Organization structure, culture, and change multiple choice



Download 121.42 Kb.
Date conversion13.05.2016
Size121.42 Kb.
CHAPTER 8—ORGANIZATION STRUCTURE, CULTURE, AND CHANGE
MULTIPLE CHOICE
1. The clearest example of a staff department in a manufacturing organization would be

a.

sales.

b.

operations.

c.

food services.

d.

quality assurance.

ANS: C PTS: 1 DIF: D REF: p. 267

NAT: AACSB: Analytic, Operations Management
2. One of the reasons that bureaucracies have endured is that they

a.

provide ample opportunity for risk taking and thrill seeking.

b.

help satisfy people's need for order and security.

c.

were designed with the age of the Internet in mind.

d.

are almost immune to downsizing.

ANS: B PTS: 1 DIF: M REF: p. 267

NAT: AACSB: Analytic, Individual Dynamics
3. A notable disadvantage of a bureaucracy is that it often leads to

a.

unclear managerial responsibility.

b.

rigidity in dealing with people.

c.

an insufficient amount of rules and regulations.

d.

wide of span of control.

ANS: B PTS: 1 DIF: E REF: p. 268

NAT: AACSB: Analytic, Operations Management
4. The organization structure best suited to gaining the advantage of specialization is ____ departmentalization.

a.

functional

b.

geographic

c.

product

d.

matrix

ANS: A PTS: 1 DIF: M REF: p. 270

NAT: AACSB: Analytic, Operations Management
5. A disadvantage of product-service departmentalization is that

a.

customer needs may be neglected.

b.

field units lack authority.

c.

it often leads to duplication of effort.

d.

employees rarely identify with the field units.

ANS: C PTS: 1 DIF: M REF: p. 274

NAT: AACSB: Analytic, Creation of Value
6. A key advantage of geographic departmentalization is that it allows for

a.

decision making at a local level

b.

consideration of the local culture.

c.

a & b

d.

a one size fits all strategy

ANS: C PTS: 1 DIF: D REF: p. 272

NAT: AACSB: Analytic, Strategy
7. A matrix organization can be described as a(n) ____ structure superimposed on a ____ structure.

a.

project; functional

b.

product; territorial

c.

process; product

d.

informal; formal

ANS: A PTS: 1 DIF: E REF: p. 275

NAT: AACSB: Analytic, Strategy
8. A wide span of control is advised when

a.

there is considerable flux in the work setting.

b.

group members perform similar tasks.

c.

group members are physically dispersed.

d.

group members and the manager are highly capable.

ANS: D PTS: 1 DIF: M REF: p. 277

NAT: AACSB: Analytic, Operations Management
9. Downsizing is the most likely to be successful when

a.

high-value activity is eliminated first.

b.

information about the pending layoff is held back from employees.

c.

it is part of the business strategy to improve the company.

d.

it is a stopgap measure to save the company money.

ANS: C PTS: 1 DIF: D REF: p. 278

NAT: AACSB: Analytic, Strategy
10. Companies such as Dell purchase complete designs for some digital devices from Asian developers. This is called

a.

division of labor

b.

outsourcing

c.

implementing

d.

scenario planning

ANS: B PTS: 1 DIF: M REF: p. 278

NAT: AACSB: Analytic, Strategy
11. You know that you are a homesourcing agent when you

a.

perform call center duties out of your home.

b.

sell products from door to door.

c.

organize parties in your home to sell products.

d.

work in a large call center responding to problems with consumer products.

ANS: A PTS: 1 DIF: M REF: p. 279

NAT: AACSB: Reflective Thinking, Operations Management
12. An example of a horizontal organization structure would be a

a.

department producing an engine.

b.

team assembling components for company machines.

c.

purchasing department.

d.

team responsible for filling orders.

ANS: D PTS: 1 DIF: M REF: p. 280

NAT: AACSB: Analytic, Strategy
13. The radical redesign of work to achieve substantial improvements in performance is called:

a.

reengineering

b.

job design

c.

downsizing

d.

resistance to change

ANS: A PTS: 1 DIF: E REF: p. 281

NAT: AACSB: Analytic, Strategy
14. To become part of the informal organization structure, you should

a.

study the company organization chart carefully.

b.

become a temporary worker.

c.

send your résumé to key managers.

d.

establish a network of contacts to help you accomplish work.

ANS: D PTS: 1 DIF: D REF: p. 281

NAT: AACSB: Reflective Thinking, Strategy
15. Flexible organization structures, such as project and matrix structures, are the most likely to be found in

a.

high-technology firms.

b.

lumber mills.

c.

pasta factories.

d.

poultry processing plants.

ANS: A PTS: 1 DIF: E REF: p. 285

NAT: AACSB: Technology, Strategy
16. A suggestion for effective delegation is to

a.

delegate part of a task.

b.

give as much instruction as needed.

c.

closely monitor the details.

d.

assign the task to the highest-ranking company official.

ANS: B PTS: 1 DIF: E REF: p. 287

NAT: AACSB: Analytic, Strategy
17. Long John Silver’s central headquarters exercises tight control over such matters as menu selection; however, franchises make human resource decisions such as hiring. This is an example of

a.

centralization

b.

decentralization

c.

specialization

d.

centralization and decentralization

ANS: D PTS: 1 DIF: D REF: p. 288

NAT: AACSB: Analytic, Operations Management
18. The foundation of an organizational culture is the organization's

a.

relative diversity.

b.

values.

c.

resource allocation and rewards.

d.

degree of change.

ANS: B PTS: 1 DIF: E REF: p. 289

NAT: AACSB: Analytic, Creation of Value
19. The dimension or organization culture called a sense of ownership, typically comes about when

a.

the company helps employees purchase houses.

b.

employees develop pride in the company.

c.

the company helps employees get out of debt.

d.

employees purchase stock in the company.

ANS: D PTS: 1 DIF: E REF: p. 291

NAT: AACSB: Analytic, Individual Dynamics
20. The primary way that employees learn the organization culture is through

a.

the process of socialization.

b.

studying the company Website.

c.

studying the company intranet.

d.

making mistakes and then being corrected.

ANS: A PTS: 1 DIF: E REF: p. 291

NAT: AACSB: Analytic, Group Dynamics
21. The right organizational culture can enhance

a.

productivity, quality, and morale.

b.

person-organization fit.

c.

competitive advantage.

d.

all of the choices

ANS: D PTS: 1 DIF: D REF: p. 293

NAT: AACSB: Analytic, Creation of Value
22. CEO Justin wants to sustain the company's culture. One of the recommended actions he can take is to

a.

suggest that employees decide on their own culture.

b.

bring outsiders into the company whose values clash with the company's culture.

c.

include a statement of the company's desired culture in the annual report.

d.

serve as a role model for the desired attitudes and behaviors.

ANS: D PTS: 1 DIF: M REF: p. 294

NAT: AACSB: Analytic, Leadership Principles
23. A recommended technique for gaining support for change is to

a.

discuss and negotiate sensitive issues.

b.

figure out what to do as one goes along.

c.

discourage worker participation in the changes.

d.

avoid discussion about financial consequences.

ANS: A PTS: 1 DIF: M REF: p. 298

NAT: AACSB: Analytic, Strategy
24. An important emphasis of a Six Sigma program is to

a.

prevent problems.

b.

punish employees who perform sloppy work.

c.

minimize the behavioral aspects of achieving high quality.

d.

base quality standards on individual differences.

ANS: A PTS: 1 DIF: E REF: p. 300

NAT: AACSB: Analytic, Operations Management
25. In the Model for Change, ______________involves reducing or eliminating resistance to change.

a.

Refreezing

b.

Changing

c.

Thawing

d.

Unfreezing .

ANS: D PTS: 1 DIF: M REF: p. 296

NAT: AACSB: Analytic, Strategy
TRUE/FALSE
1. A bureaucracy is characterized by a hierarchy of authority.

ANS: T PTS: 1 DIF: E REF: p. 266

NAT: AACSB: Analytic, Strategy
2. An analysis suggested that many organizations have suffered because of abandoning the bureaucratic structure, such as eliminating policies, rules, and regulations.

ANS: T PTS: 1 DIF: D REF: p. 268

NAT: AACSB: Analytic, Strategy
3. A functional organization is the traditional way of arranging job activities in the workplace.

ANS: T PTS: 1 DIF: M REF: p. 270

NAT: AACSB: Analytic, Operations Management
4. In a smooth-running organization with open communication, the various product or service units cooperate with each other for mutual benefit.

ANS: T PTS: 1 DIF: D REF: p. 274

NAT: AACSB: Analytic, Operations Management
5. A problem with geographical departmentalization is that it leads to too much centralization of decision making.

ANS: F PTS: 1 DIF: M REF: pp. 271-272

NAT: AACSB: Analytic, Operations Management
6. In a matrix organization, the project managers have line authority over the people assigned to their projects.

ANS: F PTS: 1 DIF: M REF: p. 275

NAT: AACSB: Analytic, Operations Management
7. The wider a manager's span of control, the fewer workers that report directly to him or her.

ANS: F PTS: 1 DIF: M REF: p. 277

NAT: AACSB: Analytic, Strategy
8. A major justification for outsourcing is that a company is likely to profit when it focuses its effort on activities it performs best, while noncore activities are performed by outside experts.

ANS: T PTS: 1 DIF: M REF: p. 278

NAT: AACSB: Analytic, Strategy
9. In a horizontal structure, the members of the group focus on a specialized task such as accounting or purchasing.

ANS: F PTS: 1 DIF: D REF: p. 280

NAT: AACSB: Analytic, Operations Management
10. Reengineering results in a horizontal layout of work.

ANS: T PTS: 1 DIF: M REF: p. 281

NAT: AACSB: Analytic, Strategy
11. Informal structures in organizations are based to a large extent on the networks of contacts people use to get work accomplished.

ANS: T PTS: 1 DIF: M REF: p. 281

NAT: AACSB: Communication, Group Dynamics
12. Advances in information technology make it possible for workers throughout an organization to solve problems without being restricted by an organization chart.

ANS: T PTS: 1 DIF: D REF: p. 285

NAT: AACSB: Technology, Information Technology
13. Social network analysis refers to the mapping and measuring of relationships and links between and among people, groups, and organizations.

ANS: T PTS: 1 DIF: E REF: p. 282

NAT: AACSB: Communication, Group Dynamics
14. Delegation can be used to make empowerment possible.

ANS: T PTS: 1 DIF: M REF: p. 286

NAT: AACSB: Analytic, Strategy
15. When a business firm faces an uncertain and unstable environment, it needs a highly flexible structure.

ANS: T PTS: 1 DIF: D REF: p. 286

NAT: AACSB: Reflective Thinking, Environmental Influence
16. Centralization is the extent to which authority is retained at the top of the organization.

ANS: T PTS: 1 DIF: E REF: p. 288

NAT: AACSB: Analytic, Strategy
17. A perspective on national culture is that the introduction of values from another society into a retail business can be a competitive advantage.

ANS: T PTS: 1 DIF: D REF: p. 289

NAT: AACSB: Diversity, Individual Dynamics
18. One of the major forces influencing an organization culture is the industry in which it operates.

ANS: T PTS: 1 DIF: M REF: p. 289

NAT: AACSB: Diversity, Environmental Influence
19. A subculture is a pocket in which the organizational culture differs from the dominant culture and from other pockets of subculture.

ANS: T PTS: 1 DIF: E REF: p. 290

NAT: AACSB: Diversity, Group Dynamics
20. An effective way for corporate leaders to change the organizational culture is to engage in behavior they would like others to imitate.

ANS: T PTS: 1 DIF: M REF: p. 292

NAT: AACSB: Reflective Thinking, Leadership Principles
21. A reliable predictor of success in merging two or more firms is the compatibility of their respective cultures.

ANS: T PTS: 1 DIF: M REF: p. 294

NAT: AACSB: Analytic, Environmental Influence
22. The unfreezing phase of the change model involves getting workers to learn new habits.

ANS: F PTS: 1 DIF: M REF: p. 296

NAT: AACSB: Analytic, Operations Management
23. Six Sigma emphasizes statistical analysis and measurement to help achieve high quality.

ANS: T PTS: 1 DIF: M REF: p. 300

NAT: AACSB: Analytic, Strategy
24. The presentation of compelling reasons for change will often create a sense of urgency.

ANS: T PTS: 1 DIF: M REF: p. 298

NAT: AACSB: Analytic, Strategy
25. People resist change because they fear an unfavorable outcome, such as less money or personal inconvenience.

ANS: T PTS: 1 DIF: M REF: p. 297

NAT: AACSB: Reflective Thinking, Individual Dynamics
ESSAY
1. Identify and describe the most common forms of departmentalization. Give company examples where you can.

ANS:


Four forms of departmentalization include: functional, geographic, product–service, and customer. Functional departmentalization defines departments by the function each one performs, such as accounting. Geographic departmentalization is an arrangement of departments according to the geographic area served, such as the southwestern region. Product–service departmentalization is the arrangement of departments according to the products or services they provide, such as the shoe department. Customer departmentalization divides departments according to the type of customer. such as a governmental agency.

PTS: 1 DIF: M REF: pp. 273-274

NAT: AACSB: Analytic, Operations Management
2. First describe, then draw, a matrix organization structure.

ANS:


A matrix organization is a project structure superimposed on a functional structure. Functional managers exert functional authority over specialists. For example, the quality manager meets with the specialists assigned to the projects to discuss their professional activities. The project managers hold line authority over the people assigned to their projects. There is an assumed balance of power between the two bosses.

PTS: 1 DIF: D REF: p. 275 NAT: AACSB: Analytic, Strategy


3. The appointment of a new chief executive at Procter & Gamble sparked broad management changes. He planned to reduce the levels of management between entry-level positions and the chief executive. The CEO planned to “create a simpler, flatter and more agile organization,” he said. “This is a priority because simplification reduces cost, improves productivity, and enhances employee satisfaction.”
1. Is organization structure related productivity and job satisfaction? Explain
2. What resistance to change might the CEO encounter?

ANS:


1. The story about the new CEO illustrates how organization structure is related to productivity,

satisfaction, and even culture. A flatter structure gives employees more decision-making

which in turn makes them more satisfied and more productive at work.
2. He might face resistance to change on the part of the employees out of fear of an

unfavorable outcome, such as less money. People resist change because they don’t want to

break well-established habits. Change may be unwelcome because it upsets the balance of an

activity. Underlying all forms of resistance to change are emotions and feelings. Personality

factors also contribute to resistance to change.

PTS: 1 DIF: D REF: pp. 276-277|p. 297

NAT: AACSB: Analytic, Environmental Influence
4. What can a CEO do to bring about change in his or her organization?

ANS:


A CEO can use the eight techniques for gaining support for change:. Allow for discussion and negotiation; Allow for participation; Point out the compelling reasons for change, including the financial benefits; Establish a sense of urgency; Use a visual people can relate to; Avoid change overload; Allow for first-hand observation of successful change; Get the best people behind the program.

PTS: 1 DIF: D REF: pp. 298-299 NAT: AACSB: Analytic, Strategy


The database is protected by copyright ©essaydocs.org 2016
send message

    Main page