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Q:
In ________ organizations, the lack of frequent face-to-face contact makes establishing a common set of norms very difficult. A) highly formalized B) boundaryless C) virtual D) matrix E) highly centralized
Q:
When formal authority and control systems are reduced, the ________ provided by a strong culture ensure(s) that everyone is pointed in the same direction. A) rules and regulations B) shared meaning C) rituals D) socialization E) rigid hierarchy
Q:
Which of the following statements is true regarding the functions of culture in an organization? A) It hinders the generation of commitment to something larger than individual self-interest among employees. B) It conveys a sense of identity for organization members. C) It reduces the stability of the organizational system. D) It reduces distinctions between one organization and others. E) It does not affect employees' attitudes and behavior.
Q:
Based on the information in the scenario, we can say that Rogue Vogue ________. A) is a highly decentralized organization B) is a virtual organization C) has a strong culture D) is a boundaryless organization E) is a matrix organization
Q:
In addition to the organizational culture at Rogue Vogue Corp, the finance department emphasizes attention to detail. In this example, attention to detail is a part of the ________ of the organization. A) core values B) significant traits C) dominant culture D) foundational values E) subculture
Q:
Aggressiveness, innovation, and risk taking are called the ________ of the culture at the Rogue Vogue Corp. A) foundational values B) institutional traits C) core values D) significant traits E) unique values
Q:
Rogue Vogue Corp. is an apparel company. To keep up with the latest changes in the fashion industry, the company has to come up with innovative designs and follow strict timelines. The culture of the company values aggressiveness, innovation, and risk taking. The members of the organization accept these cultural values. They know exactly what is expected of them, and these expectations go a long way in shaping their behavior. In addition to this, the culture of the marketing department is outcome oriented and the finance department emphasizes attention to detail. The organizational culture of Rogue Vogue Corp. is an example of a(n) ________. A) autocratic culture B) subculture C) lowly formalized culture D) reflective culture E) dominant culture
Q:
A culture that expresses the core values that are shared by a majority of the organization's members is known as a(n) ________ culture. A) dominant B) primary C) fundamental D) unique E) essential
Q:
A strong culture can act as a substitute for which of the following? A) institutionalization B) formalization C) socialization D) centralization E) social support
Q:
A strong culture should reduce employee turnover because it results in ________. A) a highly centralized organization B) narrow spans of control C) cohesiveness and organizational commitment D) a highly formalized organization E) an outcome-oriented organization
Q:
Which of the following is most likely to result from a strong organizational culture? A) low employee turnover B) low employee satisfaction C) low organizational commitment D) high absenteeism E) low behavioral control resulting from the climate within the organization
Q:
The primary or dominant values that are accepted throughout the organization are known as ________. A) foundational traits B) core values C) shared values D) institutional traits E) unique values
Q:
________ are indicators of a strong organizational culture. A) High levels of dissension B) High rates of employee turnover C) Completely horizontal organizational charts D) Narrowly defined roles E) Widely shared values
Q:
Jean works for Fahrenheit Publishing ,which is a publisher of scientific journals. The company is dominated by low risk taking and high attention to detail. Jean's department is committed to high team orientation and provides many team-building activities in which Jean and other department members work together and socialize. Which of the following statements best describes Jean's department? A) Jean's department is an example of a primary microcosm. B) Jean's department's culture is stronger than the dominant culture in the organization. C) Jean's department has developed a subculture. D) Jean's department's culture is undefined. E) Jean's department's culture has low stability.
Q:
Cultures that tend to develop in large organizations to reflect common problems or experiences faced by the members in the same department or location are often called ________. A) micro-cultures B) subcultures C) divisional cultures D) microcosms E) countercultures
Q:
Which of the following statements is true regarding an organization's culture? A) Organizational culture is evaluative rather than descriptive. B) Large organizations rarely have subcultures. C) A dominant culture expresses the core values shared by a majority of the organization's members. D) A strong culture reduces employee satisfaction and increases employee turnover. E) Subcultures and dominant cultures do not share any common values.
Q:
Porco Rosso, an aircraft manufacturer with a strong presence in the United States, is looking to expand its market overseas. The firm currently sells its aircraft to several airlines in the United Kingdom but now wants to establish manufacturing units there as well in order to acquire a bigger share in the European market. Hence, it plans to merge with QueenAir, a British aircraft manufacturer. Which of the following, if true, would weaken the company's decision to merge with QueenAir? A) Merging with QueenAir would increase its profits considerably. B) There is increasing economic uncertainty in its U.S. market. C) The preferences of airline customers in Europe and the U.S. are similar. D) There is a striking difference in the organizational cultures of the two firms. E) A competitor in the U.S. market recently went out of business.
Q:
Which of the following statements best describes the difference between organizational culture and job satisfaction? A) Job satisfaction depends upon the level of "power distance" in the country, but organizational culture does not. B) Organizational culture is static, whereas job satisfaction is dynamic. C) Job satisfaction is immeasurable, whereas organizational culture is measurable. D) Organizational culture is descriptive, whereas job satisfaction is evaluative. E) Job satisfaction depends on the structure of the organization, but organizational culture does not.
Q:
The key characteristic of organizational culture that addresses the degree to which people are competitive rather than easygoing is termed ________. A) assertiveness B) team orientation C) averseness D) risk taking E) aggressiveness
Q:
Stability is one of the seven primary characteristics that capture the essence of an organization's culture. It indicates the degree to which ________. A) employees are encouraged to be innovative and take risks B) management focuses on results or outcomes rather than on the techniques and processes used to achieve them C) management decisions take into consideration the effect of outcomes on people within the organization D) work activities are organized around teams rather than individuals E) organizational activities emphasize maintaining the status quo in contrast to growth
Q:
Which of the following characteristics of an organization's culture indicates the degree to which management decisions take into consideration the effect of outcomes on employees within the organization? A) attention to detail B) outcome orientation C) team orientation D) people orientation E) stability
Q:
Danny's boss is apathetic as to whether Danny works at home, at the office, or from his beach house. All he cares about is that the project is completed on time, on budget, and with exemplary quality. Which characteristic of organizational culture describes this aspect of Danny's job? A) low risk taking B) high outcome orientation C) high attention to detail D) low aggressiveness E) high stability
Q:
Manuel is a manager for a manufacturing company in which managers are expected to fully document all decisions and in which it is important to provide detailed data to support any recommendations. Also, out-of-the-box thinking is dissuaded. Which characteristic of organizational culture describes this aspect of Manuel's job? A) low team orientation B) high aggressiveness C) low risk taking D) low outcome orientation E) high people orientation
Q:
What is the difference between a mechanistic model and an organic model of organizational structure?
Q:
What are the three dimensions that characterize the environment of an organization?
Q:
Compare and contrast the three primary organizational strategies: innovation, cost-minimization, and imitation.
Q:
Describe the various ways in which the negative impact of downsizing can be minimized.
Q:
Explain the concept of the boundaryless organization and how boundaryless organizations are useful in breaking down cultural barriers in a global workplace.
Q:
Explain the advantages and disadvantages of a virtual organization.
Q:
What is a virtual organization? What elements of organizational structure are important to create and sustain a successful virtual organization? Explain your answer.
Q:
Compare and contrast the three common organizational designs: simple structure, bureaucracy, and matrix structure.
Q:
Discuss the advantages and disadvantages of a matrix structure.
Q:
Describe the various characteristics of bureaucracy.
Q:
Describe the simple structure. Discuss its advantages and disadvantages.
Q:
Formalization is a key element of organizational structure. What is indicated by formalization? Describe the characteristics of a highly formalized organization.
Q:
Compare and contrast centralized and decentralized organizations.
Q:
Why is span of control important within an organization, and which common organizational design would most likely have the widest span of control? Explain your answer.
Q:
Explain the concept of chain of command.
Q:
Describe the five common ways of departmentalization. Give an example of each.
Q:
Managers must take individual differences, such as experience, personality, culture, and the work task, into account to maximize employee performance and satisfaction.
Q:
The more scarce, dynamic, and complex the environment, the more organic a structure should be.
Q:
A mechanistic model is similar to a boundaryless organization.
Q:
The goal of a boundaryless organization is to break down cultural barriers.
Q:
A boundaryless organization tries to flatten the hierarchy and minimizes status and rank.
Q:
A virtual organization lacks flexibility.
Q:
In structural terms, a virtual organization is highly centralized, with little or no departmentalization.
Q:
The matrix structure reduces the possibility of power struggles.
Q:
The matrix structure breaks the unity-of-command concept.
Q:
A bureaucracy is characterized by decentralized authority and wider spans of control.
Q:
The strength of a bureaucracy lies in its ability to perform standardized activities in a highly efficient manner.
Q:
The organizational design of a simple structure is highly risky.
Q:
The simple structure becomes increasingly inadequate as an organization grows.
Q:
The simple structure is characterized by a high degree of departmentalization and narrow span of control.
Q:
Departmentalization refers to the degree to which jobs within the organization are standardized.
Q:
As compared to a decentralized organization, a centralized organization can act more quickly to solve problems.
Q:
In centralized organizations, top managers make all the decisions, and lower-level managers merely carry out their directives.
Q:
Narrow spans of control increase the speed of decision making.
Q:
Narrow spans of control make vertical communication in the organization more complex.
Q:
The chain of command is an unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom.
Q:
Work specialization increases the time spent in changing tasks.
Q:
Harald is opening a manufacturing plant with a mechanistic and centralized structure. Employees from which of the following countries will be least comfortable with this type of a structure? A) Greece B) Peru C) Canada D) France E) Chile
Q:
Some individuals want work that makes minimal intellectual demands and provides the security of routine; for them, ________ is a source of job satisfaction. A) free flow of information B) wide span of control C) low formalization D) high work specialization E) high decentralization
Q:
Work specialization contributes to higher employee productivity, but at the price of ________. A) reduced economies of scale B) increased cost C) reduced job satisfaction D) restricted flow of information E) increased complexity
Q:
The ________ of an environment refers to the degree of heterogeneity and concentration among environmental elements. A) density B) simplicity C) complexity D) intricacy E) permeability
Q:
Volatility refers to the degree of ________ within an environment. A) heterogeneity B) instability C) flexibility D) diffusivity E) conformity
Q:
Which of the following dimensions of an environment describes the degree to which the environment can support growth? A) capacity B) flexibility C) volatility D) sustainability E) complexity
Q:
What are the key dimensions to any organization's environment? A) conformity, criticality, and diffusivity B) complexity, volatility, and capacity C) complexity, diffusivity, and criticality D) conformity, criticality, and capacity E) criticality, volatility, diffusivity
Q:
Which of the following terms refers to the way an organization transfers inputs into outputs? A) volatility B) formalization C) complexity D) technology E) environment
Q:
Which of the following is most likely to be a characteristic of an organization pursuing a cost-minimization strategy? A) lack of tight control B) wide span of control C) low work specialization D) high centralization E) low formalization
Q:
Which of the following is most likely to be a characteristic of an organization pursuing an innovation strategy? A) high formalization B) high specialization C) decentralized control D) rigid departmentalization E) narrow span of control
Q:
Organizations following a(n) ________ strategy try to both minimize risk and maximize opportunity for profit, moving into new products or new markets only after innovators have proven their viability. A) innovation B) cost-cutting C) imitation D) organic E) mechanistic
Q:
A(n) ________ strategy emphasizes the introduction of major new products and services. A) innovation B) cost-minimization C) imitation D) organic E) mechanistic
Q:
Which of the following is typically a characteristic of the mechanistic model of organization? A) low formalization B) rigid departmentalization C) decentralized management D) wide spans of control E) low specialization
Q:
Which of the following is typically a characteristic of an organic model of organization? A) narrow spans of control B) centralization C) free flow of information D) high formalization E) inflexibility
Q:
A(n) ________ model is a structure that is flat, uses cross-hierarchical and cross-functional teams, has low formalization, possesses a comprehensive information network, and relies on participative decision making. A) mechanistic B) organic C) boundaryless D) network E) pyramidal
Q:
A(n) ________ model is generally synonymous with the bureaucracy in that it has highly standardized processes for work, high formalization, and more managerial hierarchy. A) mechanistic B) organic C) network D) boundaryless E) pyramidal
Q:
________ is a systematic effort to make an organization leaner by selling off business units, closing locations, or reducing staff. A) Removing boundaries B) Departmentalizing C) Decentralizing D) Downsizing E) Formalizing
Q:
Which of the following is a method that companies can use to break down cultural barriers in the global market? A) increase the degree of formalization B) use only organic structures C) increase the degree of centralization D) limit global expansion E) form strategic alliances
Q:
You decide to eliminate horizontal, vertical, and external barriers within your organization. You want to operate as a ________ organization. A) matrix B) formalized C) team structure D) boundaryless E) centralized
Q:
You have learned about the traditional and new design options for organizational structures. You have decided that one of the designs developed during the last decade or two is probably the most appropriate for your newly formed organization. You have recently started your business with a small capital investment. Your business needs a very high degree of flexibility so that you can quickly respond to environmental changes and you are also interested in minimizing costs. Which of the following types of organizations is best suitable for your business? A) a highly centralized organization B) a virtual organization C) a formalized organization D) a bureaucracy E) a hierarchical organization