A strategy in which an organization takes over and owns its distributors is known as
backward vertical integration.
At the felt conflict stage in Pondy’s model, subunits in conflict quickly develop an
emotional response toward one another.
Copyrights are typically granted to people who create intellectual property, such as
written or visual works such as books, videogames, poems, and songs.
Nonprogrammed decision-making forces managers to rely on judgment, intuition, and
creativity to solve organizational problems.
Isomorphism is normative when organizations come to resemble one another over time
because they indirectly adopt the norms and values of other organizations in the
environment.
Copyrights last for much longer periods than patents, often the lifetime of the work’s
creator
and beyond.
Shareholders are a part of inside stakeholders.
One way to reduce uncertainty is to increase the number of specific and general
environmental forces that are interconnected. Because, when forces begin to interact,
the environment becomes more predictable.
A collusion is an agreement that commits two or more companies to share their
resources to develop joint new business opportunities.
A product division structure is more decentralized than a product team structure.
Skunk works is dissolved when the product is brought to market.
Interdependencies are symbiotic when the outputs of one organization are inputs for
another.
To grow, change, and survive, an organization must manage both cooperation and
competition among stakeholders.
Shareholders’ claim on organizational resources is often considered inferior to the
claims of other inside stakeholders.
For effective implementation of TQM, managers must assume the role of supervisor
rather than facilitator.
A manager’s ability to supervise and control subordinates’ behavior directly is limited
by two factors: the complexity and the interrelatedness of subordinates’ tasks.
A global strategy is oriented toward local responsiveness and a company pursuing this
strategy decentralizes control to subsidiaries and divisions in each country in which it
operates to produce and customize products to local markets.
The primary advantage of a bureaucracy is that it lays out the ground rules for
designing an organizational hierarchy that efficiently controls interactions between
organizational levels.
Strategic alliances are a linkage mechanism that can be used to manage both
competitive and symbiotic interdependencies.
An integrating role is a full-time managerial position established specifically to improve
communication between divisions.
________ is the process by which members learn and internalize the values and norms
of an organization’s culture.
A) Formalization
B) Centralization
C) Internalization
D) Socialization
Satisficing occurs when decision makers ________.
A) evaluate all the possible courses of action and their consequences and select the
optimal solution
B) try to minimize conflict and reach a consensus without critical evaluation of
alternative ideas or viewpoints
C) view two options as more dissimilar when evaluating them simultaneously than
when evaluating them separately
D) conduct limited information searches to identify problems and alternative solutions
Which of the following statements is true regarding environmental richness?
A) A rich environment is characterized by plentiful resources.
B) In rich environments, uncertainty is high.
C) Environmental richness and environmental complexity are directly proportional to
each other.
D) Increase in the level of competition leads to a proportionate increase in the level of
environmental richness.
According to Kotter and Heskett, ________ cultures are cultures that are cautious and
conservative and do not encourage risk taking by middle and lower-level managers.
A) innovative
B) inert
C) conservative
D) adaptive
Which of the following terms refers to the state of discomfort or anxiety that a person
feels when there is an inconsistency between his or her beliefs and actions?
A) illusion of transparency
B) self-concordance
C) cognitive dissonance
D) illusion of control
A manager decides to distribute the pool of bonus money equally among all of the
subordinates, even though some performed better than others. Which model of ethics is
being used by him in making this decision?
A) justice
B) moral rights
C) utilitarian
D) mutual association
According to the principle of ________, an organization should choose the minimum
number of hierarchical levels consistent with its goals and the environment in which it
operates.
A) economies of scope
B) minimum chain of command
C) unity of direction
D) horizontal differentiation
A ________ is an agreement that commits two or more companies to share their
resources to develop joint new business opportunities.
A) cartel
B) strategic alliance
C) licensing agreement
D) collusion
Role ________ occurs when two or more people have different views of what another
person should do, and as a result, make opposing demands on the person.
A) conflict
B) divergence
C) contravention
D) ambiguity
In a ________ structure, each business is placed in a self-contained division and there is
no contact between divisions.
A) conglomerate
B) mechanistic
C) functional
D) matrix
For a soft drinks company, which of the following will be considered forward vertical
integration?
A) establishing a company that manufactures and sells snack foods
B) buying a bottling and trucking company that distributes soft drinks
C) buying sugar plantations
D) taking over a company that provides software services
Which of the following is a model of ethics?
A) mutual association
B) utilitarian
C) value integration
D) incremental benefit
________ involves choices about distributing authority within an organization.
A) Standardization
B) Subunit orientation
C) Centralization
D) Vertical differentiation
Isomorphism is ________ when organizations come to resemble one another over time
because they indirectly adopt the norms and values of other organizations in the
environment.
A) coercive
B) mimetic
C) normative
D) reciprocal
According to Weitzel and Jonsson’s model of organizational decline, if managers fail to
halt decline at the inaction stage, the immediate next stage of decline into which the
organization moves is the ________ stage.
A) blinded
B) faulty action
C) dissolution
D) death
Which of the following would be considered to be the lowest level of management in a
chain of command?
A) executive vice presidents
B) functional managers
C) divisional managers
D) vice presidents
Usually the ________ goals lay out the mission of the organization.
A) tactical
B) profit
C) short-term
D) official
Which of the following terms refers to the strength, number, and interconnectedness of
the specific and general forces that an organization has to manage?
A) environmental complexity
B) environmental dynamism
C) environmental richness
D) environmental naturalness
Which of the following statements is true regarding a lightweight team leader?
A) A lightweight team leader remains under the control of a functional department
head.
B) A lightweight team leader often functions as a product champion.
C) A lightweight team leader is a top-level manager.
D) A lightweight team leader is given primary control over key human, technological,
and financial resources for the duration of the project.
In which stage of Pondy’s model do subunits begin to try and define why conflict is
occurring and analyzing the events that led up to the conflict?
A) latent conflict
B) perceived conflict
C) manifest conflict
D) conflict aftermath
The ________ theory argues that two sets of opposing forces within an organization
determine how change will take place.
A) hierarchy of needs
B) force-field
C) two-factor
D) acquired needs
Explain the difference between r-strategy and K-strategy.
What is an agency problem?
What is organizational change?
What are the three different types of product structures?
A nuclear power plant manager is concerned that his organization is not innovative and
flexible enough to adjust to the changing times. What factors would have led to this
conservative culture and is this culture appropriate for this organization?
What is management by objectives?
Define authority and control.
Explain the characteristics of small-batch technology as described by Joan Woodward.