Question 1

Environmental uncertainty and volatility can be particularly damaging to __________.

Accepted Answer

A) simple designs 
B) adhocracies 
C) small firms 
D) large bureaucracies 
E) small bureaucracies 
A) simple designs 
B) adhocracies 
C) small firms 
D) large bureaucracies 
E) small bureaucracies

Question 2

Mimicry increases the number of decisions that need to be analyzed separately.

Accepted Answer

A) True 
 B)False

Question 3

Overall,the environment is __________ when the economy is growing,when individuals are improving their education,and when everyone that the organization relies upon is prospering.

Accepted Answer

The answer of Overall,the environment is __________ when the economy...

Question 4

Information technology has spawned a whole new series of corporations called e-businesses.

Accepted Answer

A) True 
 B)False

Question 5

One subtle example of cascading leadership is known as __________ where middle-level leaders try to mimic what they think the top-level leader would do in their situation.

Accepted Answer

intent of

Question 6

In the context of Thompson's view of technology,under __________,there is uncertainty as to how to produce desired outcomes and a group of specialists must be brought together interactively to use a variety of techniques to solve problems.

Accepted Answer

A) intensive technology 
B) mass production technology 
C) continuous-process technology 
D) mediating technology 
E) long-linked technology 
A) intensive technology 
B) mass production technology 
C) continuous-process technology 
D) mediating technology 
E) long-linked technology

Question 7

Strategy is the process of positioning the organization in the competitive environment and implementing actions to compete successfully.

Accepted Answer

A) True 
 B)False

Question 8

Joan Woodward's studies of technology concluded all of the following EXCEPT:

Accepted Answer

A) successful small-batch and continuous-process plants had flexible structures with small work groups at the bottom of the organization. 
B) less successful small-batch and continuous-process plants were more rigidly structured. 
C) successful mass production operations were rigidly structured and had large work groups at the bottom of the organization. 
D) less successful mass production operations were not rigidly structured. 
E) successful continuous process and mass production plants were flexibly structured with large work groups at the bottom of the organization. 
A) successful small-batch and continuous-process plants had flexible structures with small work groups at the bottom of the organization. 
B) less successful small-batch and continuous-process plants were more rigidly structured. 
C) successful mass production operations were rigidly structured and had large work groups at the bottom of the organization. 
D) less successful mass production operations were not rigidly structured. 
E) successful continuous process and mass production plants were flexibly structured with large work groups at the bottom of the organization.

Question 9

__________ is the combination of resources,knowledge,and techniques that creates a product or service output for an organization.

Accepted Answer

Operations

Question 10

In Japan,the network of relationships among well-established firms in many industries is called a __________.

Accepted Answer

The answer of In Japan,the network of relationships among well-established...

Question 11

A(n)__________ is a series of well-known routines for problem identification and alternative generation and analysis common to managers with a firm.

Accepted Answer

The answer of A(n)__________ is a series of well-known routines...

Question 12

The important mechanisms for retaining useful information are: individuals,culture,transformation mechanisms,formal structures,ecology,external archives,and internal information technologies.

Accepted Answer

A) True 
 B)False

Question 13

As firms mature,they can acquire knowledge through experience and systematic search.

Accepted Answer

A) True 
 B)False

Question 14

Briefly describe environmental complexity and its component factors.
Suggested

Accepted Answer

Environmental complexity refers to the m

Question 15

The production of men's custom-fitted suits is an example of __________ technology.

Accepted Answer

A) continuous-process 
B) small-batch 
C) intensive 
D) mediating 
E) long-linked 
A) continuous-process 
B) small-batch 
C) intensive 
D) mediating 
E) long-linked

Question 16

Successful organizations arrange their __________ to meet the dictates of their dominant technologies or workflows and information technology opportunities.

Accepted Answer

A) reward systems 
B) recruiting processes 
C) internal structures 
D) decision-making processes 
E) communications processes 
A) reward systems 
B) recruiting processes 
C) internal structures 
D) decision-making processes 
E) communications processes

Question 17

Oil refineries and automated chemical processing plants are examples of __________ technology.

Accepted Answer

A) long-linked 
B) continuous-process 
C) mediating 
D) small-batch 
E) intensive 
A) long-linked 
B) continuous-process 
C) mediating 
D) small-batch 
E) intensive

Question 18

Organizational design goes beyond indicating who reports to whom and what types of jobs are contained in each department.

Accepted Answer

A) True 
 B)False

Question 19

Large organizations cannot just be bigger versions of their smaller counterparts simply due to the fact that as the number of individuals in a firm increases arithmetically,the number of possible interconnections among them __________.

Accepted Answer

A) increases moderately 
B) decreases moderately 
C) increases geometrically 
D) decreases geometrically 
E) is unpredictable. 
A) increases moderately 
B) decreases moderately 
C) increases geometrically 
D) decreases geometrically 
E) is unpredictable.

Question 20

The organization's formal structure and the positions in the organization are less obvious but nonetheless important mechanisms for storing information.

Accepted Answer

A) True 
 B)False

Environmental uncertainty and volatility can be particularly damaging to __________.

Mimicry increases the number of decisions that need to be analyzed separately.

Overall,the environment is __________ when the economy is growing,when individuals are improving their education,and when everyone that the organization relies upon is prospering.

Information technology has spawned a whole new series of corporations called e-businesses.

One subtle example of cascading leadership is known as __________ where middle-level leaders try to mimic what they think the top-level leader would do in their situation.

In the context of Thompson's view of technology,under __________,there is uncertainty as to how to produce desired outcomes and a group of specialists must be brought together interactively to use a variety of techniques to solve problems.

Strategy is the process of positioning the organization in the competitive environment and implementing actions to compete successfully.

Joan Woodward's studies of technology concluded all of the following EXCEPT:

__________ is the combination of resources,knowledge,and techniques that creates a product or service output for an organization.

In Japan,the network of relationships among well-established firms in many industries is called a __________.

A(n)__________ is a series of well-known routines for problem identification and alternative generation and analysis common to managers with a firm.

The important mechanisms for retaining useful information are: individuals,culture,transformation mechanisms,formal structures,ecology,external archives,and internal information technologies.

As firms mature,they can acquire knowledge through experience and systematic search.

Briefly describe environmental complexity and its component factors. Suggested

The production of men's custom-fitted suits is an example of __________ technology.

Successful organizations arrange their __________ to meet the dictates of their dominant technologies or workflows and information technology opportunities.

Oil refineries and automated chemical processing plants are examples of __________ technology.

Organizational design goes beyond indicating who reports to whom and what types of jobs are contained in each department.

Large organizations cannot just be bigger versions of their smaller counterparts simply due to the fact that as the number of individuals in a firm increases arithmetically,the number of possible interconnections among them __________.

The organization's formal structure and the positions in the organization are less obvious but nonetheless important mechanisms for storing information.

Introducing Organizational Behavior

Individual Differences,Values,and Diversity

Emotions,Attitudes,and Job Satisfaction

Perception,Attribution,and Learning

Motivation and Performance

Teams in Organizations

Teamwork and Team Performance

Decision-Making and Creativity

Conflict and Negotiation

Communication and Collaboration

Power and Politics

Leadership Essentials

Leadership Challenges and Organizational Change

Organizational Culture and Innovation

Organizational Goals and Structures

Filters

Exam 17: Strategy,Technology,and Organizational Design

Environmental uncertainty and volatility can be particularly damaging to __________.

Mimicry increases the number of decisions that need to be analyzed separately.

Overall,the environment is __________ when the economy is growing,when individuals are improving their education,and when everyone that the organization relies upon is prospering.

Information technology has spawned a whole new series of corporations called e-businesses.

One subtle example of cascading leadership is known as __________ where middle-level leaders try to mimic what they think the top-level leader would do in their situation.

In the context of Thompson's view of technology,under __________,there is uncertainty as to how to produce desired outcomes and a group of specialists must be brought together interactively to use a variety of techniques to solve problems.

Strategy is the process of positioning the organization in the competitive environment and implementing actions to compete successfully.

Joan Woodward's studies of technology concluded all of the following EXCEPT:

__________ is the combination of resources,knowledge,and techniques that creates a product or service output for an organization.

In Japan,the network of relationships among well-established firms in many industries is called a __________.

A(n)__________ is a series of well-known routines for problem identification and alternative generation and analysis common to managers with a firm.

The important mechanisms for retaining useful information are: individuals,culture,transformation mechanisms,formal structures,ecology,external archives,and internal information technologies.

As firms mature,they can acquire knowledge through experience and systematic search.

Briefly describe environmental complexity and its component factors. Suggested

The production of men's custom-fitted suits is an example of __________ technology.

Successful organizations arrange their __________ to meet the dictates of their dominant technologies or workflows and information technology opportunities.

Oil refineries and automated chemical processing plants are examples of __________ technology.

Organizational design goes beyond indicating who reports to whom and what types of jobs are contained in each department.

Large organizations cannot just be bigger versions of their smaller counterparts simply due to the fact that as the number of individuals in a firm increases arithmetically,the number of possible interconnections among them __________.

The organization's formal structure and the positions in the organization are less obvious but nonetheless important mechanisms for storing information.

Introducing Organizational Behavior

Individual Differences,Values,and Diversity

Emotions,Attitudes,and Job Satisfaction

Perception,Attribution,and Learning

Motivation and Performance

Teams in Organizations

Teamwork and Team Performance

Decision-Making and Creativity

Conflict and Negotiation

Communication and Collaboration

Power and Politics

Leadership Essentials

Leadership Challenges and Organizational Change

Organizational Culture and Innovation

Organizational Goals and Structures

Filters