Tasks associated with a role are clearly defined in a mechanistic structure.
The forces that constitute the specific environment shape the general environment and
affect the ability of all organizations in a particular environment to obtain resources.
According to Philip Anderson and Michael Tushman, technological discontinuities
result due to incremental innovation.
Contingent workers are employees who belong to self-managed teams.
Programmed decision-making allows an organization to increase its efficiency and
reduce the costs of making goods and services.
According to population ecology theory, the availability of resources determines the
number of organizations in a population.
Pondy’s model of organizational conflict consists of four sequential stages.
An organization with a tall structure will also experience fewer communication,
motivation, and cost problems than a flat organization.
Formal linkage mechanisms minimize the transaction costs associated with reducing
uncertainty, opportunism, and risk.
As an organization increases the kinds of goods it manufactures or the services it
provides, a functional structure becomes more effective at coordinating task activities.
Organic structures are tall, highly centralized, and standardized.
Intergroup training is an OD technique that uses team building to improve the work
interactions of different functions or divisions.
The board has the legal authority to hire, fire, and discipline corporate management.
Programmed decisions are creative, novel, and unstructured.
Customers are usually an organization’s smallest outside stakeholder group.
Total quality management (TQM) is an ongoing and constant effort by all of an
organization’s functions to find new ways to improve the quality of the organization’s
goods and services.
In a circle configuration of a top-management team, organizational learning is
decreased because managers from the different functions report separately to the CEO.
Typically, organizations performing nonroutine tasks have organic structures.
The term environmental niche refers to a particular set of resources or skills.
According to Weitzel and Jonsson’s model of organizational decline, “faulty action” is
the first stage of decline.
In order to measure organizational effectiveness, an organization uses indicators such as
stock price and market share. These indicators show that the organization is using the
________ approach to measure the organizational effectiveness.
A) external resource
B) internal system
C) technical
D) transactional
Which of the following is a source of organizational culture?
A) environmental dynamism
B) organizational specialization
C) property rights
D) environmental richness
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.
Which of the following advanced manufacturing techniques is developed from the
Japanese kanban system?
A) fixed automation system
B) computer-aided design system
C) just-in-time inventory system
D) computer-integrated manufacturing system
A ________ structure has specialists from support functions combined into product
development groups that specialize in the needs of a particular kind of product.
A) product team
B) task force
C) transactional
D) functional
An organization in which the hierarchy has many levels relative to the size of the
organization is a(n) ________ organization.
A) tall
B) flat
C) decentralized
D) organic
Weber’s principles can help a CEO with his or her responsibility for ________.
A) selecting the top-management team
B) designing the organizational hierarchy
C) allocating resources to divisions
D) determining the goals of an organization
Organizational ________ is the life cycle stage in which organizations develop
value-creation skills and competences that allow them to acquire additional resources.
A) growth
B) clustering
C) birth
D) decline
KFC specializes in the chicken segment of the fast-food market. This is an example of a
________ strategy.
A) market penetration
B) focus
C) vertical integration
D) conglomerate diversification
Which of the following statements is most likely to be true regarding organic
organizational structures?
A) Organic structures are taller than mechanistic structures.
B) Organic structures encourage a culture in which predictability and stability are the
desired end states.
C) In organic structures people are encouraged to be creative and to take risks.
D) Organic structures are highly centralized.
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.
Which of the following technologies is used to develop master production schedules for
manufacturing?
A) CAD
B) CAMM
C) JIT inventory system
D) CIM
Which of the following is an integrating mechanism where an existing manager meets
face to face to coordinate activities?
A) integrating role
B) task force
C) integrating department
D) direct contact
Define “organizational inertia.” Describe some of the factors that cause organizational
inertia.
A steel producer implements a strategy to achieve economies of scale throughout its
world operations. Which of the following structures should it adopt?
A) global geographic
B) global product group
C) functional structure
D) multidivisional matrix
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
Which of the following organizational structures has a disadvantage of extensive
duplication of activities within the organization?
A) functional structure
B) product division structure
C) multidivisional structure
D) market structure
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
As identified by Thompson, ________ technology is characterized by a work process
where input, conversion, and output activities are inseparable.
A) intensive
B) continuous-process
C) mediating
D) long-linked
Which of the following structures is a variant of the multidivisional structure?
A) matrix structure
B) conglomerate structure
C) functional structure
D) mechanistic structure
________ functions allow an organization to adjust to changes in the environment.
A) Maintenance
B) Adaptive
C) Support
D) Production
Which of the following terms refers to a pattern of faulty decision-making that occurs
in a team when members discount negative information in order to arrive at a
unanimous agreement?
A) selective perception
B) groupthink
C) omission bias
D) congruence bias
Explain differentiation.
Explain the relationship between environmental uncertainty and organizational structure
based on the study conducted by Burns and Stalker.
Explain the “perceived conflict” stage of Pondy’s model of organizational conflict.
What are the different types of divisional structures?
List the various sources of power.
What is technology?
Define organizational domain.
What are the two principal types of organizational learning strategies proposed by
James March?
What is organizational development?