Reference no: EM13842359

1. A characteristic of the “old” organization is the

Rigid standard operating procedures

Bureaucracies that are based on meritocracy

Command-and-control systems

All of the above

2. One of the biggest problems in managing a diverse organization is

The conflict between people’s values, beliefs, attitudes, and behaviors

The mistaken notion that managers understand how others feel

The conflicting goals of diverse stakeholders

All of the above

3. Which of the following is NOT a contradiction in managing a 21st century organization:

Downsizing/flattening the organization, while asking for greater productivity and employee commitment

Pursuing diverse opinions and perspectives, while dealing with the conflict that they bring to decision-making.

Structuring the organization as a networked organization, while maintaining a top-down management approach

Recognizing the interdependence of the organization with its various stakeholders and environments, while pursuing goals and strategies that provide negative outcomes for the stakeholders and environments.

4. If your organization does not have international or global customers, you do not need to be concerned about the availability or cost of parts, suppliers, employees, or markets

True

False

5. The biggest disadvantage to flattening an organization’s structure is

Decreased productivity

Elimination of promotion opportunities

Not giving employees the authority to make decisions

Cost

6. In the 1960’s the expectation was that American society would become more leisured because of

Less motivated workers

More technological advances

Having fewer children

Living closer to work

7. When organizations are more flexible, they are

More likely to respond quickly to changing customer demands

More likely to miss important environmental cues that signal problems

More likely to have rules and policies that favor the status quo

More likely to create legal problems for their employees

8. What is the biggest problem Alice faced in “Learning to Think Like a Manager”?

She was overcontrolling and, therefore, her employees had no say in how they did their jobs

She was overcontrolling and, therefore, her employees didn’t like her

She was undercontrolling and, therefore, her employees could never get her to make a decision

She was undercontrolling and, therefore, her employees didn’t do any work

9. Which of the following might be considered a focus for a “new” organization?

Personal growth opportunities

Incremental improvements

Internally focused processes

Job security for employees

10. A “Networked” feature of the new organization might be demonstrated by

Employees knowing several different computer systems

Marketing, Production, and Customer Service working together as a team

Using vendors or experts that are external to the organization

 

Only “b” and “c”