Chapter 8 5 The widely shared values within an organization that provide unity and cooperation to achieve common goals are together known as the

309. (p. 224) Empowering employees to better serve customers requires __________ front-line employees.

A. fewer

310. (p. 224, Dealing with Change box) According to the “Dealing with Change” box in Chapter 8, Mark Hurd recently

took over as CEO of Hewlett-Packard. Experts suggested that Hurd should implement which of the following at

first?

D. Implement a centralized form of management.

311. (p. 225) The widely shared values within an organization that provide unity and cooperation to achieve

common goals are together known as the:

A. normative matrix.

312. (p. 226) The ____________ of a business firm is the structure that details lines of authority, responsibility,

and position.

D. normative design

313. (p. 226) All organizations have two organizational systems known as the:

D. primary organization and secondary organization.

314. (p. 226) The __________ is the system of relationships that develop spontaneously as employees meet and

form power centers.

D. formal organization

315. (p. 227) In open organizations the informal organization can be:

D. part of the formal organization.

316. (p. 226) The ___________ is the nerve system of the informal organization.

A. organizational database

317. (p. 224, figure 8.9) In an inverted organization, the job of management is to:

A. closely monitor employee performance.

318. (p. 226-227) The informal organization of a business is probably best suited to:

A. give workers a clear idea of where they stand in the organization.

319. (p. 226) A firm’s formal organization would be better suited than its informal organization to:

D. find a way around bureaucratic rules and regulations in order to get things done quickly.

320. (p. 226-227) Ashley had been frustrated with her new job at Walnut Securities, until she befriended a secretary

from another department. Over lunch in the cafeteria, her new friend shared with Ashley the way things really

work at Walnut Securities. Ashley has quickly learned that:

D. not all businesses have a formal organization.

321. (p. 226, Spotlight on Small Business box) The boxed material titled “Spotlight on Small Business” in Chapter 8 illustrates

that corporate culture can:

D. be established by a system of linked intranets.

322. (p. 226) Carlos is the person to see in the welding department if you are a new employee. While he is not a

manager, he is the person that most of the others in the department look to for advice and assistance. Carlos is

an important member of the firm’s:

A. supervisory management.

323. (p. 223) Novachek, Inc. is a large and bureaucratic firm with many layers of management and formal rules

and regulations. The company is losing many of its customers to smaller and more flexible rivals and is

currently struggling for survival. Joe has just been hired as Novachek’s new CEO, and his most pressing

concern is to turn around the struggling company. Joe’s best approach to dealing with this type of organization

is probably to:

A. establish a committee to investigate the problem.

Nickels – Chapter 08 #323

324. (p. 224) Heather works as a sales representative for the Westerly Company. She really enjoys working for

Westerly, because the company treats her and other sales representatives as highly valued employees. Sales reps

at Westerly are given freedom and flexibility in their relationships with customers. While there are only a few

layers of management at Westerly, Heather has found that these managers try their best to support and assist her

efforts. Based on Heather’s experience, it appears that Westerly is a(n):

D. casual organization.

325. Discuss Max Weber’s views on organization theory.

326. What is a matrix organization? What advantages and disadvantages are associated with this type of

organization?

327. What is a cross-functional, self-managed team? Who would serve on such teams? Why do

cross-functional, self-managed teams often lead to networking?

328. Describe two major issues that are important in organizational design.

329. Explain the difference between a firm’s formal organization and its informal organization. Why are both

types of organization important to managers?

330. (p. 209-210) Employee complaints that there are too many layers of management and too many rules and

regulations suggest that Mucho Dinero is a(n):

D. wide organization.

331. (p. 223-224) Roberta’s decision to completely redesign Mucho Dinero’s organization indicates that she believes

the best approach to her firm’s problems is:

332. (p. 214) Currently, Mucho Dinero is organized into specialized departments such as marketing, finance,

production and personnel. These departments are designed to allow people with similar skills and expertise to

D. task-oriented

333. (p. 219) In order to encourage more interdepartmental communication and cooperation, Roberta is thinking

about setting up groups of workers from different departments to work together on a long-term basis. She is

even thinking about asking people from some of Mucho Dinero’s suppliers, customers and distributors to join

these groups. The type of group that Roberta is considering is known as a(n):

A. focus group.

334. (p. 226) From her discussions with employees, Roberta learned quickly that production workers put their trust

in 20-year shop veteran Willie McClaren. Many people told her that if you wanted something done in that

department, Willie was the person to see. Willie appears to be an important part of the:

A. decentralized authority.

c8 Summary