Question 1

As an analogy,organizational design is similar to assembling a jigsaw puzzle ____________.

Accepted Answer

A) without a picture or sample to work from 
B) by a group of disagreeing people 
C) without all the pieces required 
D) with a picture or sample to work from 
A) without a picture or sample to work from 
B) by a group of disagreeing people 
C) without all the pieces required 
D) with a picture or sample to work from

Question 2

Match the options below with the correct phrases:
-force field analysis

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 3

A centralized decision-making process is more characteristic of mechanistic structures.

Accepted Answer

A) True 
 B)False

Question 4

Achieving _________ changes can require a change in organizational culture or other elements.

Accepted Answer

A) operational 
B) structural 
C) strategic 
D) tactical 
A) operational 
B) structural 
C) strategic 
D) tactical

Question 5

Matrix structure projects are designed to maximize and economize resources and ____________.

Accepted Answer

A) financial paperwork 
B) support services 
C) divisional managers 
D) functional expertise 
A) financial paperwork 
B) support services 
C) divisional managers 
D) functional expertise

Question 6

Change is an antidote for businesses facing necessary re-organizational design.

Accepted Answer

A) True 
 B)False

Question 7

Size is not a factor that determines structural choice.

Accepted Answer

A) True 
 B)False

Question 8

A major disadvantage to network organizational structures is that management ____________.

Accepted Answer

A) loses profits 
B) stays committed to in-house functions 
C) increases overhead 
D) surrenders control 
A) loses profits 
B) stays committed to in-house functions 
C) increases overhead 
D) surrenders control

Question 9

Managers should find a way to tie all the departments together to ensure ____________ and ____________.

Accepted Answer

A) coordination,collaboration 
B) coordination,connectivity 
C) connectivity,collaboration 
D) collaboration,synergy 
A) coordination,collaboration 
B) coordination,connectivity 
C) connectivity,collaboration 
D) collaboration,synergy

Question 10

Nordstrom uses its employee handbook as a ____________.

Accepted Answer

A) symbol of core values 
B) tool for socialization 
C) new employee policy record 
D) way to keep everyone adhering to the same rules 
A) symbol of core values 
B) tool for socialization 
C) new employee policy record 
D) way to keep everyone adhering to the same rules

Question 11

Match the options below with the correct phrases:
-three-step approach

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 12

Match the options below with the correct phrases:
-functional 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

Question 13

A continuous,accusatory reference by employees toward management such as "they did it" would typify which source of resistance to change?

Accepted Answer

A) selective perception 
B) loss of power and control 
C) loss of security 
D) fear of economic loss 
A) selective perception 
B) loss of power and control 
C) loss of security 
D) fear of economic loss

Question 14

An organizational design that groups departments based on organizational outputs is called:

Accepted Answer

A) functional structure. 
B) divisional structure. 
C) matrix. 
D) team. 
A) functional structure. 
B) divisional structure. 
C) matrix. 
D) team.

Question 15

Honoring,respecting,and encouraging suggestions by management shapes the corporate culture.

Accepted Answer

A) True 
 B)False

Question 16

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

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 17

Key organizational processes are the liaison between cultural-shaping factors.

Accepted Answer

A) True 
 B)False

Question 18

Single-looped learning situations deal with multiple alternatives.

Accepted Answer

A) True 
 B)False

As an analogy,organizational design is similar to assembling a jigsaw puzzle ____________.

Match the options below with the correct phrases: -force field analysis

A centralized decision-making process is more characteristic of mechanistic structures.

Achieving _________ changes can require a change in organizational culture or other elements.

Matrix structure projects are designed to maximize and economize resources and ____________.

Change is an antidote for businesses facing necessary re-organizational design.

Size is not a factor that determines structural choice.

A major disadvantage to network organizational structures is that management ____________.

Managers should find a way to tie all the departments together to ensure and .

Nordstrom uses its employee handbook as a ____________.

Match the options below with the correct phrases: -three-step approach

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

A continuous,accusatory reference by employees toward management such as "they did it" would typify which source of resistance to change?

An organizational design that groups departments based on organizational outputs is called:

Honoring,respecting,and encouraging suggestions by management shapes the corporate culture.

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

Key organizational processes are the liaison between cultural-shaping factors.

Single-looped learning situations deal with multiple alternatives.

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

As an analogy,organizational design is similar to assembling a jigsaw puzzle ____________.

Match the options below with the correct phrases: -force field analysis

A centralized decision-making process is more characteristic of mechanistic structures.

Achieving _________ changes can require a change in organizational culture or other elements.

Matrix structure projects are designed to maximize and economize resources and ____________.

Change is an antidote for businesses facing necessary re-organizational design.

Size is not a factor that determines structural choice.

A major disadvantage to network organizational structures is that management ____________.

Managers should find a way to tie all the departments together to ensure ____________ and ____________.

Nordstrom uses its employee handbook as a ____________.

Match the options below with the correct phrases: -three-step approach

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

A continuous,accusatory reference by employees toward management such as "they did it" would typify which source of resistance to change?

An organizational design that groups departments based on organizational outputs is called:

Honoring,respecting,and encouraging suggestions by management shapes the corporate culture.

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

Key organizational processes are the liaison between cultural-shaping factors.

Single-looped learning situations deal with multiple alternatives.

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

Managers should find a way to tie all the departments together to ensure and .