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Question
A joint venture is a type of ________.
A) takeover
B) collusion
C) strategic alliance
D) cartel
Answer
This answer is hidden. It contains 1 characters.
Related questions
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Nonprogrammed decision-making requires much less search for information to find solutions than does programmed decision-making.
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The term "organizational inertia" refers to the forces outside an organization that make it difficult for the organization to change.
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The Institutional theory argues that the organizations operating in uncertain environments should use a tall hierarchy of authority.
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Organizations that follow an r-strategy are usually established in other environments and wait to enter a new environment until the uncertainty in that environment is reduced and the correct way to compete is apparent.
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A "population of organizations" comprises the organizations that are going through the same stage of organizational life cycle at the same time.
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Describe the Weitzel and Jonsson's model of organizational decline.
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What is an organizational life cycle?
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The force-field theory of organizational change is developed by ________.
A) Frederick Herzberg
B) Kurt Lewin
C) Abraham Maslow
D) Douglas McGregor
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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
Q:
Which of the following statements is true regarding organizational change?
A) Competition is a force that resists organizational change.
B) As compared to mechanistic structure, organic structure is more resistant to change.
C) Change usually benefits some people, functions, or divisions at the expense of others.
D) Resistance to change increases an organization's effectiveness and its chances of survival in a changing environment.
Q:
Organizational inertia refers to the tendency of an organization to ________.
A) increasing the number of products produced so as to take advantage of economies of scope
B) increase the diversity of its workforce
C) decrease cost of production by using economies of scale
D) resist change and maintain the status quo
Q:
Which of the following is the main reason behind companies losing their effectiveness?
A) depletion of resources
B) decreased bargaining power of suppliers
C) inability to change
D) decreased environmental dynamism
Q:
Organizations are constantly striving to ________.
A) increase environmental dynamism
B) achieve a competitive advantage
C) decrease environmental richness
D) increase bargaining power of suppliers
Q:
Planned organizational change is normally targeted at improving effectiveness at one or more of four different levels: human resources, ________, technological capabilities, and organizational capabilities.
A) profitability of suppliers
B) environmental richness
C) bargaining power of customers
D) functional resources
Q:
Organizational change is the process by which organizations move from their current or present state to some desired future state to ________.
A) increase the bargaining power of their customers
B) increase environmental dynamism
C) increase their effectiveness
D) improve the performance of the related and supporting industries
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E-engineering refers to companies' attempts to use all kinds of information systems to improve their performance.
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A flexible work team is self-managed.
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For effective implementation of TQM, managers must assume the role of supervisor rather than facilitator.
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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.
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Evolutionary change involves not a drastic or sudden altering of the basic nature of an organization's strategy and structure but a constant attempt to improve, adapt, and adjust strategy and structure incrementally to accommodate to changes taking place in the environment.
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Change usually benefits some people, functions, or divisions at the expense of others.
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Resistance to change lowers an organization's effectiveness and reduces its chances of survival.
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Explain the advantages of the computer-integrated manufacturing (CIM) technique.
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Explain the characteristics of mediating technology as described by Thompson.
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Many of the top software engineers in an organization left the company because they felt lost in the growing organizational bureaucracy and became frustrated with their lack of autonomy. According to Greiner's model of organizational growth and based on the given information, the company is most likely to be in the "growth through ________" stage of organizational growth.
A) creativity
B) association
C) direction
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According to Greiner's model, an organization experiences crisis of leadership in "growth through ________" stage.
A) collaboration
B) creativity
C) coordination
D) delegation
Q:
Which of the following controls an organization's behavior when it is in the "growth through creativity" stage of Greiner's model?
A) organizational culture
B) organizational structure
C) rules and standard operating procedures
D) industrial benchmarking
Q:
A new organization tends to imitate the structure and processes of successful organizations when the environment is highly uncertain and so it needs to search for a structure, strategy, culture, and technology that will increase its chance of survival. This process of imitation results in ________ isomorphism.
A) mimetic
B) normative
C) coercive
D) natural
Q:
________ is the process that ensures the survival of the organizations that have the skills and abilities that best fit the environment.
A) Triangulation
B) Stimulus generalization
C) Natural selection
D) Habituation
Q:
Which of the following statements is most likely to be true about generalists?
A) Generalists concentrate their competences and skills to compete for resources in a single niche.
B) Generalists are more likely to use matrix organizational structure than specialists.
C) Generalists are more likely to use product differentiation strategy than the specialists.
D) Generalists can often outcompete specialists when there is considerable uncertainty in the environment.