Chapter 4: the External Environment
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Q1) Which of the following is one of the dimensions of the framework for assessing environmental uncertainty?
A)Dispersion-contiguity
B)Simple-complex
C)Certain-uncertain
D)Internal-external.
Q2) One outcome of high organizational differentiation is that coordination and collaboration among departments become difficult.
A)True
B)False
Q3) An intelligence team is a cross-functional group of managers and employees,usually led by a competitive intelligence professional.
A)True
B)False
Q4) Planning can substitute actions such as effective boundary spanning and adequate internal integration and coordination.
A)True
B)False
Q5) Describe acquisitions,mergers,joint ventures,and contracts.
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Chapter 5: Interorganizational Relationships
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Q1) In which of the following approaches do businesses,governments,and nonprofit organizations join together across sectors and industries to tackle huge,compelling problems of mutual interest?
A)The Behavioral approach
B)The Internal process approach
C)The Megacommunity approach
D)The Open innovation approach
Q2) Explain how collaborative-network perspective is an emerging alternative to resource-dependence theory.
Q3) The traditional adversarial orientation is characterized by loose performance measures,equity,and fair dealing.
A)True
B)False
Q4) One of the main reasons for interorganizational collaboration is sharing risks when entering new markets.
A)True
B)False
Q5) Summarize the perspectives for understanding interorganizational relationships.
Q6) Explain in brief the different types of resource-dependence relationships.
Page 7
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Chapter 6: Designing Organizations for the International Environment
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Q1) Describe the four stages of international development.
Q2) In the context of international development,_____ means competitive issues in each country are independent of other countries; a company deals with each country individually.
A)domestic
B)multidomestic
C)multinational
D)global
Q3) Plans,schedules,and formal rules and procedures can help ensure greater communication among divisions and with headquarters.
A)True
B)False
Q4) In the _____ stage of international development,a company transcends any single country.
A)domestic
B)international
C)multinational
D)global
Page 8
Q5) Discuss in detail the role of country managers.
Q6) Discuss the benefits of inter-unit coordination.
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Chapter 7: Manufacturing and Service Technologies
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Q1) Juan works for a college that offers correspondence courses.She works in the mailroom department stuffing envelopes with the replies of professors to students.She then seals the envelopes and puts them in an outgoing bin and there is very little use for creativity.The department has very strict rules and the management process is not flexible.In this context,the department that Juan works for has a(n)_____ design.
A)mechanistic
B)organic
C)nonroutine
D)unanalyzable
Q2) Perrow was most concerned with two aspects of technology: technical complexity and interdependence.
A)True
B)False
Q3) Craft technologies are characterized by a fairly stable stream of activities,but the conversion process is not analyzable or well understood.
A)True
B)False
Q4) Discuss each of the categories of Perrow's framework.Give examples of each.
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Chapter 8: Using Information Technology for Control and Coordination
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Q1) In recent years,the balanced scorecard has evolved into a system that helps managers see how:
A)organizational performance results from cause-effect relationships among the four mutually supportive perspectives of balanced scorecard.
B)decentralized control is effective for organizations to achieve the preset goals, mission, and vision.
C)accuracy and responsiveness of employees improve drastically from the usage of outcome control instead of behavior control in their organization.
D)each and every perspective of a balanced scorecard is dependent on each other.
Q2) xIn connection with the shift to employee participation and empowerment,many companies are adopting a:
A)decentralized control process.
B)hierarchical control process.
C)vertical organizational structure.
D)centralized organizational structure.
Q3) Compare behavior control with outcome control.
Q4) Explain social business using an example.
Q5) Briefly explain social network analysis.
Page 11
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Chapter 9: Organization Size,Life Cycle,and Decline
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Q1) Describe the role of atrophy in an organization's decline.
Q2) The faulty action stage of an organizational life cycle precedes the crisis stage.
A)True
B)False
Q3) As organizations become larger,greater centralization is necessary.
A)True
B)False
Q4) What is clan control?
Q5) _____ occurs when price competition is used to evaluate the output and productivity of an organization or its major departments and divisions.
A)Clan control
B)Market control
C)Bureaucratic control
D)Economic control
Q6) Which of the following is true of small businesses?
A)They represent a large percentage of exporters.
B)They represent 40 percent of all businesses in the United States.
C)They often experience lesser employee commitment.
D)They are generally slow to adapt to changing customer needs.
Page 12
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Chapter 10: Organizational Culture and Ethical Values
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Q1) Legends are accurate representations of true events.
A)True
B)False
Q2) The degree of agreement among members of an organization about the importance of specific values is referred to as:
A)bureaucratic culture.
B)culture strength.
C)internal integration.
D)social responsibility.
Q3) Compare the organizations that have constructive cultures with those that have non-constructive cultures.
Q4) Which of the following rites in an organization creates common bonds and good feelings among employees and increases commitment to the organization?
A)Rite of renewal
B)Rite of degradation
C)Rite of integration
D)Rite of enhancement
Q5) Explain social capital and its benefits to an organization.
Q6) Explain why it is required by an organization to protect whistle-blowers.
Page 13
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Chapter 11: Innovation and Change
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Q1) _____ occurs occasionally,with periods of relative stability,and managers can respond with technical,product,or structural innovations as needed.
A)Disruptive change
B)Episodic change
C)Structural change
D)Continuous change
Q2) _____ refers to innovations in products or services that typically start small and end up completely replacing an existing product or service technology for producers and consumers.
A)Disruptive innovation
B)Organizational innovation
C)Open innovation
D)Culture innovation
Q3) What is open innovation?
Q4) Organizations that successfully adopt many management changes often have a smaller administrative ratio.
A)True
B)False
Q5) What is management innovation?
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Chapter 12: Decision-making Processes
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Q1) In the problem identification stage,information about environmental and organizational conditions is monitored to determine if performance is satisfactory and to diagnose the cause of shortcomings.
A)True
B)False
Q2) Larry is the CEO of a chain of fast food restaurants that operates all over the U.S.It comes to his notice that one of the branches in Boston has received a lot of complaints from customers who claim that the staff is rude and the service is delayed.Larry arranges to get feedback from customers of the branch in question.In the context of the incremental decision model,Larry is in the _____ phase of the decision sequence.
A)identification
B)development
C)evaluation
D)selection
Q3) Identify and explain four biases that affect individual decision making.
Q4) When goals are ambiguous and inconsistent,managers tend to agree about problem priorities.
A)True
B)False
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Chapter 13: Conflict,Power,and Politics
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Q1) _____ is defined as the dissimilarities in cognitive and emotional orientations among managers in diverse functional departments.
A)Goal incompatibility
B)Differentiation
C)Task interdependence
D)Dependency
Q2) Briefly explain goal incompatibility with an example.
Q3) Define authority.What are the three properties that identify authority?
Q4) The source of power often derives from an exchange relationship in which one person,department,or organization provides scarce or valued resources to other people,departments,or organizations.
A)True
B)False
Q5) What is network centrality? Explain it with an example.
Q6) Managers strive to adopt political procedures but will find that rational model is needed to accomplish objectives.
A)True
B)False
Q7) Briefly explain the rational model of behavior.
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