Q&A Hero

Q: Pondy's model of organizational conflict consists of ________ sequential stages. A) two B) three C) four D) five

Q: In Hau Lee's uncertainty framework to classify supply chains, a supply chain that has innovative products and a stable supply process is called which of the following? A. Efficient B. Forward looking C. Agile D. Risk hedging E. Responsive

Q: Which of the following is the first stage of Pondy's model of organizational conflict? A) felt conflict B) perceived conflict C) latent conflict D) manifest conflict

Q: According to Pondy, all organizational conflict arises because ________. A) different organizational subunits have different goals B) the managements aim is to grow the business by investing the profit but shareholders aim is to obtain higher dividends C) of centralized decision-making D) of tall hierarchy of authority

Q: In Hau Lee's uncertainty framework to classify supply chains, a supply chain that has innovative products and an evolving supply process is called which of the following? A. Efficient B. Forward looking C. Agile D. Risk hedging E. Responsive

Q: To manage organizational politics and gain its benefits, an organization must establish a balance of power in which alternative views and solutions can be offered and considered by all parties and dissenting views can be heard.

Q: In Hau Lee's uncertainty framework to classify supply chains, a supply chain that has functional products and a stable supply process is called which of the following? A. Efficient B. Forward looking C. Agile D. Risk hedging E. Responsive

Q: Organizational politics is an integral part of decision-making in an organization.

Q: In Hau Lee's uncertainty framework to classify supply chains, a supply chain that has functional products and an evolving supply process is called which of the following? A. Efficient B. Forward looking C. Agile D. Risk hedging E. Responsive

Q: The use of power to influence decision-making is most effective when power is based on specialized knowledge.

Q: If the average aggregate inventory value is $100,000 and the cost of goods sold is $450,000, which of the following is inventory turnover? A. 19.23 B. 4.5 C. 0.8654 D. 0.2222 E. None of the above

Q: If the average aggregate inventory value is $1,200,000 and the cost of goods sold is $600,000, which of the following is inventory turnover? A. 60 B. 10.4 C. 2 D. 0.5 E. None of the above

Q: Co-optation is a particularly important tool in coalition management.

Q: Forming a coalition of managers around an issue that is important to them all is a political tactic managers can use to obtain the power needed to resolve a conflict in their favor.

Q: If the average aggregate inventory value is $1,200,000 and the cost of goods sold is $600,000, which of the following is weeks of supply? A. 1,040 B. 606 C. 104 D. 60.6 E. 2.0

Q: If the average aggregate inventory value is $45,000 and the cost of goods sold is $10,000, which of the following is weeks of supply? A. 45,000 B. 234 C. 120 D. 23.4 E. 4.5

Q: Indispensability can be achieved by decreasing centrality.

Q: One prime political tactic that an individual or subunit can use to increase power is to become indispensable to the organization.

Q: The total value of all items held in inventory for the firm at cost is which of the following? A. Cost of goods to be sold B. Average aggregate inventory value C. Weeks supply of goods D. Inventory turnover E. None of the above

Q: The inventory turnover ratio used in measuring supply-chain efficiency is found by the ratio of which of the following? A. Cost of goods sold/Average aggregate inventory value B. Fixed costs/Variable costs C. Sales costs/Marketing costs D. Cost of goods sold/Cost to sell goods E. Operations flow costs/Suppliers flow costs

Q: To manage the change process to get conflicts resolved in their favor, individuals, subunits, and coalitions often engage in political activity and behavior to enhance the power and influence they have.

Q: It is not unusual for a service supply chain to be unidirectional which contrasts with the more typical bidirectional manufacturing supply chain.

Q: The power possessed by a subunit within a company because of its specialized knowledge is an example of unobtrusive power.

Q: Service supply chains focus on the interaction between the customer and the provider, while manufacturing supply chains focus on the creation and delivery of a physical good.

Q: A dominant coalition can often use its power subtly to control the premises behind decision-making. This power is called referent power.

Q: An important issue in applying supply chain thinking to services is that customers tend also to be suppliers of some of the inputs to the service product.

Q: Empowerment is the deliberate decentralization of authority to encourage subordinates to assume responsibility for organizational activities.

Q: Supply chain thinking can not be applied to many services as services can not be inventoried.

Q: Decentralizing authority to a subordinate does not necessarily reduce a manager's authority.

Q: When authority is centralized, it is difficult for coalitions to form.

Q: In service supply chains flows tend to be linear with services flowing from vendors to customers.

Q: The value chain and the supply chain are different terms for the same thing.

Q: Organizational power is the ability of one person or group to overcome resistance by others to resolve conflict and achieve a desired objective or result.

Q: Studies show that there is no clear correlation between supply chain performance and change in stock market capitalization.

Q: Attitudinal structuring is a process of restructuring an organization so as to remove the cause of conflict among subunits.

Q: Flattening the hierarchy, so that authority relationships are clearly defined, and decentralizing authority can remove a major source of organizational conflict.

Q: Firms producing functional products are forced to introduce a steady stream of innovations in order to survive.

Q: A stable supply process is where the manufacturing process and the underlying technology are mature and the supply base is well established.

Q: Decreasing the level of integration is one major way in which organizations can manage the problem of differences in subunit goals.

Q: A stable supply process is one where product volumes are high, demand is predictable and there is a long product life.

Q: "Manifest conflict" is the last stage in Pondy's model of organizational conflict.

Q: Value density is an important measure when deciding where items should be stocked geographically and how they should be shipped.

Q: In Pondy's model of organizational conflict, the "felt conflict" stage comes immediately before the "perceived conflict" stage.

Q: Value density is an important measure for determining the quality of logistical services.

Q: In Pondy's model of organizational conflict, the "manifest conflict" stage comes immediately after the "perceived conflict" stage.

Q: The value of an item per pound of weight is called value density.

Q: "Felt conflict" is the fourth stage in Pondy's model of organizational conflict.

Q: An improvement-driven reason for outsourcing is that it can increase product and service value, customer satisfaction and shareholder value.

Q: At the felt conflict stage in Pondy's model, subunits in conflict quickly develop an emotional response toward one another.

Q: A revenue-driven reason for outsourcing is that it can transform the organization.

Q: At the manifest conflict stage in Pondy's model, each subunit begins to define why the conflict is emerging and to analyze the events that have led up to it.

Q: An employee-driven reason for outsourcing is that it can give employees a stronger career path.

Q: A staff function is directly involved in the production of the organization's products.

Q: A financially-driven reason for outsourcing is that it can generate cash by transferring assets to the provider.

Q: When task interdependence is high, conflict is likely to occur.

Q: Logistics is a term that refers to the management functions that support the complete cycle of material flow, from the purchase and internal control of production materials; to the planning and control of work-in-process; to the purchasing, shipping and distribution of the finished product.

Q: In terms of Thompson's model of technology, the move from reciprocal to sequential to pooled task interdependence between people or subunits increases the degree to which the actions of one subunit directly affect the actions of others.

Q: Logistics is a term indicating transportation choices for goods produced internationally but consumed domestically.

Q: According to Pondy, all organizational conflict arises because vertical and horizontal differentiation lead to the establishment of different organizational subunits with different goals and often different perceptions of how best to realize those goals.

Q: Outsourcing allows a firm to achieve an improved focus on its core competencies.

Q: At the latent stage of Pondy's model of organizational conflict, no outright conflict exists.

Q: Outsourcing is the act of moving some of a firm's internal activities and decision responsibility to outside providers.

Q: The first stage of Pondy's model of organizational conflict is perceived conflict.

Q: The best strategy for innovative products is to use either a responsive or an agile supply-chain.

Q: Pondy's model of organizational conflict consists of four sequential stages.

Q: The optimal strategy for innovative products is to utilize an efficient supply-chain.

Q: Up to a particular level, organizational conflict improves organizational effectiveness.

Q: The optimal strategy for functional products is to utilize a responsive supply-chain.

Q: Organizational conflict is always dysfunctional, because it is an unanticipated or unintended consequence of formal structure and procedures.

Q: The optimal strategy for functional products is to utilize an efficient supply-chain.

Q: Organizational conflict is the clash that occurs when the goal-directed behavior of one group blocks or thwarts the goals of another.

Q: Functional products include staples that people buy in a wide range of retail outlets, such as grocery stores and gas stations.

Q: To grow, change, and survive, an organization must manage both cooperation and competition among stakeholders.

Q: The phenomenon that magnifies the variability in order quantities for goods as orders move through the supply-chain from the customer to the producer is called the bullwhip effect.

Q: Which of the following terms best represents the knowledge building created when two or more individuals or subunits pool their resources and cooperate and collaborate across role or subunit boundaries? A) technical discontinuities B) economies of scale C) information synergies D) economies of scope

Q: Retailers who stock up during promotion periods where the prices of goods are reduced are doing backward buying.

Q: Which of the following actions taken by an organization leads to the creation of strong property rights? A) using 360 degrees performance evaluation method for conducting employee appraisals B) centralizing decision-making authority C) giving innovative employees stock options proportional to the increase in profitability that can be attributed to their efforts D) giving employees an opportunity to learn new skills with the help of job rotation

Q: Inventory turn values that are considered "good" differ by industry and the type of products being handled.

Q: Which of the following is most likely to help an organization align the interests of their talented employees with those of the organization? A) mechanistic organizational structure B) strong property rights C) centralized decision-making authority D) a tall organizational hierarchy

Q: Two common measures to evaluate supply-chain efficiency are the inventory turnover and weeks-of-supply ratios.