Reference no: EM132224913
1. Managers create information linkages to facilitate communication and coordination among organizational elements.
True
False
2. Brian is the brand manager for Bake ‘n Bite Pastries. His job requires him to coordinate several aspects of the brand, right from the design to the distribution of the product. Although he does not report to any of the teams being coordinated, he still plays an active role in managing the product. In the context of horizontal linkages, Brian is _____.
a liaison
a full-time integrator
the head of a task force
a team leader
3. The overall design of organization structure indicates all of the following except:
work activities.
reporting relationships.
departmental groupings.
information systems.
4. Which of the following is true of full-time integrators?
They have a lot of authority but little responsibility.
They communicate with and are responsible for one department.
They need excellent people skills.
They are usually a part of the team being coordinated.
5. The highest level of horizontal coordination is:
relational coordination.
departmental grouping.
hierarchical referral.
functional grouping.
6. _____ are used to coordinate activities between the top and bottom of an organization and are designed primarily for control of the organization.
Vertical linkages
Functional groups
Horizontal linkages
Divisional groups
7. _____ means an organization embraces two or more structural grouping alternatives simultaneously.
Functional grouping
Divisional grouping
Multifocused grouping
Horizontal grouping
8. The matrix structure is the correct structure when three conditions are met. Which of the following is one of these three conditions?
Pressure exists to share scarce resources across product lines.
Technical quality is not very important.
The environmental domain of the organization is simple.
The environmental domain of the organization is certain and stable.
9. A complex environment is one in which:
an organization interacts with and is influenced by numerous diverse external elements.
an organization struggles with a compound chain of command.
an organization’s performance is negatively affected by internal conflicts.
an organization markets a broad range of products.
10. Planning can substitute actions such as effective boundary spanning and adequate internal integration and coordination.
True
False
11. When several sectors change simultaneously, the environment becomes _____.
turbulent
complex
stable
predictable
12. An organization’s _____ is the chosen environmental field of action.
domain
strategy
mission
policy
13. Which of the following is a characteristic of the simple, stable environment?
It has many external elements that change rapidly.
It has few external elements that change rapidly.
It has many external elements that change slowly.
It has few external elements that change slowly.
14. Which of the following functions in the simple, unstable environment?
The music industry
Oil companies
Chemical companies
The insurance industry
15. In organizations characterized by very simple, stable environments, almost no managers are assigned to integration roles.
True
False
16. In the population-ecology model of organizations, _____ means the appearance of new, diverse forms in a population of organizations.
retention
selection
variation
legitimacy
17. The institutional dimension in an organization is governed by expectations from people and organizations in the external environment.
True
False
18. Organizational changes that result from coercive forces occur when an organization is completely independent of another.
True
False
19. Specialists are generally more competitive than generalists in the narrow area in which their domains overlap.
True
False
20. Which of the following is a characteristic of the new orientation to interorganizational relationships?
Equity and fair dealing
Contract limiting the relationship
Minimal up-front investment
Legal resolution of conflict
21. Given their flexibility, specialists are able to reallocate resources internally to adapt to a changing environment, whereas generalists are not.
True
False
22. In the context of mechanisms for institutional adaptation, benchmarking is a:
mimetic process.
coercive process.
normative process.
generic process.
23. In the context of the population-ecology perspective, which of the following is a difference between specialists and generalists?
Specialists offer a broader range of products or services than generalists.
Specialists move slower than generalists and are less flexible.
Specialists are generally more competitive than generalists.
Specialists are generally larger than generalists.
24. Open communication about a pending layoff is always harmful.
True
False
25. Small companies are standardized, often mechanistically run, and complex.
True
False
26. Organizational atrophy occurs when:
an organization loses to its competitors in the market.
organizations are over-staffed, which gives rise to internal conflict.
organizations grow older and become inefficient and overly bureaucratized.
an organization chooses the wrong target market, and is unable to deliver to it.
27. In the crisis stage of an organizational life cycle, leaders should reduce employee uncertainty by clarifying values and providing information.
True
False
28. Bureaucracy provides for:
easy access to top level managers for grievance redressal.
effective ways to increase profit margins for an organization
systematic and rational ways to organize and manage tasks.
secure provisions to protect whistle-blowing employees.
29. Large firms can provide greater social support to the communities they serve.
True
False
30. Which of the following is true of small businesses?
They represent a large percentage of exporters.
They represent 40 percent of all businesses in the United States.
They often experience lesser employee commitment.
They are generally slow to adapt to changing customer needs.