The environment in which an organization operates is a major source of uncertainty.
“Excellence” is an example of an instrumental value.
Fixed socialization tactics allow newcomers to learn on the job, as members of a team.
Divisional managers are not corporate managers.
Up to a particular level, organizational conflict improves organizational effectiveness.
As the level of environmental complexity increases, the level of environmental
uncertainty decreases.
Suppliers are a part of the specific environment of an organization.
The stakeholder group with ultimate authority over the use of a corporation’s resources
is customers.
In general, stakeholders are motivated to participate in an organization if they receive
inducements that exceed the value of the contributions they are required to make.
“Maintaining high standards” is an example of a terminal value.
Which of the following statements is true regarding long-linked technology?
A) Employees working according to long-linked technology become highly skilled as
they have to perform a wide range of tasks.
B) Long-linked technology is characterized by routine tasks.
C) Long-linked technology is based on pooled task interdependence.
D) Long-linked technology requires less direct coordination than mediating technology.
Which of the following strategies is most likely to be used for managing symbiotic
resource interdependencies?
A) collusion
B) third-party linkage mechanism
C) cartel
D) minority ownership
________ are cost savings that result when goods and services are produced in large
volume on automated production lines.
A) Sunk costs
B) Economies of scale
C) Deferred revenues
D) Economies of scope
Which of the following statements is most likely to be true regarding copyrights?
A) Copyrights are typically used for protecting new drugs invented by pharmaceutical
companies.
B) Copyrights last for much longer periods than patents.
C) Copyrights are typically used for protecting names, symbols, and logos associated
with a product.
D) Copyrights are valid for a period of 30 years from the date it is issued.
Bob and Amy are simply instructed to attract new clients, but are not given specific
guidelines regarding how to accomplish this goal. Because they work for a conservative
company, they are afraid to take risks. Bob and Amy are experiencing a role ________.
A) ambiguity
B) conflict
C) divergence
D) contravention
In an organization, who has the strongest property rights?
A) shareholders
B) top managers
C) employees
D) customers
Which of the following statements is true regarding flexible work teams?
A) Flexible work teams typically consist of members of the top-management team.
B) A department head assigns a task to a flexible work team.
C) Flexible work teams are typically used as a quick fix that can turn an organization
around overnight with the help of a radical innovation.
D) Flexible work teams are self-managed.
Ford increased his organization’s effectiveness by organizing its functional resources to
create better quality cars at a lower cost for both manufacturer and consumer. This
information indicates that Ford is taking the ________ approach to measure
organizational effectiveness.
A) environmental
B) internal systems
C) competitive
D) technical
Which of the following terms refers to the study of how organizations function and how
they affect and are affected by the environment in which they operate?
A) organizational behavior
B) organizational theory
C) organizational culture
D) organizational environment
Samantha is a manager in a company. She believes strongly in following existing laws,
but when making ethical choices, she puts the claims of the shareholders above the
other stakeholders. Her stance on corporate social responsibility could best be described
as ________.
A) defensive
B) obstructionist
C) accommodative
D) proactive
Cultural values of the organization are most likely to be derived from ________.
A) the practices followed by the competitors
B) the beliefs of the founders
C) the preferences of the customers
D) the opinions of the industry experts
When authority is ________, the authority to make significant decisions is delegated to
people throughout the hierarchy, not concentrated at the top.
A) standardized
B) formalized
C) decentralized
D) differentiated
A lightweight team leader would be appropriate for an organization seeking a(n)
________.
A) quantum innovations
B) revolutionary change
C) technological discontinuities
D) incremental innovation
Typically, an organization that uses a low-cost strategy ________.
A) is not leaders in product development
B) produce a wide range of products to suit the needs of different groups of customers
C) operates in a complex, uncertain environment
D) responds quickly to the changes in the environment of the organization
Chief operating officers (COOs) ________.
A) oversee organizational structure and culture
B) determine competitive strategies for the organization
C) are made responsible for achieving the predefined profit level
D) are head of the R&D department in the organization
Quality control is a part of ________ function.
A) managerial
B) support
C) production
D) maintenance
Which of the following socialization tactics leads to an individualized role orientation?
A) formal
B) serial
C) disjunctive
D) collective
Which of the following methods of managing competitive interdependencies is most
likely to be used by an organization to monopolize an industry and become the sole
player in the industry?
A) enter into a cartel
B) enter into a joint venture
C) enter into a merger
D) enter into a long-term contract
Which of the following statements is true regarding heavyweight team leaders?
A) Heavyweight team leaders are not given control over human, financial, and
functional resources.
B) As compared to a lightweight team leader, a heavyweight team leader has less ability
to assemble a cross-functional team with the skills needed to develop a successful new
product.
C) Heavyweight team leaders can acquire resources only after they have obtained a
permission from the appropriate functional heads and they cannot override the wishes
of the functional heads.
D) Heavyweight team leaders often function as product champions.
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
A small restaurant hires an advertising firm to handle promotions and advertising. This
is an example of ________.
A) franchising
B) licensing
C) outsourcing
D) cooptation
A disadvantage of centralization is that ________.
A) the organization tends to lose its focus on achieving its goals
B) coordination becomes difficult to achieve within the organization
C) the top managers have little time for long-term strategic decision-making
D) the extent of standardization is reduced within the organization
A(n) ________ problem is a problem in determining managerial accountability that
arises when delegating authority to managers.
A) self-dealing
B) organizational contract
C) line of command
D) agency
In the context of environmental dynamism, a company is said to be stable if ________.
A) the number of outside stakeholders remains constant
B) the number of specific and general forces that an organization has to manage
remains stable
C) forces affect the supply of resources in a predictable way
D) the company is structured as per the matrix organizational structure
Divestiture involves ________.
A) informing newcomers about the sequence in which they will perform new activities
B) giving newcomers negative social support
C) separating newcomers from existing organizational members during the learning
process
D) existing organizational members acting as role models and mentors for newcomers
What are the disadvantages of a matrix structure?
Explain the OD technique of sensitivity training.
Discuss the external resource approach to measuring organizational effectiveness.
Explain the process of natural selection.
Discuss the costs and benefits of organizational politics.