Question 1

A(n) _____ is any group of individuals who have some stake in the organization's operation or success.

Accepted Answer

A) affinity group 
B) strategic constituency 
C) reference group 
D) social group 
E) clique 
A) affinity group 
B) strategic constituency 
C) reference group 
D) social group 
E) clique B

Question 2

According to the criterion of _____, effectiveness is gauged by how well the organization acquires necessary supplies.

Accepted Answer

A) strategic constituencies satisfaction 
B) goal accomplishment 
C) external processes 
D) internal processes 
E) resource acquisition 
A) strategic constituencies satisfaction 
B) goal accomplishment 
C) external processes 
D) internal processes 
E) resource acquisition E

Question 3

A _____ is a group of people working together to collectively enhance their capacities to create results that they truly care about.

Accepted Answer

A) closed system 
B) legacy organization 
C) downsized system 
D) traditional organization 
E) learning organization 
A) closed system 
B) legacy organization 
C) downsized system 
D) traditional organization 
E) learning organization E

Question 4

Which of the following is true of horizontal organization designs?

Accepted Answer

A) They generally hamper coordination and communication in organizations. 
B) It makes it difficult for cross-functional teams to arrive at creative solutions for problems. 
C) The teams' speed and efficiency while developing new products slows down considerably. 
D) They rarely leave any scope for knowledge sharing. 
E) They require employees who can rise to the challenges of empowerment. 
A) They generally hamper coordination and communication in organizations. 
B) It makes it difficult for cross-functional teams to arrive at creative solutions for problems. 
C) The teams' speed and efficiency while developing new products slows down considerably. 
D) They rarely leave any scope for knowledge sharing. 
E) They require employees who can rise to the challenges of empowerment.

Question 5

Instead of outsourcing parts of a product, a modular organization outsources its processes.

Accepted Answer

A) True 
 B)False

Question 6

A hollow organization results from strategic application of the trend toward:

Accepted Answer

A) insourcing. 
B) coinsuring. 
C) telecommuting. 
D) outsourcing. 
E) botsourcing. 
A) insourcing. 
B) coinsuring. 
C) telecommuting. 
D) outsourcing. 
E) botsourcing.

Question 7

The goal accomplishment approach to assessing the effectiveness of an organization is appropriate when inputs have traceable effects on outputs.

Accepted Answer

A) True 
 B)False

Question 8

A(n) _____ structure combines a vertical structure with an equally strong horizontal overlay.

Accepted Answer

A) network 
B) matrix 
C) bureaucratic 
D) entrepreneurial 
E) central 
A) network 
B) matrix 
C) bureaucratic 
D) entrepreneurial 
E) central

Question 9

An organization that proactively creates, acquires, and transfers knowledge and that changes its behavior on the basis of new knowledge and insights is known as a:

Accepted Answer

A) learning organization. 
B) downsized system. 
C) legacy organization. 
D) closed system. 
E) traditional organization. 
A) learning organization. 
B) downsized system. 
C) legacy organization. 
D) closed system. 
E) traditional organization.

Question 10

Which of the following structures combines functional and divisional chains of command to form a grid with two command structures?

Accepted Answer

A) Hollow structure 
B) Modular structure 
C) Matrix structure 
D) Project structure 
E) Product structure 
A) Hollow structure 
B) Modular structure 
C) Matrix structure 
D) Project structure 
E) Product structure

Question 11

_____ is defined as the structures of accountability and responsibility used to develop and implement strategies, and the human resource practices and information and business processes that activate those structures.

Accepted Answer

A) Organizational chart 
B) Organizational culture 
C) Organizational psychology 
D) Organizational assimilation 
E) Organizational design 
A) Organizational chart 
B) Organizational culture 
C) Organizational psychology 
D) Organizational assimilation 
E) Organizational design

Question 12

Which of the following is a characteristic of a mechanistic organization?

Accepted Answer

A) It has a democratic decision-making style. 
B) It uses a lateral communication pattern. 
C) It has a low degree of hierarchical control. 
D) It has flexible and varied tasks. 
E) It places a high emphasis on obedience and loyalty. 
A) It has a democratic decision-making style. 
B) It uses a lateral communication pattern. 
C) It has a low degree of hierarchical control. 
D) It has flexible and varied tasks. 
E) It places a high emphasis on obedience and loyalty.

Question 13

Organization theorists refer to coordination of effort, a common goal, division of labor, and a hierarchy of authority as the organization's:

Accepted Answer

A) value system. 
B) technical system. 
C) managerial system. 
D) structure. 
E) goal. 
A) value system. 
B) technical system. 
C) managerial system. 
D) structure. 
E) goal.

Question 14

Command-and-control communication characterizes the organic factory.

Accepted Answer

A) True 
 B)False

Question 15

Which of the following is true regarding line and staff positions?

Accepted Answer

A) Staff personnel occupy formal decision-making positions within the chain of command. 
B) Line personnel are responsible for supplying background research to the staff personnel. 
C) On an organizational chart, generally, line positions are connected by dotted lines. 
D) On an organizational chart, generally, staff positions are indicated by solid lines. 
E) The president and executive directors of a company are examples of line managers. 
A) Staff personnel occupy formal decision-making positions within the chain of command. 
B) Line personnel are responsible for supplying background research to the staff personnel. 
C) On an organizational chart, generally, line positions are connected by dotted lines. 
D) On an organizational chart, generally, staff positions are indicated by solid lines. 
E) The president and executive directors of a company are examples of line managers.

Question 16

An organization chart reveals an organization's:

Accepted Answer

A) line and staff positions. 
B) suppliers. 
C) customers. 
D) relationship with the environment. 
E) economic efficiency criteria. 
A) line and staff positions. 
B) suppliers. 
C) customers. 
D) relationship with the environment. 
E) economic efficiency criteria.

Question 17

Which of the following is a characteristic of a mechanistic organization?

Accepted Answer

A) It has a rigid bureaucracy. 
B) The tasks are broadly defined. 
C) The communications follow a bottom-up approach. 
D) They have flexible networks. 
E) The multitalented individuals perform a variety of tasks. 
A) It has a rigid bureaucracy. 
B) The tasks are broadly defined. 
C) The communications follow a bottom-up approach. 
D) They have flexible networks. 
E) The multitalented individuals perform a variety of tasks.

Question 18

When measuring organizational effectiveness, the _____ approach is appropriate when organizational performance is strongly influenced by specific processes.

Accepted Answer

A) internal processes 
B) goal accomplishment 
C) stakeholder audit 
D) strategic constituencies 
E) resource acquisition 
A) internal processes 
B) goal accomplishment 
C) stakeholder audit 
D) strategic constituencies 
E) resource acquisition

Question 19

Instead of relying heavily on face-to-face meetings, members of _____ organizations send e-mail and voice-mail messages, exchange project information over the Internet, and convene videoconferences among dispersed participants.

Accepted Answer

A) brick-and-mortar 
B) virtual 
C) traditional 
D) horizontal 
E) vertical 
A) brick-and-mortar 
B) virtual 
C) traditional 
D) horizontal 
E) vertical

Question 20

In a matrix structure, the vertical overlay represents a product line, brand, customer group, or geographic region and the horizontal overlay represents the functional departments.

Accepted Answer

A) True 
 B)False

A(n) _____ is any group of individuals who have some stake in the organization's operation or success.

According to the criterion of _____, effectiveness is gauged by how well the organization acquires necessary supplies.

A _____ is a group of people working together to collectively enhance their capacities to create results that they truly care about.

Which of the following is true of horizontal organization designs?

Instead of outsourcing parts of a product, a modular organization outsources its processes.

A hollow organization results from strategic application of the trend toward:

The goal accomplishment approach to assessing the effectiveness of an organization is appropriate when inputs have traceable effects on outputs.

A(n) _____ structure combines a vertical structure with an equally strong horizontal overlay.

An organization that proactively creates, acquires, and transfers knowledge and that changes its behavior on the basis of new knowledge and insights is known as a:

Which of the following structures combines functional and divisional chains of command to form a grid with two command structures?

_____ is defined as the structures of accountability and responsibility used to develop and implement strategies, and the human resource practices and information and business processes that activate those structures.

Which of the following is a characteristic of a mechanistic organization?

Organization theorists refer to coordination of effort, a common goal, division of labor, and a hierarchy of authority as the organization's:

Command-and-control communication characterizes the organic factory.

Which of the following is true regarding line and staff positions?

An organization chart reveals an organization's:

Which of the following is a characteristic of a mechanistic organization?

When measuring organizational effectiveness, the _____ approach is appropriate when organizational performance is strongly influenced by specific processes.

Instead of relying heavily on face-to-face meetings, members of _____ organizations send e-mail and voice-mail messages, exchange project information over the Internet, and convene videoconferences among dispersed participants.

In a matrix structure, the vertical overlay represents a product line, brand, customer group, or geographic region and the horizontal overlay represents the functional departments.

Organizational Behavior: The Quest for People-Centered Organizations and Ethical Conduct

Managing Diversity: Releasing Every Employees Potential

Organizational Culture, Socialization, and Mentoring

International OB: Managing Across Cultures

Key Individual Differences and the Road to Success

Values, Attitudes, Job Satisfaction, and Counter-Productive Work Behaviors

Social Perception and Attributions

Foundations of Motivation

Improving Job Performance With Goals, Feedback, Rewards, and Positive Reinforcement

Group Dynamics

Developing and Leading Effective Teams

Individual and Group Decision Making

Managing Conflict and Negotiating

Communicating in the Digital Age

Influence, Empowerment, and Politics

Leadership

Managing Change and Stress

Filters

Exam 17: Organizational Design, Effectiveness, and Innovation

A(n) _____ is any group of individuals who have some stake in the organization's operation or success.

According to the criterion of _____, effectiveness is gauged by how well the organization acquires necessary supplies.

A _____ is a group of people working together to collectively enhance their capacities to create results that they truly care about.

Which of the following is true of horizontal organization designs?

Instead of outsourcing parts of a product, a modular organization outsources its processes.

A hollow organization results from strategic application of the trend toward:

The goal accomplishment approach to assessing the effectiveness of an organization is appropriate when inputs have traceable effects on outputs.

A(n) _____ structure combines a vertical structure with an equally strong horizontal overlay.

An organization that proactively creates, acquires, and transfers knowledge and that changes its behavior on the basis of new knowledge and insights is known as a:

Which of the following structures combines functional and divisional chains of command to form a grid with two command structures?

_____ is defined as the structures of accountability and responsibility used to develop and implement strategies, and the human resource practices and information and business processes that activate those structures.

Which of the following is a characteristic of a mechanistic organization?

Organization theorists refer to coordination of effort, a common goal, division of labor, and a hierarchy of authority as the organization's:

Command-and-control communication characterizes the organic factory.

Which of the following is true regarding line and staff positions?

An organization chart reveals an organization's:

Which of the following is a characteristic of a mechanistic organization?

When measuring organizational effectiveness, the _____ approach is appropriate when organizational performance is strongly influenced by specific processes.

Instead of relying heavily on face-to-face meetings, members of _____ organizations send e-mail and voice-mail messages, exchange project information over the Internet, and convene videoconferences among dispersed participants.

In a matrix structure, the vertical overlay represents a product line, brand, customer group, or geographic region and the horizontal overlay represents the functional departments.

Organizational Behavior: The Quest for People-Centered Organizations and Ethical Conduct

Managing Diversity: Releasing Every Employees Potential

Organizational Culture, Socialization, and Mentoring

International OB: Managing Across Cultures

Key Individual Differences and the Road to Success

Values, Attitudes, Job Satisfaction, and Counter-Productive Work Behaviors

Social Perception and Attributions

Foundations of Motivation

Improving Job Performance With Goals, Feedback, Rewards, and Positive Reinforcement

Group Dynamics

Developing and Leading Effective Teams

Individual and Group Decision Making

Managing Conflict and Negotiating

Communicating in the Digital Age

Influence, Empowerment, and Politics

Leadership

Managing Change and Stress

Filters