Environmental complexity is a function of the strength, number, and interconnectedness
of the specific and general forces that an organization has to manage.
Cooptation is a strategy used for managing competitive resource interdependencies.
Organizations are very status conscious in mechanistic structures.
The more centralized an organization, the more of a problem communication will be.
Entrepreneurship is the process by which people recognize opportunities to satisfy
needs and then gather and use resources to meet those needs.
Research suggests that the increase in the size of the managerial component in an
organization is less than proportional to the increase in size of the organization as it
grows.
Process consultation is an organizational development technique in which a facilitator
first observes the interactions of group members and then helps them become aware of
ways to improve their work interactions.
When task interdependence is high, conflict is likely to occur.
A network structure is a cluster of different organizations whose actions are coordinated
by contracts and agreements, rather than by a formal hierarchy of authority.
The specific environment consists of forces from outside stakeholder groups that
directly affect an organization’s ability to secure resources.
A product team structure is a divisional structure in which divisions are organized
according to the requirements of the different locations in which an organization
operates.
Division of labor and differentiation are high in a complex organization.
The term “golden parachutes” refers to the right of the workers to receive compensation
if they are injured on the job.
Most Fortune 500 companies use a functional structure because it allows them to grow
and expand their operations while maintaining control over their activities.
If the span of control of each manager increases as the number of employee’s increases,
then the number of managers or hierarchical levels does not increase in proportion to
increases in the number of employees.
Parkinson’s law states that “Work expands so as to fill the time available.”
An organization taking the internal systems approach uses technology to reduce the
time needed to bring new products to market.
Lightweight team leaders often function as product champions.
________ interdependencies exist among organizations that need the same scarce inputs
and market their products to the same group of potential customers.
A) Competitive
B) Distributive
C) Symbiotic
D) Convolutional
According to Weber’s principles of bureaucratic structure, the authority a person
possesses results from ________.
A) the person’s social status
B) the position of the person in the organization
C) the educational qualification of the person
D) the person’s charisma
The government attempted to control prescription drug prices during the 1990s. What
would have been the effect of this change on this industry?
A) It would have increased competition, thereby reducing the complexity of this
environment.
B) It would have made the environment more complex due to the reduction in profits.
C) It would have increased the demand for drugs, thereby making the environment less
dynamic.
D) It would have enlarged the domain of this industry.
Which of the following statements is true regarding intensive technology?
A) Intensive technology is less expensive to manage than either mediating or
long-linked technology.
B) Intensive technology is based on pooled task interdependence.
C) In an organization using intensive technology, activities of all people and all
departments fully depend on one another.
D) Typically, organizations using intensive technology create slack resources to reduce
uncertainty.
________ refers to the way in which an organization groups organizational tasks into
roles and roles into subunits.
A) Vertical integration
B) Horizontal differentiation
C) Vertical differentiation
D) Horizontal integration
The stakeholder group with ultimate authority over the use of a corporation’s resources
is ________.
A) managers
B) customers
C) government
D) shareholders
Most Fortune 500 companies use a ________ structure because it allows them to grow
and expand their operations while maintaining control over their activities.
A) functional
B) product divisional
C) multidivisional
D) market
Which of the following terms, popularized by Michael Hammer and J. Champy, refers
to fundamental rethinking and radical redesigning of business processes to achieve
dramatic improvements in critical, contemporary measures of performance such as cost,
quality, service, and speed?
A) restructuring
B) e-engineering
C) reengineering
D) TQM
A team in an organization resists attempts by management to change its functions or its
members. This resistance to change results from ________.
A) differences in functional orientation
B) omission bias
C) group cohesiveness
D) groupthink
Which of the following statements is true regarding a divisional structure?
A) The goal behind the change to a divisional structure from a functional structure is to
create larger subunits within an organization.
B) As compared to functional structure, divisional structure has lower levels of vertical
differentiation.
C) A divisional structure employs more complex integrating mechanisms than a
functional structure.
D) As compared to functional structure, divisional structure has lower levels of
horizontal differentiation.
Pondy’s model of organizational conflict consists of ________ sequential stages.
A) two
B) three
C) four
D) five
________ refers to a situation where the authority to make important decisions is
retained by managers at the top of the hierarchy.
A) Centralization
B) Standardization
C) Formalization
D) Differentiation
Which of the following statements is most likely to be true regarding the managers who
take a defensive approach to social responsibility?
A) They make no attempt to exercise social responsibility beyond what the law dictates.
B) They balance the interests of different stakeholders against one another so the claims
of stockholders are seen in relation to the claims of other stakeholders.
C) They are willing to use organizational resources to promote the interests not only of
stockholders but of the other stakeholders.
D) They behave unethically and illegally and do all they can to prevent knowledge of
their behavior from reaching other organizational stakeholders and society at large.
Which of the following socialization tactics separates new organizational members
from existing members during the learning process?
A) individual
B) disjunctive
C) investiture
D) formal
A top-management team in an organization is feeling threatened by a deteriorating
economic situation and doubt their ability to manage it. Feeling threatened and
powerless, the team accuses other lower-level managers of being unable to control the
situation or of lacking the ability or desire to do so. Which of the following biases is
being experienced by the top-management team?
A) representativeness
B) projection
C) frequency
D) cognitive dissonance
Which of the following statements is most likely to be true regarding an inert culture?
A) According to Kotter and Heskett, organizational learning is higher in organizations
with inert cultures than that in organizations with adaptive culture.
B) Inert cultures encourage and reward experimentation and risk taking by middle and
lower-level managers.
C) Organizations with inert cultures are less likely to survive in a changing environment
than organizations with adaptive cultures.
D) An inert culture is typically found in an organization with organic structure.
Which of the following is most likely to be the result of the formation of an
organization?
A) It decreases the need for division of labor.
B) It increases the transaction costs.
C) It exerts pressure on individuals to conform to task and production requirements.
D) It makes production more costly.
What are the three principal sources of ethical values that influence organizational
ethics?
Briefly describe the various integrating mechanisms used in organizations.
Discuss the advantages and disadvantages of centralization.
What are the different types of business-level strategies?
What is project management?
Describe the three stages in a stage-gate development funnel.
Explain the characteristics of intensive technology as described by Thompson.
Describe the garbage-can model of decision-making.
Explain the difference between adaptive cultures and inert cultures.
What are the three different types of organizational rites?