Test #4

Which of the following types of power is most likely to be possessed by a CEO of an organization? A) nonsubstitutability B) referent power C) authority D) expert power

C) authority

"Gatekeepers" have power stemming from ________. A) authority B) expertise C) nonsubstitutability D) control over information

D) control over information

Programmed decisions are ________. A) creative B) novel C) unstructured D) repetitive

D) repetitive

________ is a cognitive bias that leads managers to continue a losing course of action and to refuse to admit they have made a mistake. A) Escalation of commitment B) Self-concordance C) Frequency D) Representativeness

A) Escalation of commitment

Which of the following organizational learning strategies, proposed by James March, involves organizational members searching for and experimenting with new kinds or forms of organizational activities and procedures to increase effectiveness? A) exploration B) exploitation C) reciprocation D) association

A) exploration

A top-management team in an organization is feeling threatened by a deteriorating economic situation and doubt their ability to manage it. Feeling threatened and powerless, the team accuses other lower-level managers of being unable to control the situation or of lacking the ability or desire to do so. Which of the following biases is being experienced by the top-management team? A) representativeness B) projection C) frequency D) cognitive dissonance

B) projection

Which of the following is one of the ways of managing conflict through attitude change? A) conducting employee wellness programs B) rotating employees among subunits C) using the 360 degrees appraisal procedure for performance evaluation D) centralizing decision-making authority

B) rotating employees among subunits

The method an organization chooses to manage conflict depends on the ________. A) tallness of the organizational hierarchy B) source of the problem C) property rights given to the employees D) extent of horizontal differentiation within the organization

B) source of the problem

Which of the following is an example of organizational learning that involves exploration? A) a supplier implements a TQM program B) a steel mill refines its production processes C) an automobile manufacturer enters into a strategic alliance D) a software services company modifies its existing leave policy

C) an automobile manufacturer enters into a strategic alliance

When an organization uses a ________ approach to knowledge management, it ensures that knowledge is carefully collected, analyzed, and stored in databases where it can be retrieved easily by users who input organization-specific commands and keywords. A) cognitive B) personalization C) codification D) systems thinking

C) codification

Which of the following terms refers to the state of discomfort or anxiety that a person feels when there is an inconsistency between his or her beliefs and actions? A) illusion of transparency B) self-concordance C) cognitive dissonance D) illusion of control

C) cognitive dissonance

Which of the following statements is true regarding the "perceived conflict" stage of Pondy's model of organizational conflict? A) It is the first stage in Pondy's model of organizational conflict. B) This stage comes immediately after the "manifest conflict" stage. C) At this stage conflict is resolved in a way that leaves subunits feeling cooperative. D) The "felt conflict" stage comes immediately after this stage.

D) The "felt conflict" stage comes immediately after this stage.

Which of the following statements is true regarding the incrementalist model? A) According to this model decision-making is a process that may evolve unpredictably in an unstructured way and it forces decision makers to think in a haphazard and intuitive way. B) This model works best in an environment that changes suddenly or abruptly. C) This model implies that managers rarely make major decisions that are radically different from decisions they have made before. D) According to this model, decision makers weigh every possible alternative course of action and choose the best solution.

C) This model implies that managers rarely make major decisions that are radically different from decisions they have made before.

A manager catches an employee coming in late for work, and therefore decides that a new company-wide policy regarding work timings should be implemented in order to improve productivity. Which of the following cognitive biases is being experienced by this manager? A) groupthink B) illusion of Control C) frequency D) ego-defensiveness

C) frequency

In the ________ stage of Pondy's model, one subunit gets back at another subunit by attempting to thwart its goals. A) felt conflict B) perceived conflict C) manifest conflict D) conflict aftermath

C) manifest conflict

The design of a(n) ________ structure facilitates exploitative learning. A) organic B) product team C) mechanistic D) matrix

C) mechanistic

A coalition is ________. A) often built around trade-offs B) a task relationship C) a way to delegate authority D) formed to decrease centrality

A) often built around trade-offs

The use of power to influence decision-making is most effective when power is ________. A) based on nonsubstitutability B) unobtrusive C) based on expertise D) referent

B) unobtrusive

Nonprogrammed decisions are ________. A) repetitive B) unstructured C) easy D) routine

B) unstructured

The bias toward escalation of commitment is reinforced by a(n) ________ approach to decision-making. A) rational B) unstructured C) incrementalist D) garbage can

C) incrementalist

Which of the following are the two principal types of organizational learning strategies proposed by James March? A) incremental and radical B) structured and unstructured C) exploration and exploitation D) association and differentiation

C) exploration and exploitation

Which of the following terms refers to the process of responding to a problem by searching for and selecting a solution or course of action that will create the most value for organizational stakeholders? A) organizational learning B) organizational isomorphism C) organizational decision-making D) organizational development

C) organizational decision-making

Which of the following terms refers to the conformity that emerges when like-minded people reinforce one another's tendencies to interpret events and information in similar ways? A) groupthink B) devil's advocacy C) social loafing D) satisficing

A) groupthink

Which of the following statements is true regarding the "latent conflict" stage of Pondy's model of organizational conflict? A) During this stage there exists a potential for conflict. B) The stage of "manifest conflict" comes immediately after this stage. C) Fighting and open aggression are common during this stage. D) This stage comes immediately after the stage of "felt conflict."

A) During this stage there exists a potential for conflict.

________ is a cognitive bias that deceives people into assuming that extreme instances of a phenomenon are more prevalent than they really are. A) Frequency B) Illusion of control C) Ego-defensiveness D) Cognitive dissonance

A) Frequency

According to cognitive dissonance theory, decision makers ________. A) try to maintain consistency between their images of themselves, their attitudes, and their decisions B) give preferential treatment to others they perceive to be members of their own groups C) tend to create models based on past data which are validated only against that past data D) overestimate others' ability to know them, and they also overestimate their ability to know others

A) try to maintain consistency between their images of themselves, their attitudes, and their decisions

Which of the following is an example of a line function in an organization that produces toys for children? A) R&D B) manufacturing C) accounting D) purchasing

B) manufacturing

By developing a knowledge management system, managers want to provide employees more with information on "who to go to" to solve a specific problem rather than describing the steps to solve a problem. They want to do this because most of their problems are too complex to rely on standard procedures. This information indicates that the organization is planning to implement a ________ approach to knowledge management. A) systems thinking B) codification C) personalization D) learning organization

C) personalization

A manager at an automobile plant had two suppliers that delivered defective parts. She now thinks that all suppliers are unreliable. Which of the following cognitive biases is being experienced by this manager? A) escalation of commitment B) projection C) representativeness D) illusion of control

C) representativeness

Which of the following organizations is most likely to use the incrementalist model for decision-making? A) a biotechnology company that operates in a dynamic environment B) a dominant manufacturer of printing papers that operates in a stable environment C) a software services company that operates in a very competitive environment D) a pharmaceutical company that operates in a complex and highly uncertain environment because it has many groups of stakeholders

B) a dominant manufacturer of printing papers that operates in a stable environment

By developing a knowledge management system, managers want to provide employees with a step by step procedure on how to solve problems. They want to do this because most of their problems are recurring events, and standard procedures work well. This information indicates that the organization is planning to implement a ________ approach to knowledge management. A) systems thinking B) codification C) personalization D) learning organization

B) codification

A fundamental premise of ________ theory is that when making decisions, managers need to think in two related ways. First, they need to look forward and anticipate how rivals will respond to their competitive moves and second, managers need to reason backward to determine which moves their company should pursue today given their assessment of how their rivals will respond to various future moves. A) transaction cost B) game C) population ecology D) institutional

B) game

According to Kotter and Heskett, ________ cultures are cultures that are cautious and conservative and do not encourage risk taking by middle and lower-level managers. A) innovative B) inert C) conservative D) adaptive

B) inert

According to the principle of systems thinking, to create a learning organization, ________. A) decision-making should be centralized B) managers must recognize the effects of one level of learning on the others C) span of control should be narrow D) middle and lower-level managers should be discouraged from risk taking

B) managers must recognize the effects of one level of learning on the others

The power possessed by a set of managers who form a "partnership" and use their combined power secretively to influence the decision-making process in ways that favor their interests is called ________ power. A) referent B) unobtrusive C) expert D) nonsubstitutable

B) unobtrusive

When managers have an illusion of control bias, they often ________. A) centralize decision-making authority B) promote flat hierarchy of authority C) empower workers D) promote mutual adjustment

A) centralize decision-making authority

Which of the following statements is true regarding nonprogrammed decision-making? A) Nonprogrammed decision-making is performed with the help of standard operating procedures. B) Nonprogrammed decision-making involves selecting the most effective—easy, repetitive, and routine—operating procedures to handle an organization's ongoing value-creation activities. C) Nonprogrammed decision-making forces managers to rely on judgment, intuition, and creativity to solve organizational problems. D) Nonprogrammed decision-making requires much less search for information to find solutions than does programmed decision-making.

C) Nonprogrammed decision-making forces managers to rely on judgment, intuition, and creativity to solve organizational problems.

Organizational politics consists of activities taken within organizations to ________. A) decentralize the decision-making authority B) improve the ability of the organization to innovate C) acquire, develop, and use power D) implement total quality management

C) acquire, develop, and use power

According to Kotter and Heskett, ________ cultures are those that value innovation and encourage and reward experimenting and risk taking by middle and lower-level managers. A) associative B) inert C) mechanistic D) adaptive

D) adaptive

Pondy's model of organizational conflict consists of ________ sequential stages. A) two B) three C) four D) five

D) five

The term "________" refers to a limited capacity to process information. A) bounded rationality B) planning fallacy C) hindsight bias D) cryptomnesia

A) bounded rationality

Which of the following is an assumption of the Carnegie model of decision-making? A) All the information required for decision-making is available. B) decision-making is affected by the preferences and values of decision makers. C) Before making a decision, managers generate the full range of possible alternatives. D) Solution is chosen by unanimous agreement among all the stakeholders.

B) decision-making is affected by the preferences and values of decision makers.

According to the ________ model of organizational decision-making, when selecting a set of new alternative courses of action, managers tend to choose those that are only slightly different from those used in the past, thus lessening their chances of making a mistake. A) rational B) incrementalist C) Carnegie D) garbage-can

B) incrementalist

Which of the following organizational learning strategies, proposed by James March, involves organizational members learning ways to refine and improve existing organizational activities and procedures to increase effectiveness? A) exploration B) association C) exploitation D) reciprocation

C) exploitation

In which stage of Pondy's model do subunits respond emotionally to each other, and develop polarized attitudes such as "us versus them" that puts the blame for the conflict squarely on the other subunit? A) latent conflict B) perceived conflict C) felt conflict D) conflict aftermath

C) felt conflict

Which of the following is the third stage of Pondy's model of organizational conflict? A) latent conflict B) perceived conflict C) felt conflict D) manifest conflict

C) felt conflict

When an organization is using the ________ model of decision-making, it becomes an "organized anarchy" in which the decision about which alternative to select depends on which manager or coalition has the most influence or power to sway other decision makers at that moment. A) incrementalist B) Carnegie C) garbage-can D) rational

C) garbage-can

Jane works for a manufacturing plant that has been under pressure to reduce pollution. Jane increased her knowledge of environmental laws in order to help the company follow waste disposal laws. Which of the following political tactics is being used by Jane? A) co-optation B) increasing control over resources C) increasing nonsubstitutability D) controlling the agenda

C) increasing nonsubstitutability

At which of the following stages of Pondy's organizational conflict model there exists no outright conflict? A) manifest conflict B) perceived conflict C) latent conflict D) felt conflict

C) latent conflict

Which of the following is the first stage of Pondy's model of organizational conflict? A) felt conflict B) perceived conflict C) latent conflict D) manifest conflict

C) latent conflict

A production manager agrees in a meeting to modify an order for the sales department, but then ignores the request later because of the ongoing conflict between the two departments. This passive aggressive type of behavior occurs in which stage of Pondy's model of organizational conflict? A) expressed conflict B) perceived conflict C) manifest conflict D) conflict aftermath

C) manifest conflict

Which of the following is an example of unobtrusive power? A) the power possessed by a CEO of a company B) the power possessed by a subunit within a company because of its specialized knowledge C) the power possessed by a dominant coalition to influence the decision-making process in its favor D) the power possessed by a person because of his or her ability to control the distribution of resources

C) the power possessed by a dominant coalition to influence the decision-making process in its favor

Senge has argued that for organizational learning to occur, each of its members needs to develop a sense of personal mastery, by which he means that organizations should ________. A) use centralized decision-making and ensure that only the top-management team has the decision-making authority B) increase the extent of division of labor so that all employees become efficient at the tasks allocated to them C) encourage managers to set ambitious goals for their subordinates D) empower all employees and allow them to experiment and create and explore what they want

D) empower all employees and allow them to experiment and create and explore what they want

The rational model of decision-making assumes that ________. A) managers do not have access to all the information necessary to make the best decision B) managers have only a limited ability to process the information required to make decisions C) different managers have different preferences and values and will use different rules to decide on the best alternative D) managers are aware of all alternative courses of action and their consequences

D) managers are aware of all alternative courses of action and their consequences

Rick is the only person in the finance department who knows how to fix the computer when it breaks down. The source of Rick's power is ________. A) control over resources B) control over the premises of decision-making C) authority D) nonsubstitutability

D) nonsubstitutability

An organization is most likely to pursue a codification approach to knowledge management when ________. A) the organization needs to provide customized products or solutions to clients B) the organization operates in a rapidly changing technical environment C) employees are required to rely much more on know-how, insight, and judgment to make decisions D) the organization wants to collect best practices and SOPs that can be drawn on by anyone who needs them

D) the organization wants to collect best practices and SOPs that can be drawn on by anyone who needs them

A(n) ________ organizational structure is, an informal organization of managers set up parallel to the formal organizational structure to "shadow" the decision-making and actions of managers in the formal organization. A) organic B) normative C) collateral D) mechanistic

C) collateral

To manage organizational politics and gain its benefits, an organization must ________. A) centralize decision-making authority at the top-management level B) use a tall hierarchy of authority C) establish a balance of power in which alternative views and solutions can be offered D) use the 360 degrees appraisal system for performance evaluation

C) establish a balance of power in which alternative views and solutions can be offered

An organization is employing more and more managers but profitability is not increasing. The managers of the organization are not willing to accept that the lack of increase in profitability is the result of their inefficiency. Rather, the managers argue that they are positioning the organization for future growth by putting in place the infrastructures to support future development. Which of the following cognitive biases is being experienced by these managers? A) representativeness B) halo effect C) frequency D) ego-defensiveness

D) ego-defensiveness

The ________ model of decision-making turns the decision-making process around and argues that managers are as likely to start decision-making from the "solution side" as from the "problem side." In other words, decision makers may propose solutions to problems that do not exist; they create a problem they can solve with solutions that are already available. A) Carnegie B) rational C) incrementalist D) garbage-can

D) garbage-can

Co-optation is a way to ________. A) empower employees B) manage coalitions C) decrease nonsubstitutability D) decentralize authority

B) manage coalitions

Which of the following statements is true regarding the unstructured model of decision-making? A) The unstructured model recognizes that decision-making takes place in a series of small, incremental steps that collectively have a major effect on organizational effectiveness over time. B) In an environment that changes suddenly or abruptly, the unstructured model prevents managers from changing quickly enough to meet new conditions. C) The unstructured model explains why and how managers can improve their programmed decision-making over time. D) According to the unstructured model, decision-making is a linear, sequential process.

A) The unstructured model recognizes that decision-making takes place in a series of small, incremental steps that collectively have a major effect on organizational effectiveness over time.

A subunit within an organization can increase its power by ________. A) building and managing coalitions B) decreasing its nonsubstitutability C) empowering its members D) decreasing its centrality

A) building and managing coalitions

Which of the following terms refers to the power possessed by the people and subunits that control the flow of resources through an organization's production system? A) centrality B) co-optation C) nonsubstitutability D) referent power

A) centrality

A ________ structure is the system of interrelated beliefs, preferences, expectations, and values that a person uses to define problems and events. A) cognitive B) affective C) normative D) mimetic

A) cognitive

The garbage-can approach to organizational decision-making is clearly the opposite of the approach described by the ________ model. A) rational B) unstructured C) Carnegie D) incremental

A) rational

Which of the following decision-making models explains why and how managers can improve their programmed decision-making over time? A) Carnegie model B) rational model C) unstructured model D) incrementalist model

D) incrementalist model

Which of the following models of organizational decision-making, developed by Henry Mintzberg and his colleagues explains why and how managers make nonprogrammed decisions? A) rational model B) incrementalist model C) Carnegie model D) unstructured model

D) unstructured model

A manufacturing department refuses to cooperate with a sales department because they had a big fight last month. Based on this information, the conflict between the two departments is at what stage of the Pondy's model of organizational conflict? A) conflict aftermath B) manifest conflict C) felt conflict D) perceived conflict

A) conflict aftermath

In which of the following situations is the potential for conflict is highest in an organization? A) The organization has low vertical and horizontal differentiation. B) Subunits in the organization are highly interdependent. C) Resources are assigned to subunits by top-management so there is no competition among subunits for resources. D) Subunits in the organization have similar goals.

B) Subunits in the organization are highly interdependent.

According to Thompson's model of technology, which of the following types of task interdependence among subunits is most likely to lead to a conflict? A) sequential task interdependence B) associative task interdependence C) pooled task interdependence D) reciprocal task interdependence

D) reciprocal task interdependence

According to Pondy, all organizational conflict arises because ________. A) different organizational subunits have different goals B) the managements aim is to grow the business by investing the profit but shareholders aim is to obtain higher dividends C) of centralized decision-making D) of tall hierarchy of authority

A) different organizational subunits have different goals

Which of the following actions taken by an organization is most likely to avoid organizational conflict? A) increasing the level of integration B) making the hierarchy of authority taller by introducing additional levels of authority C) using centralized decision-making D) increasing the level of horizontal differentiation

A) increasing the level of integration

When an information system is designed according to a ________ approach to knowledge management, it shows employees who in the organization might possess the knowledge they might need or who might have confronted a similar problem in the past. A) personalization B) cognitive C) codification D) systems thinking

A) personalization

Which of the following statements is true regarding a circle configuration of a top-management team? A) A circle configuration slows organizational learning because all coordination takes place through the CEO. B) Communication around a circle configuration takes much less time than that required for communication around a wheel configuration. C) A circle configuration is not suitable for complex problems requiring coordination among group members. D) A wheel configuration solves complex problems much more quickly than a circle arrangement.

B) Communication around a circle configuration takes much less time than that required for communication around a wheel configuration.

________ is a cognitive bias that causes managers to overestimate the extent to which they can manipulate the outcomes of an action. A) Representativeness B) Illusion of control C) Frequency D) Ego-defensiveness

B) Illusion of control

________ is a cognitive bias that allows managers to justify and reinforce their own preferences and values by attributing them to others. A) Representativeness B) Projection C) Cognitive dissonance D) Frequency

B) Projection

In which of the following situations is an organization most likely to use game theory? A) The organization has a monopoly in its industry. B) The organization competes against a limited number of rivals in its domain and they are highly interdependent. C) The organization produces customized products for its customers and operates in a stable environment. D) The organization produces and sells commodities and competes against a large number of rivals.

B) The organization competes against a limited number of rivals in its domain and they are highly interdependent.

A(n) ________ is a person who is responsible for critiquing ongoing organizational learning. A) boundary spanner B) devil's advocate C) free rider D) early adopter

B) devil's advocate

Which of the following is most likely to determine the kind of decisions that will be selected to resolve an organizational conflict? A) standard practices followed in the industry in which the organization operates B) possession of organizational power C) the marketing strategy followed by the organization D) the performance evaluation procedures used by the organization

B) possession of organizational power

Which of the following statements is true regarding an adaptive culture? A) An adaptive culture is cautious and conservative. B) Organizations with adaptive cultures are less likely to survive in a changing environment than organizations with inert cultures. C) According to Kotter and Heskett, organizational learning is higher in organizations with adaptive cultures than that in organizations with inert culture. D) An adaptive culture discourages lower and middle level managers from taking risks.

C) According to Kotter and Heskett, organizational learning is higher in organizations with adaptive cultures than that in organizations with inert culture.

________ is a cognitive bias that leads managers to form judgments based on small and unrepresentative samples. A) Cognitive dissonance B) Ego-defensiveness C) Representativeness D) Illusion of control

C) Representativeness

Manager A supports Manager B on an issue of interest to B in return for B supporting A an issue of interest to A. These managers are ________. A) decreasing nonsubstitutability B) creating a situation that is most likely to result in conflict C) creating a coalition D) attempting to obtain referent power

C) creating a coalition

Dialectic inquiry involves ________. A) restructuring the organization in order to make it more formal and centralized B) diversifying the business of the organization into unrelated areas C) creating a final plan out of many plans proposed by various teams D) replacing the top-management team

C) creating a final plan out of many plans proposed by various teams

A friend of yours recommends a stock based upon a "hot tip." You purchase it, and it subsequently declines the following year. Your friend advises you to purchase more at the lower price, despite clear evidence that this is not a sound company. Which of the following cognitive biases is being displayed by your friend? A) projection B) cognitive dissonance C) escalation of commitment D) frequency

C) escalation of commitment

Controlling the agenda is way of ________. A) decentralizing decision-making B) forming a coalition C) influencing decision-making D) empowering employees

C) influencing decision-making

An organization's ability to obtain the benefits of politics depends on the assumption that ________. A) resources are being allocated to subunits on the basis of their performance B) strong property rights are given to all the employees C) power flows to those who can be of most help to the organization D) all the employees are satisfied with their jobs

C) power flows to those who can be of most help to the organization

Which of the following statements about authority is true? A) When authority is centralized, there is generally more scope for people to engage in behaviors aimed at gaining power. B) Once the authority is decentralized to a subordinate by a manager, then the manager does not bear the consequences of the subordinate's failure. C) When authority is centralized in an organization, employees take more responsibilities and are more likely to initiate new actions. D) Decentralizing authority to a subordinate does not necessarily reduce a manager's authority.

D) Decentralizing authority to a subordinate does not necessarily reduce a manager's authority.

________ is a cognitive bias that leads managers to interpret events in such a way that their actions appear in the most favorable light. A) Representativeness B) Self-concordance C) Frequency D) Ego-defensiveness

D) Ego-defensiveness

Which of the following statements is true regarding the "manifest conflict" stage of Pondy's model? A) This stage comes immediately after the "latent conflict" stage. B) At this stage conflict is only perceived and there exists no outright conflict. C) The "felt conflict" stage comes immediately after this stage. D) Passive aggression occurs at this stage.

D) Passive aggression occurs at this stage.

Which of the following is most likely to occur once the conflict reaches the manifest stage? A) equal distribution for resources among the conflicting subunits B) decentralization of decision-making C) increase in vertical and horizontal differentiation D) communication breakdown

D) communication breakdown

Which of the following stages in Pondy's model of organizational conflict comes immediately after the "felt conflict" stage? A) latent conflict B) perceived conflict C) conflict aftermath D) manifest conflict

D) manifest conflict

Attitudinal structuring is a process ________. A) of firing people who are trying to thwart organizational goals B) designed to encourage the perception that conflicting parties are on the same side C) of changing the structure of the organization so as to remove the source of conflict D) that involves a third-party negotiator to moderate a dispute between subunits or stakeholders

B) designed to encourage the perception that conflicting parties are on the same side

Which of the following terms refers to the deliberate decentralization of authority to encourage subordinates to assume responsibility for organizational activities? A) social loafing B) empowerment C) co-optation D) attitudinal structuring

B) empowerment

A production department in a company has been experiencing several production problems for the past few months. When production managers investigate, they discover that materials management always buys inputs from the lowest-cost sources of supply and makes no attempt to develop the kind of long-term relationships with suppliers that can raise the quality and reliability of inputs. At which stage of Pondy's model of organizational conflict is the company in? A) latent conflict B) perceived conflict C) conflict aftermath D) manifest conflict

B) perceived conflict

In Pondy's model of organizational conflict, which of the following stages comes immediately after "latent conflict"? A) felt conflict B) perceived conflict C) manifest conflict D) conflict aftermath

B) perceived conflict

Which of the following is most likely to occur in an organization with centralized authority? A) Employees take up more responsibilities. B) Subordinates compete to ingratiate themselves with top managers for receiving favor. C) Several coalitions are formed within the organization. D) Employees are empowered to make decisions.

B) Subordinates compete to ingratiate themselves with top managers for receiving favor.

In which stage of Pondy's model do subunits begin to try and define why conflict is occurring and analyzing the events that led up to the conflict? A) latent conflict B) perceived conflict C) manifest conflict D) conflict aftermath

B) perceived conflict

A top-level manager in an organization thinks that he is the only person in the organization who can oversee global expansion. Which of the following cognitive biases is being experienced by this manager? A) cognitive dissonance B) representativeness C) ego-defensiveness D) illusion of control

D) illusion of control

A manager obtains an assignment that brings him into contact with many managers and many functions so that he can obtain information that can be used to make him and his function nonsubstitutable. Which of the following political tactics is being used by this manager? A) using unobtrusive power B) creating a coalition C) controlling the agenda D) increasing centrality

D) increasing centrality

In an organization, people in line functions view themselves as the critical organizational resource and people in staff functions as secondary players. Acting on this belief, the line function constantly uses its supposedly lofty status as the producer of goods and services to justify putting its interests ahead of the other functions' interests. Based on this information, the organization is at which stage of Pondy's model of organizational conflict? A) manifest conflict B) conflict aftermath C) felt conflict D) latent conflict

D) latent conflict

Which of the following statements is most likely to be true regarding an inert culture? A) According to Kotter and Heskett, organizational learning is higher in organizations with inert cultures than that in organizations with adaptive culture. B) Inert cultures encourage and reward experimentation and risk taking by middle and lower-level managers. C) Organizations with inert cultures are less likely to survive in a changing environment than organizations with adaptive cultures. D) An inert culture is typically found in an organization with organic structure.

C) Organizations with inert cultures are less likely to survive in a changing environment than organizations with adaptive cultures.

Which of the following statements is true regarding the Carnegie model? A) The Carnegie model ignores the variation in managers' preferences and values and assumes different managers will evaluate different alternatives in the same way. B) The Carnegie model offers a less accurate description of how decision-making takes place in an organization than does the rational model. C) The Carnegie model recognizes that decision-making takes place in an uncertain environment where information is often incomplete and ambiguous. D) The Carnegie model assumes that managers generate the full range of possible alternatives before making decisions.

C) The Carnegie model recognizes that decision-making takes place in an uncertain environment where information is often incomplete and ambiguous.

Which of the following statements is true regarding a wheel configuration of a top-management team? A) In the wheel configuration, top managers from different functions interact with one another and with the CEO. B) The wheel configuration works best when problems are complex and nonprogrammed decision-making is required. C) The wheel configuration slows organizational learning. D) Communication around a wheel configuration takes much less time than that required for communication around a circle configuration.

C) The wheel configuration slows organizational learning.

An organization is most likely to pursue a personalization approach to knowledge management when ________. A) the different functions in the organization provide standardized information which can be used by other functions for mutual adjustment B) the organization wants to collect, analyze, and store knowledge in databases where it can be retrieved easily by users who input organization-specific commands and keywords. C) the organization operates in a rapidly changing technical environment and provides customized products and solutions to clients D) the organization wants to implement standard rules and operating procedures

C) the organization operates in a rapidly changing technical environment and provides customized products and solutions to clients

Which of the following statements is true regarding programmed decision-making? A) Programmed decision-making requires much more search for information to find solutions than does nonprogrammed decision-making. B) Programmed decision-making forces managers to rely on judgment, intuition, and creativity to solve organizational problems. C) Programmed decision-making is unstructured in nature and it is used by an organization to find solutions to changing and uncertain conditions. D) Programmed decision-making allows an organization to increase its efficiency and reduce the costs of making goods and services.

D) Programmed decision-making allows an organization to increase its efficiency and reduce the costs of making goods and services.

Satisficing occurs when decision makers ________. A) evaluate all the possible courses of action and their consequences and select the optimal solution B) try to minimize conflict and reach a consensus without critical evaluation of alternative ideas or viewpoints C) view two options as more dissimilar when evaluating them simultaneously than when evaluating them separately D) conduct limited information searches to identify problems and alternative solutions

D) conduct limited information searches to identify problems and alternative solutions