Question 1

What are the three key factors that distract managers from learning from success?

Accepted Answer

There are three key factors that distrac

Question 2

Decision making tends to be centralized in mechanistic organizations.

Accepted Answer

A) True 
 B)False

Question 3

Which of the following is true of organizations designed horizontally?

Accepted Answer

A) The organization seldom allows its suppliers and customers to influence performance. 
B) The people are organized into cross-functional teams. 
C) The teams are organized around tasks rather than complete workflow processes. 
D) The organization has a strict hierarchy. 
E) The organization rarely provides any external expertise. 
A) The organization seldom allows its suppliers and customers to influence performance. 
B) The people are organized into cross-functional teams. 
C) The teams are organized around tasks rather than complete workflow processes. 
D) The organization has a strict hierarchy. 
E) The organization rarely provides any external expertise.

Question 4

A stakeholder audit enables management to identify all parties significantly impacted by the organization's performance.

Accepted Answer

A) True 
 B)False

Question 5

Efron & Co. have been active in the cell phone manufacturing business for the last two years and have been the market leaders for the last one-and-a-half years. Recently, its research and development department has suggested adding a few games to the phone that they say will attract people in the age group of 15 to 25 years. However, Charlotte, the head of the marketing department, declined to make any changes to the existing product, stating that the product was already a huge success so there was no need to make any changes to it. Charlotte is displaying a(n):

Accepted Answer

A) anchoring bias. 
B) bandwagon bias. 
C) congruence bias. 
D) decision-making bias. 
E) endowment bias. 
A) anchoring bias. 
B) bandwagon bias. 
C) congruence bias. 
D) decision-making bias. 
E) endowment bias.

Question 6

Innovation can begin and sustain in an organization whose culture rarely supports experimentation.

Accepted Answer

A) True 
 B)False

Question 7

Smith & Co. has divided its employees into various groups like manufacturing, marketing, and finance. Smith & Johnson is said to have a(n) _____ structure.

Accepted Answer

A) entrepreneurial 
B) project 
C) hollow 
D) modular 
E) functional 
A) entrepreneurial 
B) project 
C) hollow 
D) modular 
E) functional

Question 8

A hollow organization results from strategic application of the trend toward outsourcing.

Accepted Answer

A) True 
 B)False

Question 9

Organizations defined by the traditional approach tend to have functional, divisional, and/or matrix structures.

Accepted Answer

A) True 
 B)False

Question 10

A(n) _____ represents group members' shared, organized understanding and mental representation of knowledge about key elements of the group's relevant environment.

Accepted Answer

A) transactive memory system 
B) team mental model 
C) mental performance measurement 
D) organizational design 
E) systemic structure 
A) transactive memory system 
B) team mental model 
C) mental performance measurement 
D) organizational design 
E) systemic structure

Question 11

Innovation is a spur-of-the-moment thing in which an idea is hatched.

Accepted Answer

A) True 
 B)False

Question 12

The internal process approach to assessing the effectiveness of an organization is appropriate when powerful stakeholders can significantly benefit or harm the organization.

Accepted Answer

A) True 
 B)False

Question 13

While the rest of the academia is suffering from labor shortages, Southwestern University averages five applicants for every position opening. With this ratio of applicants to openings, the university can pick and choose from among the top candidates. Southwestern University is successful according to which organizational effectiveness criterion?

Accepted Answer

A) Resource acquisition 
B) Internal processes 
C) External processes 
D) Goal accomplishment 
E) Strategic constituencies satisfaction 
A) Resource acquisition 
B) Internal processes 
C) External processes 
D) Goal accomplishment 
E) Strategic constituencies satisfaction

Question 14

The creation of something new that makes money and finds a pathway to the consumer is known as:

Accepted Answer

A) invention. 
B) innovation. 
C) creativity. 
D) integration. 
E) diffusion. 
A) invention. 
B) innovation. 
C) creativity. 
D) integration. 
E) diffusion.

Question 15

According to the contingency approach to organization design, organizations tend to be more effective when they are structured to fit the demands of the situation.

Accepted Answer

A) True 
 B)False

Question 16

A functional structure can save money by grouping together people who need similar materials and equipment.

Accepted Answer

A) True 
 B)False

Question 17

A modular organization uses:

Accepted Answer

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

Question 18

Like divisional organizations, hollow organizations tap people in particular specialties, who may be more expert than the generalists of a functional or vertical organization.

Accepted Answer

A) True 
 B)False

Question 19

Which of the following is true of decentralized organizations?

Accepted Answer

A) The tasks are rigid and routine in nature. 
B) They are more adaptive to changing situations. 
C) They are more tightly controlled. 
D) The knowledge required for the task is more technical than general. 
E) The link between an individual's contribution and the organization's purpose is vague. 
A) The tasks are rigid and routine in nature. 
B) They are more adaptive to changing situations. 
C) They are more tightly controlled. 
D) The knowledge required for the task is more technical than general. 
E) The link between an individual's contribution and the organization's purpose is vague.

Question 20

An organization is a system of consciously coordinated activities or forces of two or more persons.

Accepted Answer

A) True 
 B)False

What are the three key factors that distract managers from learning from success?

Decision making tends to be centralized in mechanistic organizations.

Which of the following is true of organizations designed horizontally?

A stakeholder audit enables management to identify all parties significantly impacted by the organization's performance.

Innovation can begin and sustain in an organization whose culture rarely supports experimentation.

Smith & Co. has divided its employees into various groups like manufacturing, marketing, and finance. Smith & Johnson is said to have a(n) _____ structure.

A hollow organization results from strategic application of the trend toward outsourcing.

Organizations defined by the traditional approach tend to have functional, divisional, and/or matrix structures.

A(n) _____ represents group members' shared, organized understanding and mental representation of knowledge about key elements of the group's relevant environment.

Innovation is a spur-of-the-moment thing in which an idea is hatched.

The internal process approach to assessing the effectiveness of an organization is appropriate when powerful stakeholders can significantly benefit or harm the organization.

The creation of something new that makes money and finds a pathway to the consumer is known as:

According to the contingency approach to organization design, organizations tend to be more effective when they are structured to fit the demands of the situation.

A functional structure can save money by grouping together people who need similar materials and equipment.

A modular organization uses:

Like divisional organizations, hollow organizations tap people in particular specialties, who may be more expert than the generalists of a functional or vertical organization.

Which of the following is true of decentralized organizations?

An organization is a system of consciously coordinated activities or forces of two or more persons.

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

What are the three key factors that distract managers from learning from success?

Decision making tends to be centralized in mechanistic organizations.

Which of the following is true of organizations designed horizontally?

A stakeholder audit enables management to identify all parties significantly impacted by the organization's performance.

Innovation can begin and sustain in an organization whose culture rarely supports experimentation.

Smith & Co. has divided its employees into various groups like manufacturing, marketing, and finance. Smith & Johnson is said to have a(n) _____ structure.

A hollow organization results from strategic application of the trend toward outsourcing.

Organizations defined by the traditional approach tend to have functional, divisional, and/or matrix structures.

A(n) _____ represents group members' shared, organized understanding and mental representation of knowledge about key elements of the group's relevant environment.

Innovation is a spur-of-the-moment thing in which an idea is hatched.

The internal process approach to assessing the effectiveness of an organization is appropriate when powerful stakeholders can significantly benefit or harm the organization.

The creation of something new that makes money and finds a pathway to the consumer is known as:

According to the contingency approach to organization design, organizations tend to be more effective when they are structured to fit the demands of the situation.

A functional structure can save money by grouping together people who need similar materials and equipment.

A modular organization uses:

Like divisional organizations, hollow organizations tap people in particular specialties, who may be more expert than the generalists of a functional or vertical organization.

Which of the following is true of decentralized organizations?

An organization is a system of consciously coordinated activities or forces of two or more persons.

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