Question 1

The internal constraints within every organisation that are placed on management are derived from what factor?

Accepted Answer

A) the organisation structure 
B) their positional power within the organisation 
C) laws and regulations 
D) the organisational culture 
E) the economic well-being of the organisation 
A) the organisation structure 
B) their positional power within the organisation 
C) laws and regulations 
D) the organisational culture 
E) the economic well-being of the organisation

Question 2

Which factor has been the most rapidly changing component in an organisation's general environment in the past quarter century?

Accepted Answer

A) global 
B) economic 
C) social 
D) technological 
E) political 
A) global 
B) economic 
C) social 
D) technological 
E) political

Question 3

According to which of the following views of managerial impact is it external forces, not management, that determines outcomes?

Accepted Answer

A) symbolic view of management 
B) autocratic view of management 
C) omnipotent view of management 
D) linear view of management 
E) quality view of management 
A) symbolic view of management 
B) autocratic view of management 
C) omnipotent view of management 
D) linear view of management 
E) quality view of management

Question 4

An organisational culture refers to a system of shared values, principles, traditions and practices.

Accepted Answer

A) True 
 B)False

Question 5

In a short essay, discuss the importance of the various population groups known as baby boomers, Generation Y and the iGen to organisations and managers.Include how these groups are defined.

Accepted Answer

Changing demographic conditions over tim

Question 6

The degree to which employees are encouraged to take risks is associated with ________.

Accepted Answer

A) people-orientation 
B) outcome-orientation 
C) innovation 
D) aggressiveness 
E) stability 
A) people-orientation 
B) outcome-orientation 
C) innovation 
D) aggressiveness 
E) stability

Question 7

Rituals are repetitive sequences of activities that express and reinforce key values of an organisation.

Accepted Answer

A) True 
 B)False

Question 8

Which of the following are the two dimensions of environmental uncertainty?

Accepted Answer

A) degree of change and degree of complexity 
B) degree of change and degree of volume 
C) degree of complexity and degree of impact 
D) degree of impact and degree of timing 
E) degree of timing and degree of complexity 
A) degree of change and degree of complexity 
B) degree of change and degree of volume 
C) degree of complexity and degree of impact 
D) degree of impact and degree of timing 
E) degree of timing and degree of complexity

Question 9

Management researchers considering stakeholder relationship management have found that high-performing companies are principally concerned with external stakeholders.

Accepted Answer

A) True 
 B)False

Question 10

Which of the following views of managerial impact is useful in explaining the high turnover among professional sport coaches who can be considered the 'managers' of their teams?

Accepted Answer

A) symbolic 
B) omnipotent 
C) generalist 
D) autocratic 
E) dynamic 
A) symbolic 
B) omnipotent 
C) generalist 
D) autocratic 
E) dynamic

Question 11

The first step of managing external stakeholder relationships is to identify who the stakeholders are.The second step is to ________.

Accepted Answer

A) determine what specific approach should be used to manage the stakeholder relationship 
B) determine what the courts might do when a stakeholder files a claim against the organisation 
C) determine what particular interests or concerns these stakeholders might have 
D) determine how many stakeholders there are in each stakeholder group 
E) establish explicit stakeholder partnerships 
A) determine what specific approach should be used to manage the stakeholder relationship 
B) determine what the courts might do when a stakeholder files a claim against the organisation 
C) determine what particular interests or concerns these stakeholders might have 
D) determine how many stakeholders there are in each stakeholder group 
E) establish explicit stakeholder partnerships

Question 12

Which of the following is NOT a way in which culture is transmitted to employees?

Accepted Answer

A) stories 
B) rituals 
C) organisational chart 
D) material symbols 
E) language 
A) stories 
B) rituals 
C) organisational chart 
D) material symbols 
E) language

Question 13

In a short essay, identify seven external stakeholders with whom managers may have to deal.

Accepted Answer

Managers may have to deal with both inte

Question 14

In Australia the Equal Opportunity for Women in the Workplace Act 1999 is an example of a sociocultural condition.

Accepted Answer

A) True 
 B)False

Question 15

In a short essay, discuss how culture constrains managers.Include specific examples to support your answer.

Accepted Answer

An organisation's culture is particularl

Question 16

If an organisation subscribes to the symbolic view of managers, it is unreasonable to expect managers to have a significant effect on the organisation's performance.

Accepted Answer

A) True 
 B)False

Question 17

When a Japanese firm is involved in a disaster or scandal and their CEO typically resigns, this would be an example of the CEO taking an omnipotent view of their management role.

Accepted Answer

A) True 
 B)False

Question 18

What are the two views of managerial impact on the success or failure of the organisation?

Accepted Answer

A) omnipotent and symbolic 
B) omnipotent and reflective 
C) symbolic and interactive 
D) reflective and interactive 
E) dynamic and static 
A) omnipotent and symbolic 
B) omnipotent and reflective 
C) symbolic and interactive 
D) reflective and interactive 
E) dynamic and static

Question 19

According to the textbook, the members of which of the following groups are learning, working, shopping and playing in fundamentally different ways that are likely to greatly impact organisations and managers?

Accepted Answer

A) the Depression group 
B) the World War II group 
C) the baby boomers 
D) Generation X 
E) Generation Y and iGen 
A) the Depression group 
B) the World War II group 
C) the baby boomers 
D) Generation X 
E) Generation Y and iGen

Question 20

All organisational cultures consist of each of the following EXCEPT ________.

Accepted Answer

A) shared values 
B) principles 
C) innovation 
D) traditions 
E) ways of doing things 
A) shared values 
B) principles 
C) innovation 
D) traditions 
E) ways of doing things

The internal constraints within every organisation that are placed on management are derived from what factor?

Which factor has been the most rapidly changing component in an organisation's general environment in the past quarter century?

According to which of the following views of managerial impact is it external forces, not management, that determines outcomes?

An organisational culture refers to a system of shared values, principles, traditions and practices.

In a short essay, discuss the importance of the various population groups known as baby boomers, Generation Y and the iGen to organisations and managers.Include how these groups are defined.

The degree to which employees are encouraged to take risks is associated with ________.

Rituals are repetitive sequences of activities that express and reinforce key values of an organisation.

Which of the following are the two dimensions of environmental uncertainty?

Management researchers considering stakeholder relationship management have found that high-performing companies are principally concerned with external stakeholders.

Which of the following views of managerial impact is useful in explaining the high turnover among professional sport coaches who can be considered the 'managers' of their teams?

The first step of managing external stakeholder relationships is to identify who the stakeholders are.The second step is to ________.

Which of the following is NOT a way in which culture is transmitted to employees?

In a short essay, identify seven external stakeholders with whom managers may have to deal.

In Australia the Equal Opportunity for Women in the Workplace Act 1999 is an example of a sociocultural condition.

In a short essay, discuss how culture constrains managers.Include specific examples to support your answer.

If an organisation subscribes to the symbolic view of managers, it is unreasonable to expect managers to have a significant effect on the organisation's performance.

When a Japanese firm is involved in a disaster or scandal and their CEO typically resigns, this would be an example of the CEO taking an omnipotent view of their management role.

What are the two views of managerial impact on the success or failure of the organisation?

According to the textbook, the members of which of the following groups are learning, working, shopping and playing in fundamentally different ways that are likely to greatly impact organisations and managers?

All organisational cultures consist of each of the following EXCEPT ________.

Introduction to Organisations and Management

Management Yesterday and Today

Managing in a Global Environment

Social Responsibility and Managerial Ethics

Managers As Decision Makers

Managing Change and Innovation

Foundations of Planning

Strategic Management

Managerial Controls

Managing Operations

Organisational Structure and Design

Managing Teams

Managing Human Resources

Understanding Individual Behaviour

Managers and Communication

Motivating Employees

Managers As Leaders

Filters

Exam 3: Environment and Organisational Culture: the Constraints

The internal constraints within every organisation that are placed on management are derived from what factor?

Which factor has been the most rapidly changing component in an organisation's general environment in the past quarter century?

According to which of the following views of managerial impact is it external forces, not management, that determines outcomes?

An organisational culture refers to a system of shared values, principles, traditions and practices.

In a short essay, discuss the importance of the various population groups known as baby boomers, Generation Y and the iGen to organisations and managers.Include how these groups are defined.

The degree to which employees are encouraged to take risks is associated with ________.

Rituals are repetitive sequences of activities that express and reinforce key values of an organisation.

Which of the following are the two dimensions of environmental uncertainty?

Management researchers considering stakeholder relationship management have found that high-performing companies are principally concerned with external stakeholders.

Which of the following views of managerial impact is useful in explaining the high turnover among professional sport coaches who can be considered the 'managers' of their teams?

The first step of managing external stakeholder relationships is to identify who the stakeholders are.The second step is to ________.

Which of the following is NOT a way in which culture is transmitted to employees?

In a short essay, identify seven external stakeholders with whom managers may have to deal.

In Australia the Equal Opportunity for Women in the Workplace Act 1999 is an example of a sociocultural condition.

In a short essay, discuss how culture constrains managers.Include specific examples to support your answer.

If an organisation subscribes to the symbolic view of managers, it is unreasonable to expect managers to have a significant effect on the organisation's performance.

When a Japanese firm is involved in a disaster or scandal and their CEO typically resigns, this would be an example of the CEO taking an omnipotent view of their management role.

What are the two views of managerial impact on the success or failure of the organisation?

According to the textbook, the members of which of the following groups are learning, working, shopping and playing in fundamentally different ways that are likely to greatly impact organisations and managers?

All organisational cultures consist of each of the following EXCEPT ________.

Introduction to Organisations and Management

Management Yesterday and Today

Managing in a Global Environment

Social Responsibility and Managerial Ethics

Managers As Decision Makers

Managing Change and Innovation

Foundations of Planning

Strategic Management

Managerial Controls

Managing Operations

Organisational Structure and Design

Managing Teams

Managing Human Resources

Understanding Individual Behaviour

Managers and Communication

Motivating Employees

Managers As Leaders

Filters