Question 1

When is an organization in a state of inertia?

Accepted Answer

A)  When it increases the forces for change 
B)  When it reduces resistance to change 
C)  When the forces are evenly balanced 
D)  When the two opposing forces increase together 
E)  When the two opposing forces decrease together 
A)  When it increases the forces for change 
B)  When it reduces resistance to change 
C)  When the forces are evenly balanced 
D)  When the two opposing forces increase together 
E)  When the two opposing forces decrease together

Question 2

Which of the following is true of revolutionary change?

Accepted Answer

A)  It is gradual 
B)  It is incremental 
C)  It is narrowly focused 
D)  It is constant attempt to improve 
E)  It is dramatic 
A)  It is gradual 
B)  It is incremental 
C)  It is narrowly focused 
D)  It is constant attempt to improve 
E)  It is dramatic

Question 3

Once managers have measured actual performance, they should:

Accepted Answer

A)  revise accepted standards. 
B)  compare actual performance to the standards. 
C)  establish the standards of performance. 
D)  initiate corrective action. 
E)  develop goals and objectives. 
A)  revise accepted standards. 
B)  compare actual performance to the standards. 
C)  establish the standards of performance. 
D)  initiate corrective action. 
E)  develop goals and objectives.

Question 4

The formal monitoring, evaluation, and feedback systems that allow managers to determine if the organization's strategy and structure are working according to plans are known as _____ systems.

Accepted Answer

A)  social 
B)  routine 
C)  control 
D)  nonprogrammed 
E)  classical 
A)  social 
B)  routine 
C)  control 
D)  nonprogrammed 
E)  classical

Question 5

Which of the following is the first step of the control process?

Accepted Answer

A)  Measuring actual performance 
B)  Comparing actual performance against chosen standards 
C)  Evaluating the results of comparison 
D)  Establishing the standards of performance 
E)  Initiating corrective action 
A)  Measuring actual performance 
B)  Comparing actual performance against chosen standards 
C)  Evaluating the results of comparison 
D)  Establishing the standards of performance 
E)  Initiating corrective action

Question 6

Control helps managers respond more effectively to customers.

Accepted Answer

A) True 
 B)False

Question 7

A control system must be rigid in order to be effective.

Accepted Answer

A) True 
 B)False

Question 8

Behaviors are typically easier to measure than outputs because they are more tangible and objective.

Accepted Answer

A) True 
 B)False

Question 9

An important characteristic of management by objectives is its non-participatory nature.

Accepted Answer

A) True 
 B)False

Question 10

Discuss the problems associated with bureaucratic control.

Accepted Answer

There are various problems associated wi

Question 11

The control exerted on individuals and groups in an organization by shared values, norms, standards of behavior, and expectations is called:

Accepted Answer

A)  output control. 
B)  clan control. 
C)  procedural control. 
D)  feedback control. 
E)  culture control. 
A)  output control. 
B)  clan control. 
C)  procedural control. 
D)  feedback control. 
E)  culture control.

Question 12

Bureaucratic rules constrain and standardize behavior and encourage people to think for themselves.

Accepted Answer

A) True 
 B)False

Question 13

Describe the four steps of the control process.

Accepted Answer

The control process consists of the four

Question 14

The set of values, norms, and expectations of behavior which control the ways in which workers interact with one another within the organization is known as:

Accepted Answer

A)  organizational goals. 
B)  organizational culture. 
C)  control procedures. 
D)  SOPs. 
E)  rule-based culture. 
A)  organizational goals. 
B)  organizational culture. 
C)  control procedures. 
D)  SOPs. 
E)  rule-based culture.

Question 15

Top-down change is typically more gradual or evolutionary than bottom-up change.

Accepted Answer

A) True 
 B)False

Question 16

An organization monitors the number of customer returns for each product model as a part of an attempt to recognize defective products. This is an example of:

Accepted Answer

A)  feedforward control. 
B)  concurrent control. 
C)  clan control. 
D)  feedback control. 
E)  bureaucratic control. 
A)  feedforward control. 
B)  concurrent control. 
C)  clan control. 
D)  feedback control. 
E)  bureaucratic control.

Question 17

Organizational change is the movement of an organization away from its present state toward some preferred future state to increase its efficiency and effectiveness.

Accepted Answer

A) True 
 B)False

Question 18

The more complex a job is, the more difficult it is for a manager to evaluate how well a subordinate is performing.

Accepted Answer

A) True 
 B)False

Question 19

According to Lewin's force-field theory, what must an organization do to change?

Accepted Answer

A)  Increase the forces for change and resistance to change 
B)  Decrease the forces for change and resistance to change 
C)  Increase the forces for change and reduce resistance to change 
D)  Increase resistance to change 
E)  Decrease the forces for change 
A)  Increase the forces for change and resistance to change 
B)  Decrease the forces for change and resistance to change 
C)  Increase the forces for change and reduce resistance to change 
D)  Increase resistance to change 
E)  Decrease the forces for change

Question 20

The process of comparing one company's performance on specific dimensions with the performance of other high performing organizations is called benchmarking.

Accepted Answer

A) True 
 B)False

When is an organization in a state of inertia?

Which of the following is true of revolutionary change?

Once managers have measured actual performance, they should:

The formal monitoring, evaluation, and feedback systems that allow managers to determine if the organization's strategy and structure are working according to plans are known as _____ systems.

Which of the following is the first step of the control process?

Control helps managers respond more effectively to customers.

A control system must be rigid in order to be effective.

Behaviors are typically easier to measure than outputs because they are more tangible and objective.

An important characteristic of management by objectives is its non-participatory nature.

Discuss the problems associated with bureaucratic control.

The control exerted on individuals and groups in an organization by shared values, norms, standards of behavior, and expectations is called:

Bureaucratic rules constrain and standardize behavior and encourage people to think for themselves.

Describe the four steps of the control process.

The set of values, norms, and expectations of behavior which control the ways in which workers interact with one another within the organization is known as:

Top-down change is typically more gradual or evolutionary than bottom-up change.

An organization monitors the number of customer returns for each product model as a part of an attempt to recognize defective products. This is an example of:

Organizational change is the movement of an organization away from its present state toward some preferred future state to increase its efficiency and effectiveness.

The more complex a job is, the more difficult it is for a manager to evaluate how well a subordinate is performing.

According to Lewin's force-field theory, what must an organization do to change?

The process of comparing one company's performance on specific dimensions with the performance of other high performing organizations is called benchmarking.

Managers and Managing

The Evolution of Management

Values, Attitudes, Emotions, and Culture: the Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Human Resource Management

Motivation Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

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Exam 11: Organizational Control and Change

When is an organization in a state of inertia?

Which of the following is true of revolutionary change?

Once managers have measured actual performance, they should:

The formal monitoring, evaluation, and feedback systems that allow managers to determine if the organization's strategy and structure are working according to plans are known as _____ systems.

Which of the following is the first step of the control process?

Control helps managers respond more effectively to customers.

A control system must be rigid in order to be effective.

Behaviors are typically easier to measure than outputs because they are more tangible and objective.

An important characteristic of management by objectives is its non-participatory nature.

Discuss the problems associated with bureaucratic control.

The control exerted on individuals and groups in an organization by shared values, norms, standards of behavior, and expectations is called:

Bureaucratic rules constrain and standardize behavior and encourage people to think for themselves.

Describe the four steps of the control process.

The set of values, norms, and expectations of behavior which control the ways in which workers interact with one another within the organization is known as:

Top-down change is typically more gradual or evolutionary than bottom-up change.

An organization monitors the number of customer returns for each product model as a part of an attempt to recognize defective products. This is an example of:

Organizational change is the movement of an organization away from its present state toward some preferred future state to increase its efficiency and effectiveness.

The more complex a job is, the more difficult it is for a manager to evaluate how well a subordinate is performing.

According to Lewin's force-field theory, what must an organization do to change?

The process of comparing one company's performance on specific dimensions with the performance of other high performing organizations is called benchmarking.

Managers and Managing

The Evolution of Management

Values, Attitudes, Emotions, and Culture: the Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Human Resource Management

Motivation Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

Filters