Question 1

Organizational structure is used to control and coordinate people's actions.

Accepted Answer

A) True 
 B)False

Question 2

Which of the following are contingencies that cause the organization to face uncertainty?

Accepted Answer

A)  The technological environment and organizational processes 
B)  The organizational environment and organizational design 
C)  The technological environment and organizational design 
D)  Organizational design and organizational processes 
A)  The technological environment and organizational processes 
B)  The organizational environment and organizational design 
C)  The technological environment and organizational design 
D)  Organizational design and organizational processes

Question 3

One of the main problems with Xerox's structure was that the decentralized structure was not very effective for creating new and innovative products

Accepted Answer

A) True 
 B)False

Question 4

In the conversion process, an organization creates value by applying all except ________.

Accepted Answer

A)  machinery 
B)  computers 
C)  raw materials 
D)  human skills 
A)  machinery 
B)  computers 
C)  raw materials 
D)  human skills

Question 5

Reducing time to market is:

Accepted Answer

A)  a goal using the technical approach. 
B)  a goal using the external resource approach. 
C)  an official goal. 
D)  an operative goal. 
A)  a goal using the technical approach. 
B)  a goal using the external resource approach. 
C)  an official goal. 
D)  an operative goal.

Question 6

________ goals provide employee direction.

Accepted Answer

A)  Profit 
B)  Long-term 
C)  Operative 
D)  Official 
A)  Profit 
B)  Long-term 
C)  Operative 
D)  Official

Question 7

The Ford Motor case best illlustrates ________.

Accepted Answer

A)  how different cultures can both succeed 
B)  how important it is to restructure in the global economy 
C)  how not managing change can negatively impact the organization 
D)  how a structure that is tall and inefficient can cause an organization to decline. 
A)  how different cultures can both succeed 
B)  how important it is to restructure in the global economy 
C)  how not managing change can negatively impact the organization 
D)  how a structure that is tall and inefficient can cause an organization to decline.

Question 8

________ is a tool used by people to coordinate their actions to obtain something they desire or value.

Accepted Answer

A)  Entrepreneurship 
B)  A hierarchy 
C)  An organization 
D)  Shareholder wealth 
A)  Entrepreneurship 
B)  A hierarchy 
C)  An organization 
D)  Shareholder wealth

Question 9

In the Xerox case, Mulcahy's structural changes were the primary reason for the successful turnaround

Accepted Answer

A) True 
 B)False

Question 10

________ is recognizing the opportunity to satisfy a need and collecting resources to meet that need.

Accepted Answer

A)  Strategic management 
B)  Organizational theory 
C)  Organizational behavior 
D)  Entrepreneurship 
A)  Strategic management 
B)  Organizational theory 
C)  Organizational behavior 
D)  Entrepreneurship

Question 11

________ are the costs associated with negotiating, monitoring, and governing exchanges between people.

Accepted Answer

A)  Economies of scale 
B)  Transaction costs 
C)  Economies of cost 
D)  Salaries 
A)  Economies of scale 
B)  Transaction costs 
C)  Economies of cost 
D)  Salaries

Organizational structure is used to control and coordinate people's actions.

Which of the following are contingencies that cause the organization to face uncertainty?

One of the main problems with Xerox's structure was that the decentralized structure was not very effective for creating new and innovative products

In the conversion process, an organization creates value by applying all except ________.

Reducing time to market is:

________ goals provide employee direction.

The Ford Motor case best illlustrates ________.

________ is a tool used by people to coordinate their actions to obtain something they desire or value.

In the Xerox case, Mulcahy's structural changes were the primary reason for the successful turnaround

________ is recognizing the opportunity to satisfy a need and collecting resources to meet that need.

________ are the costs associated with negotiating, monitoring, and governing exchanges between people.

Stakeholders, Managers, and Ethics

Managing in a Changing Global Environment

Basic Challenges of Organizational Design

Designing Organizational Structure: Authority and Control

Designing Organizational Structure: Specialization and Coordination

Creating and Managing Organizational Culture Environment

Organizational Design and Strategy in a Changing Global Environment

Organizational Design, Competences, and Technology

Managing Innovation and Change

Organizational Birth, Growth, Decline, and Death

Decision Making and Organizational Learning

Managing Innovation, Intrapreneurship, and Creativity

Managing Conflict, Power, and Politics

Filters

Exam 1: Organizations and Organizational Effectiveness

Organizational structure is used to control and coordinate people's actions.

Which of the following are contingencies that cause the organization to face uncertainty?

One of the main problems with Xerox's structure was that the decentralized structure was not very effective for creating new and innovative products

In the conversion process, an organization creates value by applying all except ________.

Reducing time to market is:

________ goals provide employee direction.

The Ford Motor case best illlustrates ________.

________ is a tool used by people to coordinate their actions to obtain something they desire or value.

In the Xerox case, Mulcahy's structural changes were the primary reason for the successful turnaround

________ is recognizing the opportunity to satisfy a need and collecting resources to meet that need.

________ are the costs associated with negotiating, monitoring, and governing exchanges between people.

Stakeholders, Managers, and Ethics

Managing in a Changing Global Environment

Basic Challenges of Organizational Design

Designing Organizational Structure: Authority and Control

Designing Organizational Structure: Specialization and Coordination

Creating and Managing Organizational Culture Environment

Organizational Design and Strategy in a Changing Global Environment

Organizational Design, Competences, and Technology

Managing Innovation and Change

Organizational Birth, Growth, Decline, and Death

Decision Making and Organizational Learning

Managing Innovation, Intrapreneurship, and Creativity

Managing Conflict, Power, and Politics

Filters