Role ambiguity occurs when two or more people have different views of what another
person should do and, as a result, make conflicting demands on the person.
A multidivisional structure is characterized by a corporate headquarters staff which is
composed of corporate managers who are responsible for overseeing the activities of
the divisional managers heading up the different divisions.
Suppliers have a direct effect on the organization’s efficiency and an indirect effect on
its ability to attract customers.
As per the moral rights model of ethics, an ethical decision is one that produces the
greatest good for the greatest number of people.
According to Aston Studies, an organization’s technology is more important than
organizational size in determining the organization’s choice of structure.
Organizations that follow a K-strategy are founded early in a new environment-they are
early entrants.
The term “organizational inertia” refers to the forces outside an organization that make
it difficult for the organization to change.
A skunk works is a temporary team that is created to expedite new product design and
to promote innovation by coordinating the activities of functional groups.
The higher the level of differentiation, the more complex the integrating mechanisms
that managers need to use to control organizational activities.
The contingency approach to organizational design tailors organizational structure to
the sources of uncertainty facing an organization.
According to population ecology theory, the rate of birth in a new environment
increases rapidly at first and then tapers off.
The greater the number of managers the lower the bureaucratic costs.
Organizational structure is the formal system of task and authority relationships that
control how people coordinate their actions and use resources to achieve organizational
goals.
The external resource approach to measuring organizational effectiveness evaluates an
organization’s ability to be innovative and function quickly and responsively.
Typically, organizations performing routine tasks have flat hierarchy of authority.
A just-in-time inventory system increases task interdependence between stages in the
production chain.
TQM is an example of an incremental innovation.
As an organization with a functional structure grows, the cost of each function’s
contribution to the development of each product becomes increasingly simple to
measure.
The garbage-can approach to organizational decision-making is clearly the opposite of
the approach described by the ________ model.
A) rational
B) unstructured
C) Carnegie
D) incremental
What are golden parachutes?
A) the rights of the managers to lay off employees if they are not performing well
B) the rights of the customers to receive compensation if the product bought by them is
faulty
C) rights of the managers to receive large sums of money if they are fired when their
company is taken over
D) the rights of the workers to receive compensation if they are injured on the job
Controlling the agenda is way of ________.
A) decentralizing decision-making
B) forming a coalition
C) influencing decision-making
D) empowering employees
The two kinds of values are terminal and ________.
A) authorial
B) coaxial
C) instrumental
D) differential
Organizational politics consists of activities taken within organizations to ________.
A) decentralize the decision-making authority
B) improve the ability of the organization to innovate
C) acquire, develop, and use power
D) implement total quality management
Organizational culture ________.
A) remains the same once it is developed
B) controls organizational members’ interactions with each other
C) is shaped primarily by an organization’s environment
D) is the formal system of task and authority relationships
The strategy of ________ involves an organization entering a new domain in which it
can use one or more of its existing core competences to create a low-cost or
differentiated competitive advantage in that new domain.
A) cost leadership
B) related diversification
C) vertical integration
D) market penetration
A trade organization is an example of a ________.
A) cartel
B) joint venture
C) third-party linkage mechanism
D) collusion
A global matrix structure is most appropriate for a company pursuing a(n) ________
strategy.
A) multidomestic
B) international
C) global
D) transnational
A ________ structure is a design that groups people together on the basis of their
common expertise and experience or because they use the same resources.
A) team
B) functional
C) divisional
D) product
Managers who are in charge of a specific organizational function such as sales or R&D
hold a(n) ________ role.
A) distributive
B) line
C) staff
D) integrative
Which of the following types of organizational structures is the most suitable for an
organization whose products are very different and which operates in several different
markets or industries?
A) functional structure
B) multidivisional structure
C) market structure
D) product divisional structure
Which of the following is a difference between the product team and the matrix
structures?
A) Employees have two bosses in a product team structure and only one boss in a
matrix structure.
B) A product team structure uses teams to coordinate activities but a matrix structure
does not use teams.
C) Employees move between teams in a matrix structure but not in a product team
structure.
D) A matrix structure has a taller hierarchy than a product team structure.
Which of the following statements is true regarding related diversification?
A) The bureaucratic costs associated with managing related diversification are much
greater than those associated with unrelated diversification.
B) Considerably more communication and coordination are needed to create value from
unrelated diversification than from related diversification.
C) A functional structure is most suitable for an organization that is pursuing a strategy
of related diversification.
D) If unrelated diversification is to provide the gains comparable to those obtained from
related diversification, a much larger corporate headquarters staff is required to
coordinate interdivisional activities.
Co-optation is a way to ________.
A) empower employees
B) manage coalitions
C) decrease nonsubstitutability
D) decentralize authority
The argument that technology determines structure is known as the ________.
A) transaction cost imperative
B) resource dependency
C) technological imperative
D) external dependency
Managers who have direct responsibility for the production of goods and services are
considered to be holding a(n) ________ role.
A) staff
B) integrative
C) line
D) distributive
A high-tech company has a casual dress code. This dress code is considered a part of
the organizational ________.
A) theory
B) structure
C) design
D) language
The manufacture of specialized or customized products like furniture, clothing are
examples of ________.
A) routine manufacturing
B) craftswork
C) engineering production
D) nonroutine research
Disjunctive socialization tactics ________.
A) require newcomers to develop their own way of behaving instead of following role
models
B) separate newcomers from existing organizational members during the learning
process
C) provide newcomers with common learning experiences designed to produce a
standardized response to a situation
D) give newcomers precise knowledge of the timetable associated with completing each
stage in the learning process
Which of the following functions typically has the most organic structure?
A) sales
B) manufacturing
C) materials management
D) R&D
Operative goals ________.
A) are meant to legitimize the organization and its activities, to allow it to obtain
resources and the support of its stakeholders
B) focus only on the long term
C) focus only on the short term
D) can be used to measure how well an organization is managing its environment
Which of the following is most likely to increase the environmental complexity for a
company?
A) the company changes its organizational structure from divisional to functional
B) the company decreases its number of suppliers
C) the company diversifies its business in an entirely new industry
D) the company changes its organizational structure from centralized to decentralized
The term “information efficiencies” represents the cost and time savings that occur
when IT allows individual employees to perform their current tasks at a higher level,
assume additional tasks, and expand their roles in the organization due to advances in
the ability to gather and analyze data.
According to Greiner’s model of organizational growth, during the “growth through
direction” stage an organization experiences a crisis of ________.
A) leadership
B) control
C) autonomy
D) red tape
What is reengineering?
Describe the “growth through creativity” stage of the Greiner’s model of organizational
growth.
You are a consultant to a large telecommunications company that markets many
products to many customers. The company has many competitors. Briefly describe the
level of uncertainty and recommend strategies for managing the organizational
environment.
Explain the “manifest conflict” stage of Pondy’s model of organizational conflict.
What is an organization?
Describe the various reasons due to which managers may follow goals that promote
their own interests and not the interests of shareholders.
Define organizational culture and discuss its significance.
List four examples of “organizational inputs.”
Explain the implementation of the multidomestic strategy of global expansion.
What are the various potential sources of conflict between subunits?