Reference no: EM13752612
1. Which of the following is typically a characteristic of the mechanistic model of organization?
- Low formalization
- Decentralized management
- Wide span of controls
- Rigid departmentalization
2. Which of the following actions can extinguish risk taking and innovation?
- Using organic organizational structures
- Rewarding for the absence of failures rather than for the presence of success
- Long tenure in management
- Encouraging experimentation
3. Culture is most likely to be a liability when
- the organization's management is highly efficient
- the organization scores low on the degree of formalization
- the organization's environment is dynamic
- the organization is highly centralized
4. Strategy of differentiation consists of which of the following?
- Price, support, design
- Cost leadership, differentiation, cost focus
- Upstream business strategy, midstream business strategy, downstream business strategy
- Sourcing strategies, processing strategies, delivering strategies
5. Decision making within which one of the following organizational structures follows a strict chain of command?
- Boundaryless
- Bureaucracy
- Virtual
- Matrix
6. Which of the following factors is least likely to have an impact on organizational structure?
- Location
- Technology
- Size
- Strategy
7. The deemphasizing of hierarchical authority and control in organizational development is referred to as
- trust and support
- vertical blending
- horizontal integration
- power equalization
8. Which of the following statements is true regarding the functions of culture in an organization?
- It hinders the generation of commitment to something larger than individual self-interest among employees.
- It reduces the stability of the organizational system.
- It does not affect employees' attitudes and behavior.
- It conveys a sense of identity for organization members.
9. Which of the following is the first step in Kotter's eight-step plan for implementing change?
- Create a new vision to direct the change and strategies for achieving the vision.
- Establish a sense of urgency by creating a compelling reason for why change is needed.
- Form a coalition with enough power to lead change.
- Plan for, create, and reward short-term "wins" that move the organization toward the new vision.
10. Which of the following is least likely to lend to a simple organizational structure?
- Centralized authority
- Formalized rules and regulations
- Little departmentalization
- Wide span of control
11. Confusion in who reports to whom is a weakness of which one of the following organizational structures?
- Boundaryless
- Virtual
- Matrix
- Bureaucracy
12. Which of the following is least likely to realize a competitive advantage for an organization?
- Superior strategy
- Superior resources
- Superior skills
- Superior position
13. Which of the following is the last step in Kotter's eight-step plan for implementing change?
- Consolidate improvements, reassess changes, and make necessary adjustments in the new programs.
- Establish a sense of urgency by creating a compelling reason for why change is needed.
- Communicate the vision throughout the organization.
- Reinforce the changes by demonstrating the relationship between new behaviors and organizational success.
14. Idea champions display characteristics associated with _________ leadership.
- laissez-faire
- transformational
- narcissistic
- autocratic
15. Entering into various types of business ventures outside of the realm of an organization's usual type of business is an example of a ________ strategy.
- chain integration
- customizing
- diversification
- undifferentiating
16. A(n) ________ organization is an organization that takes on a life of its own, apart from its founders and members, and is valued for itself and not for the goods or services it produces.
- matrix
- virtual
- institutionalized
- centralized
17. It is easiest for management to deal with resistance when it is
- implicit
- deferred
- passive
- overt
18. Which of the following statements is true regarding innovation?
- Innovation is nurtured when there is an abundance of resources.
- Innovative organizations reward both successes and failures.
- Organic structures negatively influence innovation.
- Interunit communication is low in innovative organizations.
19. Which of the following resistances to change is implicit?
- Strike
- Resignation
- Increased error
- Complaint
20. A(n) __________ strategy emphasizes the introduction of major new products and services.
- mechanistic
- cost-minimization
- innovation
- organic
21. The focus of a single segmentation within a scope strategy is known as a _______ strategy.
- niche
- customizing
- segmentation
- unsegmentation
22. Sometimes, businesses find it necessary to reconceive their core business. Which of the following would be the least effective strategy for doing so?
- Core relocation
- Business customization
- Business recombination
- Business redefinition
23. ________ are persons who act as catalysts and assume the responsibility for managing refinement activities.
- Change agents
- Free riders
- Whistle-blowers
- Laggards
24. ________ is a collection of change methods that seek to improve organizational effectiveness and employee well-being.
- Organizational restructuring
- Operant conditioning
- Organizational polarization
- Organizational development
25. Which of the following is an example of an individual source of resistance to change?
- Structural inertia
- Fear of the unknown
- Product orientation
- Employee orientation