Instructor Resource
Thomas/Peterson, Cross-Cultural Management, 4e
SAGE Publishing, 2018
Test Bank
Chapter 9: The Challenge of International Organizations: Structure and
Culture
Multiple Choice
1. ______ is the shared perception of organizational work practice.
A. Managerial role
B. Organizational culture
C. Basic dimension
D. Universal logic
2. Which of the following is NOT one of the degrees by which the structure of the organization can be
described?
A. Culture
B. Complexity
C. Centralization
D. Formalization
3. The complexity of an organization is the extent to which it is differentiated along all of the following
dimensions EXCEPT:
A. horizontal
B. cultural
C. spatial
D. vertical
4. ______ differentiation refers to the number of different types of jobs that exist in an organization’s
structure.
A. Vertical
B. Spatial
C. Cultural
D. Horizontal
Instructor Resource
Thomas/Peterson, Cross-Cultural Management, 4e
SAGE Publishing, 2018
5. ______ differentiation refers to the number of levels in the hierarchy of an organization’s structure.
A. Spatial
B. Horizontal
C. Vertical
D. Cultural
6. ______ differentiation refers to the extent to which the organization’s physical facilities and
personnel are geographically dispersed.
A. Vertical
B. Spatial
C. Horizontal
D. Cultural
7. ______ is the extent to which rules and procedures govern the activities of organization members.
A. Formalization
B. Centralization
C. Stabilization
D. Complexity
8. The degree of ______ in an organization is indicated by the extent to which decision-making is
concentrated at a single point.
A. decentralization
B. centralization
C. complexity
D. coordination
9. In ______ organizations, decisions are pushed down and out through the organization.
Instructor Resource
Thomas/Peterson, Cross-Cultural Management, 4e
SAGE Publishing, 2018
A. decentralized
B. stabilized
C. centralized
D. formalized
10. In terms of the sources of guidance, an organization that uses predominately ______ relies heavily
on organizational norms, colleagues, subordinates, and their own judgment to observe what others are
doing and coordinate their own work with others.
A. propensity
B. direct supervision
C. exchange output
D. mutual adjustment
11. At Acme Global, the personal judgment of superiors determines the daily work flow. In other words,
Acme Global depends on ______.
A. mutual adjustment
B. direct supervision
C. propensity
D. exchange output
12. Oceanic Corp. has a written rule or procedure for every circumstance. In other words, Oceanic Corp.
emphasizes the standardization of ______.
A. skills
B. outputs
C. work processes
D. propensity
13. Acme International has rules that specify goals and outputs. However, the means of attaining the
goals are up to the influence of other roles, rules, and norms. In other words, Acme International
emphasizes the standardization of ______.
A. outputs
B. skills
Instructor Resource
Thomas/Peterson, Cross-Cultural Management, 4e
SAGE Publishing, 2018
C. work processes
D. metaphors
14. Oceanic Corp. relies heavily on employees’ self-guidance based on advanced professional training,
and also rely on professional societies and the judgment of groups made up of fellow professionals to
control these employees. In other words, Oceanic depends on the standardization of ______
A. skills
B. work processes
C. judgement
D. outputs
15. “The organization is managed like a machine,” is an example of a simple way of thinking about
organizations through ______.
A. skills
B. adjustments
C. outputs
D. metaphors
16. Which of the following is NOT one of the five essential parts of which Mintzberg proposed all
organizations were composed?
A. Operating core
B. Technostructure
C. Cultural apex
D. Middle line
17. According to Mintzberg, in a ______, an organization has little or no technostructure, few support
staff, loose division of labor, minimal differentiation between units, and informal.
A. cultural apex
B. simple structure
C. middle line
D. technostructure
18. According to Mintzberg, in a ______, an organization has highly specialized routine operations, very
formalized, large operating core, centralized decision-making.
A. operating core
B. strategic apex
C. machine bureaucracy
D. technostructure
19. According to Mintzberg, in a ______, an organization has decentralized, coordination by
standardization of skills, operating core of highly trained professionals who have collective control over
administration.
A. professional bureaucracy
B. machine bureaucracy
C. operating core
D. strategic apex
20. According to Mintzberg, in a ______, an organization’s central headquarters oversees a set of
somewhat autonomous divisions, typically large, mature organizations, and limited parallel type of
vertical decentralization.
A. divisional structure
B. adhocracy
C. submarket
D. strategic apex
E. operating core
21. According to Mintzberg, in a(n) ______, an organization has experts from different specialties
formed into project teams, organic structure with little formalization, and coordination by mutual
adjustment.
A. adhocracy
B. strategic apex
C. operating core
D. technostructure
22. Carlos is a highly trained specialist who works on the assembly line performing basic tasks related to
the production of products and services. In other words, Carlos is part of the ______ of the organization.
A. technostructure
B. machine bureaucracy
C. operating core
D. adhocracy
23. The operating core of the organization is dominant in a ______, which is populated by highly trained
specialists.
A. machine bureaucracy
B. adhocracy
C. operating core
D. professional bureaucracy
24. Judith is a top-level executive who has overall responsibility for the organization. She is part of the
______ of the organizational structure.
A. machine bureaucracy
B. operating core
C. strategic apex
D. adhocracy
25. Rony is an entrepreneur with a small import–export firm in which everyone reports to him person.
Rony’s organization has a ______ structure.
A. adhocracy
B. strategic apex
C. technostructure
D. simple
26. The ______ is composed of technical analysts, such as accountants and industrial engineers, who
have responsibility for formulating rules and procedures to standardize the work that is done in the
operating core.
A. technostructure
B. machine bureaucracy
C. operating core
D. adhocracy
27. As an industrial engineer in an organization, Emily works on rules and procedures to standardize the
work that is done in the operating core. Emily is part of the ______.
A. machine bureaucracy
B. technostructure
C. adhocracy
D. operating core
28. Acme Global has standardized procedures and policies for coordination and control, such as banks
and government departments. The characteristic suggests Acme Global is a(n) ______.
A. adhocracy
B. machine bureaucracy
C. strategic apex
D. operating core
29. The ______ consists of those managers who connect the operating core to the strategic apex.
A. operating core
B. middle line
C. machine bureaucracy
D. strategic apex
30. ______ provide advice, internal consulting, and other indirect support services to the rest of the
organization.
A. Machine bureaucracy
B. Operating core
Instructor Resource
Thomas/Peterson, Cross-Cultural Management, 4e
SAGE Publishing, 2018
C. Support staffs
D. Adhocracy
31. The support staff is especially influential in a(n) ______ organizational form.
A. adhocracy
B. strategic apex
C. international strategy
D. operating core
32. ______ organizational design depends on mutual adjustment among professionals rather than the
individual autonomous judgment of each professional.
A. Strategic apex
B. Machine bureaucracy
C. Operating core
D. Adhocracy
33. ______ theories focus not on single organizations but on the strategies, structures, and management
of whole populations of organizations, such as industries.
A. Adaptive
B. Ecological
C. Institutional
D. Natural selection
34. The ______ view of organizations suggests that environmental selection drives the evolution of
corporate structures and that actions by managers have little effect.
A. institutional
B. ecological
C. natural selection
D. adaptive
35. ______ theory focuses on the ways that organizations in shared environments come to adopt similar
structures that are reinforced in interactions with other organizations.
A. Natural selection
B. Institutional
C. Ecological
D. Strategizing
36. Which of the following is NOT one of the three categories that DiMaggio and Powell defined as
environmental pressures toward institutional isomorphism:
A. coercive
B. normative
C. mimetic
D. voluntary
37. In ______ isomorphism, patterns of organization are imposed on the firm by an outside authority,
such as government.
A. normative
B. mimetic
C. voluntary
D. coercive
38. In ______ isomorphism, professional bodies promote “proper” organizational structure.
A. voluntary
B. coercive
C. normative
D. mimetic
39. In ______ isomorphism, organizations copy the structure of firms that have been successful in
dealing with a particular environment.
A. coercive
Instructor Resource
Thomas/Peterson, Cross-Cultural Management, 4e
SAGE Publishing, 2018
B. mimetic
C. voluntary
D. normative
40. According to the ______ contingency approach of organizational structure, the contingencies that
affect organizations operate in a similar fashion across cultures.
A. size
B. technology
C. culture-free
D. strategy
41. Organizational structure is seen as a manifestation or ______ of the management group’s cultural
background.
A. symptom
B. context
C. culture
D. mechanism
42. National culture competes with ______ to influence the extent to which different ways of organizing
are accepted by the members of a society.
A. global context
B. global work culture
C. global orientation
D. global forces
43. ______ organization refers to those elements of an organization that help to reduce individual
variability in the behavior of organization members but is not reflected in a formal organization chart.
A. Informal
B. Formal
C. Global
D. Contextual
44. A positive effect of organizational culture is to provide a sense of ______ for the organization, which
differentiates it from other organizations.
A. formality
B. informality
C. identity
D. autonomy
45. A positive effect of organizational culture is to ______ organization members into a way of doing
things that is consistent with the goals of the organization and develop a sense of commitment to the
organization and its goals.
A. formalize
B. socialize
C. normalize
D. identify
46. Which of the following is NOT a negative effect of a strong culture on organizations?
A. create barrier to change in the organization
B. create conflict among organizational subcultures
C. make it difficult for firms with different cultures to collaborate closely
D. socialize new members into the ways the organization works
47. ______ includes similar organizational orientations toward such things as the nature of competition,
response to uncertainty and change, acceptance of diversity, social responsibility, and a focus on people.
A. Global work culture
B. Global context
C. Cultural boundaries
D. Autonomy
48. The ______ is a single organization with a need to coordinate its operations across multiple
environments.
A. national culture
B. global work culture
C. multinational organization
D. organizational form
49. The ______ structure of integrating international activity groups all international activities together
in a single organizational unit.
A. global work culture
B. international division
C. organizational form
D. multinational organization
50. The ______ structure of integrating international activity groups all units involved with like products
together around the world.
A. product division
B. functional division
C. international division
D. geographic division
51. The ______ structure of integrating international activity makes it possible for foreign subsidiaries in
the same country to have a different relationship to the firm depending on the product line.
A. matrix
B. international division
C. functional division
D. product division
52. The ______ structure of integrating international activity expands domestic functional units into its
foreign counterparts based on geography.
A. functional division
B. geographic division