Question 1

More complex issues are associated with double-looped learning,as opposed to single-looped learning.

Accepted Answer

A) True 
 B)False

Question 2

Change often fails because:

Accepted Answer

A) faulty thinking 
B) lack of resources 
C) lack of acceptance 
D) all of the above 
A) faulty thinking 
B) lack of resources 
C) lack of acceptance 
D) all of the above

Question 3

Match the options below with the correct phrases:
-continuous-process production

Accepted Answer

A) a closed, rigid, formal, and centralized structure of organization 
B) the creation of or change to an organization 
C) unit production technology 
D) an organizational design that simultaneously uses functional and divisional elements 
E) an organizational design grouping departments by products, geography, or customers
F)an organizational design that consolidates separate functions into a focused group
G)the overall "expertise" used to transform inputs into outputs within organizations
H)the technology used to manufacture a large volume of standardized products
I)an open, flexible, free-flowing, and decentralized structure of organization
J)a technology using mechanical and chemical processes that excludes employees
K)an organizational design that relies heavily on external contract services for critical functions
L)the evolution of an organization
M)an organizational structure comprised of sales, marketing, production, shipping, and other departments
N)revolutionizing assembly lines
O)the primary characteristic of organic organizations
P)same as mass production technology 
A) a closed, rigid, formal, and centralized structure of organization 
B) the creation of or change to an organization 
C) unit production technology 
D) an organizational design that simultaneously uses functional and divisional elements 
E) an organizational design grouping departments by products, geography, or customers
F)an organizational design that consolidates separate functions into a focused group
G)the overall "expertise" used to transform inputs into outputs within organizations
H)the technology used to manufacture a large volume of standardized products
I)an open, flexible, free-flowing, and decentralized structure of organization
J)a technology using mechanical and chemical processes that excludes employees
K)an organizational design that relies heavily on external contract services for critical functions
L)the evolution of an organization
M)an organizational structure comprised of sales, marketing, production, shipping, and other departments
N)revolutionizing assembly lines
O)the primary characteristic of organic organizations
P)same as mass production technology

Question 4

The first step in the process of planned change is ____________.

Accepted Answer

A) develop the goal(s) 
B) recognize the need for change 
C) diagnose the problem 
D) select the method of intervention 
A) develop the goal(s) 
B) recognize the need for change 
C) diagnose the problem 
D) select the method of intervention

Question 5

A management technique for instituting change by thoroughly analyzing problems and implementing long-term solutions is known as ____________.

Accepted Answer

A) management by objectives 
B) creative management 
C) organizational development 
D) occupational coordination 
A) management by objectives 
B) creative management 
C) organizational development 
D) occupational coordination

Question 6

Intrateam structure decisions always go to the top of the hierarchy for approval.

Accepted Answer

A) True 
 B)False

Question 7

A unit within an organization that is based on the shared values,norms,and beliefs of its members is a(n):

Accepted Answer

A) organization. 
B) department. 
C) division. 
D) subculture. 
A) organization. 
B) department. 
C) division. 
D) subculture.

Question 8

Counting the employees will indicate the size of an organization.

Accepted Answer

A) True 
 B)False

Question 9

Match the options below with the correct phrases:
-organizational learning

Accepted Answer

A) a plan focusing upon anticipation of potential changes 
B) comprised of opposing forces 
C) a thorough analysis of problems followed by long-term solutions 
D) I can rely on you...and you can rely on me! 
E) an organization subset of shared values, norms, and beliefs
F)crisis, spontaneous management
G)the actuator of change
H)melt it down, change it, and refreeze it
I)an alteration in the work environment
J)the ability to blend the new into the old in attempt to improve
K)the total system of shared beliefs, values, and norms that make up the socialization of employees
L)happens overnight
M)it takes a long time to occur
N)small batch technology
O)a set of online technologies enabling collaboration 
A) a plan focusing upon anticipation of potential changes 
B) comprised of opposing forces 
C) a thorough analysis of problems followed by long-term solutions 
D) I can rely on you...and you can rely on me! 
E) an organization subset of shared values, norms, and beliefs
F)crisis, spontaneous management
G)the actuator of change
H)melt it down, change it, and refreeze it
I)an alteration in the work environment
J)the ability to blend the new into the old in attempt to improve
K)the total system of shared beliefs, values, and norms that make up the socialization of employees
L)happens overnight
M)it takes a long time to occur
N)small batch technology
O)a set of online technologies enabling collaboration

Question 10

Once a company completes the organizing function,it rarely rethinks or reorganizes its structure.

Accepted Answer

A) True 
 B)False

Question 11

The socialization of employees does not effect corporate cultures.

Accepted Answer

A) True 
 B)False

Question 12

An uncertain environment calls for a mechanistic structure that emphasizes flexibility,coordination,and less formal procedures.

Accepted Answer

A) True 
 B)False

Question 13

The team structure of organizational design is an ancient,historical concept.

Accepted Answer

A) True 
 B)False

Question 14

Efforts of managers and employees to create cultures are always planned and intentional.

Accepted Answer

A) True 
 B)False

Question 15

Which of the following structural characteristics does not exist in the earliest (birth)stage of an organization?

Accepted Answer

A) The owner/manager telling employees what to do. 
B) Various employees collectively pitching in and helping others do their work. 
C) Few,if any rules-none written. 
D) Policy and procedure manuals guide and assist employees. 
A) The owner/manager telling employees what to do. 
B) Various employees collectively pitching in and helping others do their work. 
C) Few,if any rules-none written. 
D) Policy and procedure manuals guide and assist employees.

Question 16

The key or core processes that interconnect the elements of the organizational culture are encompassed around ____________.

Accepted Answer

A) communication 
B) profits 
C) production times 
D) service 
A) communication 
B) profits 
C) production times 
D) service

Question 17

By intention,a matrix structure of organizational design violates which management principle?

Accepted Answer

A) span of control 
B) delegation of authority 
C) unity of command 
D) assignment of responsibility 
A) span of control 
B) delegation of authority 
C) unity of command 
D) assignment of responsibility

Question 18

The task of defining the culture often begins with the:

Accepted Answer

A) operating plans. 
B) chain of command. 
C) organization's founder. 
D) division of labor. 
A) operating plans. 
B) chain of command. 
C) organization's founder. 
D) division of labor.

Question 19

The individual who implements the planned change is known as a(n)____________.

Accepted Answer

A) change investigator 
B) change person 
C) change agent 
D) eternal change optimist 
A) change investigator 
B) change person 
C) change agent 
D) eternal change optimist

Question 20

Match the options below with the correct phrases:
-organic structure

Accepted Answer

A) a closed, rigid, formal, and centralized structure of organization 
B) the creation of or change to an organization 
C) unit production technology 
D) an organizational design that simultaneously uses functional and divisional elements 
E) an organizational design grouping departments by products, geography, or customers
F)an organizational design that consolidates separate functions into a focused group
G)the overall "expertise" used to transform inputs into outputs within organizations
H)the technology used to manufacture a large volume of standardized products
I)an open, flexible, free-flowing, and decentralized structure of organization
J)a technology using mechanical and chemical processes that excludes employees
K)an organizational design that relies heavily on external contract services for critical functions
L)the evolution of an organization
M)an organizational structure comprised of sales, marketing, production, shipping, and other departments
N)revolutionizing assembly lines
O)the primary characteristic of organic organizations
P)same as mass production technology 
A) a closed, rigid, formal, and centralized structure of organization 
B) the creation of or change to an organization 
C) unit production technology 
D) an organizational design that simultaneously uses functional and divisional elements 
E) an organizational design grouping departments by products, geography, or customers
F)an organizational design that consolidates separate functions into a focused group
G)the overall "expertise" used to transform inputs into outputs within organizations
H)the technology used to manufacture a large volume of standardized products
I)an open, flexible, free-flowing, and decentralized structure of organization
J)a technology using mechanical and chemical processes that excludes employees
K)an organizational design that relies heavily on external contract services for critical functions
L)the evolution of an organization
M)an organizational structure comprised of sales, marketing, production, shipping, and other departments
N)revolutionizing assembly lines
O)the primary characteristic of organic organizations
P)same as mass production technology

More complex issues are associated with double-looped learning,as opposed to single-looped learning.

Change often fails because:

Match the options below with the correct phrases: -continuous-process production

The first step in the process of planned change is ____________.

A management technique for instituting change by thoroughly analyzing problems and implementing long-term solutions is known as ____________.

Intrateam structure decisions always go to the top of the hierarchy for approval.

A unit within an organization that is based on the shared values,norms,and beliefs of its members is a(n):

Counting the employees will indicate the size of an organization.

Match the options below with the correct phrases: -organizational learning

Once a company completes the organizing function,it rarely rethinks or reorganizes its structure.

The socialization of employees does not effect corporate cultures.

An uncertain environment calls for a mechanistic structure that emphasizes flexibility,coordination,and less formal procedures.

The team structure of organizational design is an ancient,historical concept.

Efforts of managers and employees to create cultures are always planned and intentional.

Which of the following structural characteristics does not exist in the earliest (birth)stage of an organization?

The key or core processes that interconnect the elements of the organizational culture are encompassed around ____________.

By intention,a matrix structure of organizational design violates which management principle?

The task of defining the culture often begins with the:

The individual who implements the planned change is known as a(n)____________.

Match the options below with the correct phrases: -organic structure

Management: An Overview

Management Thought: Past and Present

The Managers Environment

Planning and Strategy

Managements Commitments to Quality and Productivity

Making Decisions

Organizing Principles

Management Ethics and Social Responsibility

Staffing the Workforce

Communication: Interpersonal and Organizational

Human Motivation

Leadership

Team Management and Conflict

Information Management Systems

Control: Purpose, Process, and Techniques

Filters

Exam 8: Organizational Design, Culture, and Change

More complex issues are associated with double-looped learning,as opposed to single-looped learning.

Change often fails because:

Match the options below with the correct phrases: -continuous-process production

The first step in the process of planned change is ____________.

A management technique for instituting change by thoroughly analyzing problems and implementing long-term solutions is known as ____________.

Intrateam structure decisions always go to the top of the hierarchy for approval.

A unit within an organization that is based on the shared values,norms,and beliefs of its members is a(n):

Counting the employees will indicate the size of an organization.

Match the options below with the correct phrases: -organizational learning

Once a company completes the organizing function,it rarely rethinks or reorganizes its structure.

The socialization of employees does not effect corporate cultures.

An uncertain environment calls for a mechanistic structure that emphasizes flexibility,coordination,and less formal procedures.

The team structure of organizational design is an ancient,historical concept.

Efforts of managers and employees to create cultures are always planned and intentional.

Which of the following structural characteristics does not exist in the earliest (birth)stage of an organization?

The key or core processes that interconnect the elements of the organizational culture are encompassed around ____________.

By intention,a matrix structure of organizational design violates which management principle?

The task of defining the culture often begins with the:

The individual who implements the planned change is known as a(n)____________.

Match the options below with the correct phrases: -organic structure

Management: An Overview

Management Thought: Past and Present

The Managers Environment

Planning and Strategy

Managements Commitments to Quality and Productivity

Making Decisions

Organizing Principles

Management Ethics and Social Responsibility

Staffing the Workforce

Communication: Interpersonal and Organizational

Human Motivation

Leadership

Team Management and Conflict

Information Management Systems

Control: Purpose, Process, and Techniques

Filters