework, clan, adhocracy, market, and hierarchy are ____.

organizational cultures

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 _____.

simple structure

In an organization, division of labor is ____.

the arrangement of having discrete parts of a task done by different people

The vertical hierarchy is also known as _____.

the chain of command

Routine tasks and paperwork, as well as jobs that help your subordinates grow are __.

things that a manager should delegate, according to Odette Pollar

A box-and-lines illustration showing the formal lines of authority and the organization's official positions or work specializations is known as an organization chart.

true

A recent study demonstrated that the eight types of organizational outcomes had significant and positive relationships with clan, adhocracy, and market cultures, especially with the outcomes of job satisfaction and organizational commitment.

true

As a middle or upper-level manager, a good way to stay in touch and resist isolation is to talk daily with senior managers, have "town meetings" with staffers several times a year, and employ management by walking around.

true

The activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in the organization's life are known as rites and rituals.

true

The arrangement of having discrete parts of a task done by different people is known as division of labor.

true

The community values of an organization's culture that typically do not change are represented by an organization's basic assumptions.

true

The organizational culture is also called corporate culture.

true

When managers from different functional divisions are brought together in cross-functional teams to solve particular problems, this is a team-based design.

true

Division of labor is also known as ____.

work specialization

According to productivity expert Odette Pollar, "To do more in a day, ____."

you must do less—not do everything faster