In terms of Thompson’s model of technology, the move from reciprocal to sequential to
pooled task interdependence between people or subunits increases the degree to which
the actions of one subunit directly affect the actions of others.
The critical path method is generally used to identify the best marketing strategy for the
product.
A typical stage-gate development funnel has five stages.
The design of a mechanistic structure facilitates explorative learning whereas the design
of an organic structure facilitates exploitative learning.
Economies of scale are cost savings achieved when an organization manufactures
products in large volumes.
Norms are formalized rules of behavior within an organization.
The rational model of decision-making assumes that different managers use different
preferences and values and will use different rules to decide on the best alternative.
As the number of levels in the hierarchy increases, the relative difference in the
authority possessed by managers at each level decreases.
Continuous-process production is more cost efficient than both unit and mass
production.
Inside directors hold offices in a company’s formal hierarchy.
When authority is centralized, it is difficult for coalitions to form.
Decentralization promotes flexibility and responsiveness within an organization.
The low-cost advantages of mass production are obtained by making tasks low in
variability and high in analyzability.
Downsizing is a type of organizational restructuring.
The first stage of growth in Greiner’s model of organizational growth is “growth
through delegation.”
Organizational conflict is the clash that occurs when the goal-directed behavior of one
group blocks or thwarts the goals of another.
Advanced manufacturing technology (AMT) tries to protect the conversion process
from disruptions at the input and output stages by using stockpiles of inventory as
buffers to increase control and reduce uncertainty.
A corporate-level strategy is a plan of action to strengthen an organization’s functional
and organizational resources, as well as its coordination abilities, in order to create core
competences.
Environmental richness is a function of how much and how quickly forces in the
specific and general environments change over time and thus increase the uncertainty
an organization faces.
In the ________ stage of the life cycle of a product, many consumers enter the market
and buy the product for the first time.
A) embryonic
B) growth
C) mature
D) decline
An organization ________.
A) facilitates the division of labor
B) increases transaction costs
C) has little power over individuals working in it
D) cannot achieve economies of scope
A(n) ________ is a linkage that results when a director from one company sits on the
board of another company.
A) interlocking directorate
B) strategic alliance
C) network
D) keiretsu
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
A ________ structure provides for more integration between corporate and divisional
managers and between divisional managers.
A) functional
B) bureaucratic
C) multidivisional matrix
D) transactional
Which of the following is an example of a functional resource?
A) plant equipment
B) corporate reputation
C) capital reserves
D) skills of a technical expert
________ are a part of an organization’s specific environment.
A) Shop floor workers
B) Shareholders
C) Suppliers
D) Managers
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
Which of the following is an organization’s most important asset?
A) environmental richness
B) organizational structure
C) environmental dynamism
D) human resources
Mechanistic structures result when ________.
A) employees work collaboratively and across several functions
B) authority is delegated to people at all levels of the organization
C) extensive use is made of rules and SOPs to coordinate tasks
D) most of the communication within the organization is lateral
Organizations are constantly striving to ________.
A) increase environmental dynamism
B) achieve a competitive advantage
C) decrease environmental richness
D) increase bargaining power of suppliers
The term “________” refers to a manager’s duty or obligation to make decisions that
nurture, protect, enhance, and promote the welfare and well-being of stakeholders and
society as a whole.
A) rite of enhancement
B) organizational citizenship
C) social responsibility
D) rite of integration
The Japanese system of keiretsu is a type of ________.
A) long-term contract
B) collusion
C) minority ownership
D) joint venture
A(n) ________ value is a desired end state or outcome that people seek to achieve.
A) authorial
B) instrumental
C) coaxial
D) terminal
In a ________ structure, employees have two superiors.
A) product team
B) functional
C) product divisional
D) matrix
________ often function as product champions.
A) Boundary spanners
B) Whistle-blowers
C) Free riders
D) Heavyweight team leaders
Which of the following is an instrumental value?
A) excellence
B) profitability
C) quality
D) being frugal
Biotechnology companies in Boston have a large pool of high-quality scientists to
choose from because of the presence of so many universities in the area. Based on the
information given in this case we can say that the biotechnology companies in Boston
have a ________ environment.
A) broad
B) complex
C) dynamic
D) rich
________ 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
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
In order to strengthen an organization’s technical and human resources, a manager trains
and develops his subordinates. This is an example of a ________ strategy.
A) global expansion
B) corporate-level
C) business-level
D) functional-level
Which of the following is most likely to be a reason for poor environment?
A) resources are plentiful
B) environmental uncertainty is low
C) competition is high
D) the country is wealthy